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1、Digital cars need digital automakersAn integrated hybrid cloud strategy is the first step IBM Institute for Business Value|Expert InsightsExperts on this topic2Sujay NandiAssociate Partner and Industry Architect,Industrial ManufacturingIBM C Russell GowersAssociate Partner,Automotive RetailIBM C Suz

2、ukiGlobal Research Lead,Automotive,Electronics,and Energy IndustriesIBM Institute for Business V DiehHead of Automotive and Manufacturing MarketingAmazon Web S is what true cloud-native businesses do instinctivelythey consider hybrid cloud as an enterprise-level strategy.Key takeawaysBy 2030,a major

3、ity of automakers predict that carmakers wont be the ones making cars anymore.62%of auto executives say they will have significantly outsourced vehicle production operations to focus on digital competencies by 2030.The shift to digital is all-encompassingvehicles,corporate offices,manufacturing,and

4、the customer model.But a majority of digital transformations fail.Across industries,71%of IT professionals agree that without a hybrid cloud strategy,its difficult to realize the full potential of a digital transformation.Automakers have been trying to build a cloud foundation,but theyre struggling

5、in three industry applications.Theyre not alone.Almost a third of cloud adopters report being stalled in the middle of their journeys and 37%say they are done with their cloud adoption after only minimal migration.Ryan CoatesUS Automotive,Aerospace,and Industrial Products Leader IBM ConsultingGavin

6、SermonUK Automotive,Aerospace and Defense Leader IBM ConsultingWendy BauerVice President and General Manager,Automotive and Manufacturing AWS2ForewordThe shift to digital vehicles that operate with increasing autonomy is no longer a futuristic endeavor.Its happening today,with our clients.This trans

7、ition presents both exciting opportunities and significant operational and technological challenges,from data management and security to creating workflows that span operational siloes.A hybrid cloud strategy offers the necessary technical blend of security,scalability,and agility automakers and sup

8、pliers need as they make this shift.Its not that automakers arent in the cloud.Its that most of them adopted cloud as so many other companies haveuse case by use case.A holistic,integrated hybrid cloud strategy could move them light years ahead in several areasfrom the vehicles themselves to connect

9、ed manufacturing to how they interact with customers.At IBM and Amazon Web Services(AWS),were excited about the future of the automotive industry.We hope this report helps automotive decision-makers build a solid,cloud-based foundation underneath their other digital efforts.With AI already a force a

10、nd quantum computing around the corner,theres never been a better time to help ensure automotive IT has the scale,agility,and security it needs for a successful future.3of IT professionals agree that without hybrid cloud strategy its difficult to realize the full potential of a digital transformatio

11、n.The changing role of the automakerAutomakers,once defined by Detroit muscle and German engineering,are undergoing a seismic shift as they try to become digital-first companies making digital cars.Forget horsepowercloud servers and lines of code are defining the automotive future.Automotive compani

12、es and their suppliers are navigating a shift that isnt just about in-dash features,but instead is a complete transformation of how cars are designed,built,sold,and serviced.The era of the connected,software-defined vehicle(SDV)has begun.A software-based futureIn an industry that has prided itself o

13、n managing complex supply chains,integrating mechanical components,and building safe,reliable vehicles,the push to a software-based future is strongso strong that 62%of automotive executives predict that by 2030 they will have significantly outsourced vehicle production operations to focus on digita

14、l competencies.1 Underlying not only SDVs but also automakers own enterprise digital transformations is one key base technology layerhybrid cloud.Across industries,71%of IT professionals agree that without a hybrid cloud strategy,its difficult to realize the full potential of a digital transformatio

15、n.2 Hybrid cloud provides the capacity and business agility for original equipment manufacturers(OEMs)to not only compete but also to remain viable.While automakers are using cloud,they have been struggling to implement it for some major use cases.And most have yet to create a true hybrid cloud stra

16、tegy as part of a comprehensive,integrated enterprise strategy.In this report,well cover the three main areas where automakers are struggling and show how a hybrid cloud strategy can help them build a solid foundation for their digital future.71%4PerspectiveWhat is hybrid cloud?3Hybrid cloud describ

17、es a mix of cloud environments,including public,private,and multicloud,as well as on-premises infrastructure.Our data shows that during the pandemic,many organizations became hybrid cloud users as a simple consequence of tactical decisions by user departments,IT,and procurement.Beyond this mix of en

18、vironments,however,we use the term hybrid cloud platform to describe some level of integration that spans public,private,multicloud,and on-premises infrastructure,and increasingly edge computing and distributed cloud.Done right,a hybrid cloud platform provides a fabric for orchestration,management,a

19、nd application portability across these environments.The result can be a single,unified,open,and flexible distributed computing environment where an organization can run and scale its traditional and cloud-native workloads on the most appropriate computing model.Hybrid cloud optimization describes a

20、 highly evolved way of operating hybrid cloud platforms that can fundamentally improveand transformbusiness performance.5Hybrid cloud:Designing for success Many companies across industries have adopted hybrid cloud,but its done in siloes,rather than according to an overarching plan.For instance,a co

21、nnected vehicles functional and health data transmits to and from enterprise clouds.At the same time,automakers and suppliers are also migrating their business applications and workloads to cloud.In cloud conversations with clients across the industry,these two focus areas dominate,but rarely within

22、 the same conversation.Connected vehicle initiatives are owned by the product development organization,and the IT department manages enterprise cloud and applications.The siloed approach may help move the needle in these specific areas,but it is less than ideal when striving for broader digital tran

23、sformation,which requires integration and a holistic cloud strategy.Dabbling and stalled journeys There are issues with this approach.Too often,cloud adoption programs lose momentum before investments start to pay off.“Dabbling-level”adoption stops short of a tipping point where the ROI from improve

24、ments in business performance balancesand then outpacescloud implementation costs.Consequently,cloud programs can be seen as necessary but unwelcome drains on resources,rather than opportunities for reinvention.Almost a third of cloud adopters report being stalled mid-journey.4 A further 37%report b

25、eing“done”after only minimal workload migration.5 Why?One reason is theyre seeing unexpected increases in operating costs as they add more cloud vendors or cloudify more business functions.6Hybrid cloud as an enterprise-level strategy Theres more.Running a series of cloud programs for isolated use c

26、ases leads to inefficiencies and missed opportunities to take data out of silos and integrate it,using it to build new insights,new products,and new business models.This is what true cloud-native businesses do instinctivelythey consider hybrid cloud as an enterprise-level strategy,identifying every

27、business area that it might transform over the next decade.Automotive CIOs who deliberately and carefully reexamine automotive hybrid cloud strategy across three key areas of the businessbeyond the obvious and the easyput their companies in a better competitive position.Across industries,when leader

28、s combine a cloud strategy with other business transformation levers,they can generate up to 13 times greater financial returns than with cloud alone.7 Moving to an enterprise-level maximalist strategy allows them to reap the true benefits of hybrid cloud,rather than incremental gains in siloed area

29、s.Heres how.“Dabbling-level”cloud adoption stops short of ROI that balancesand then outpacescloud implementation costs.6Hybrid cloud can help automakers with three main challengesOptimizing hybrid cloud should mean the difference between aiming for transformational business outcomes and short-term g

30、ains.These three areas are key to getting it right in automotive companies.Direct toconsumer123The challengeCurrent use of cloudOptimal use of cloudHow to handle millions of lines of code and up to 25 gigabytes data per vehicle,per day,while maintaining vehicle quality and consistencyHandling basic

31、vehiclehealth data,in a silo,for a limited pool of vehiclesHybrid data processing capabilities between in-vehicle,edge and cloud in a distributed computing environment,allowing seamless access to rich vehicle health,configuration and utilization datapointsHow to successfully integrate information te

32、chnology and operations technology and form a consolidated view of capabilities to successfully act upon the hundreds of gigabytes of data produced by factories dailyLifting and shiftingmainframe factoryapplications to cloud hostingCombining the power of a centralized cloud and localized edge comput

33、ing to unlock analytics,AI and monitoring use cases,on the factory floor and across the supply chainHow to create an omnichannel customer experience in a rapidly shifting sales environmentCreating a cloud sales platform fordealers and agentsCreating a true digital-first customer platform,through whi

34、ch a next-generation customer experience can be created,encouraging customers to remain loyal for longerConnectedcar and SDVConnected manufacturing7Connected cars and software defined vehicles1Vehicles today can have hundreds of millions of lines of software code,which may be distributed among multi

35、ple electronic control units(ECUs)supported by sensors,cameras,radar,and light detection and ranging(LIDAR)devices,as well as in-vehicle infotainment systems.As the industry continues to make cars that are increasingly digital,two domains have emergedthe connected vehicle and the SDV.Connected vehic

36、leA connected vehicle communicates bi-directionally,allowing it to share internet access,and hence data,with other devices both inside and outside the vehicle.It uses cloud for workload and data management.Software-defined vehicle(SDV)An SDVs features and functions are primarily enabled through soft

37、ware,instead of hardware.Autonomous driving is a typical SDV use case because it requires low latency,which means it runs best on a computer network that is optimized to process a very high volume of data messages with minimal delay.Imagine a situation that requires an immediate response for safety

38、reasonsthe car needs to process data related to obstacles in the road,or other potential hazards.SDVs use in-vehicle,edge computing to take in information and act on it quickly rather than sending it to a central location,awaiting a response,and then proceeding.Because of the need for low latency,SD

39、Vs distribute their workload between in-vehicle edge computing,and cloud computing.SDVs interact with their environment,can act autonomously,learn,are always connected,and enable service-based business models.8Main challenges for automakers A wide range of unintegrated solutions.Connected vehicle an

40、d SDV solutions exist today as a wide variety of applications and services hosted in various environments:on-board,private and public cloud,on-premises,or a combination of all.In addition,on-board computing typically have limited capabilities compared to cloud.This makes managing and integrating the

41、 solutions very challenging.Data in all forms,at volume,coming fast.The range and forecasted volume of data,as well as the variety and frequency of data,have changed dramaticallyleading to a major scalability issue.Security and privacy concerns.Attack surfaces are significantly expanding due to the

42、electrification of vehicles.Automakers must secure complex edge connectivity with multiple technology layers,from in-car to the cloud.Also,regulatory compliance adds significant workload.8 How a hybrid cloud strategy can helpCloud can play a major role in the shift to connected and software-defined

43、vehicles.Here are just a few of the ways cloud provides the foundation to power digital vehicles.Robust infrastructure.While in-vehicle computing capability is essential for SDVs,the software needs to be enabled,built,and updated through a robust cloud infrastructure.This helps ensure the quality an

44、d consistency of the vehicle software,as well as the ability to rapidly update across fleets.Hybrid data processing can enable deeper insights.Storing vehicle data and history in the automakers cloud allows for deeper insights.Distributed computing and hybrid data processing between in-car,edge and

45、cloud will help solve unintegrated data challenges.Build once and deploy multiple.Cloud technology can orchestrate in-car and out-car applications seamlessly.This should be the target“North Star”solution.Standardized deployment processes between the vehicle and the enterprise can expedite simulation

46、,virtual testing,and allow faster rollout of new features.It is also easier to leverage the open source community benefits,technical ecosystems,and alliances.901Revisit technology architecture from future use case perspectives.Take an inventory of IT infrastructure,data,middleware,and applications.C

47、onsider vehicle on-board computing and network constraints but strive to integrate advanced cloud-based technologies also.02Shift product development practices from a hardware-driven mindset to prioritize software.The change may not happen overnight,but nurture a culture shift by adopting an OpenShi

48、ft approach as well as cloud work tools and open processes.Action guide10Almost a third of cloud adopters report being stalled in the middle of their journeys.11Factories generate hundreds of gigabytes of data,but with very little capability to act on it.Connected manufacturing2Connected manufacturi

49、ng uses a combination of edge and cloud computing to harness operational and business data to gain more value from improved processes and insights.However,only a quarter of manufacturing-related operations have migrated their data and workloads to the cloud.9 Also,executives report their cloud archi

50、tecture is inadequate for some of their most important technology initiatives,such as supply orchestration and manufacturing quality root cause analysis.10 Main challenges for automakers Lack of a standard IT landscape.There is often significant deviation among IT landscapes from plant to plant,with

51、 proprietary and homegrown IT systems managed locally on-premises.This presents significant challenges for organizations trying to spread best practices globally.Due to legacy equipment and the lack of commonality,plus concerns at certain plants about latency and bandwidth of data processing,the shi

52、ft to truly connected manufacturing on a wide scale is a pipe dream for many manufacturing organizations.Loads of data,but few insights.Conversely,there is often a significant lack of data processing capability at the point of manufacturing.This means that factories generate many hundreds of gigabyt

53、es of data,but with very little capability to act on them.Thus,even where data gathering with instrumentation is available,the ability to manage the data collected and contextualize it in the same way is missing.The information technology(IT)versus operational technology(OT)divide.IT systems handle

54、data-centric computing.OT systems monitor devices,events,and processes,making adjustments within industrial operations when necessary.There is a fundamental difference between IT systems,designed to solve business challenges and refreshed regularly,and OT systems,which are designed for reliability a

55、nd longevity.OT devices can frustrate managers who are accustomed to digital omniscience.Unintegrated data.Even automotive organizations which are capable of some IT/OT integration do not tend to hold a truly integrated overview of manufacturing and operational metrics.This means that,in many cases,

56、data may be available,but it remains untrusted by the businessor it is so outdated as to only be useful for historical reporting,rather than decision-making.This means that decisions regarding manufacturing continue to be taken on gut feeling versus trends identified by analytics.The impact of these

57、 four challenges is that the adoption of connected manufacturing throughout the automotive industry has not been as rapid as it should be.12How a hybrid cloud strategy can helpAutomotive companies invest billions on enterprise systems,industrial automation,and advanced product technologies,but they

58、are slow adopters compared to data and technology companieswhich is essentially what they are trying to become.A hybrid cloud approach that enables collection,storage,and analysis of data across the organization and the value chain can help mitigate the challenges auto companies are facing.A greater

59、 level of transparency.Modernizing legacy applications in automotive plantsputting them in the cloudcan provide transparency across the organization.That transparency is essential for connected manufacturing.The effort should involve virtualization and containerization as part of a larger applicatio

60、n modernization.Integrating cloud-orchestrated automated workflows for better insights.Many organizations still have siloes.Because of that,many have data that hasnt been integrated across their business,particularly in the divide between IT and OT.Thats not an ideal situation in an environment wher

61、e data is the new gold.Cloud-orchestrated automated workflows can help break these siloes,allowing enterprises to unlock the insights that may reside in that data.Optimized workloads via edge computing.Edge computing is all about decentralized data and application processing across hundreds to milli

62、ons of edge endpoints that reside outside of a traditional data center.It involves a large number of capable devices or servers processing data in close proximity to the point of action,centrally managed with containerized software.Major hyperscalers already have edge management platforms that help

63、optimize workloads.Decisions regarding manufacturing continue to be taken on gut feeling versus trends identified by analytics.13PerspectiveCloud helps automakers power up sustainability effortsSustainability is becoming an existential challenge for every automakerand the conversation has moved far

64、beyond just tailpipe emissions.A variety of factors,from regulatory change and societal pressure,to material scarcity and expense,to a shift in consumer preferences,are rapidly making sustainability a business differentiator.Automotive CEOs consider sustainability to be a key focus area.A majority o

65、f automotive CEOs(72%)experience the most direct pressure for sustainability from board members and investors.11 In addition,over 80%of automotive CEOs expect sustainability investments to produce improved business results in the next five years.12 Checking the box versus true transformationDespite

66、the pressure,sustainability has become an accounting and reporting exercise rather than a transformation effort for many organizations.For example,43%more is spent on sustainability reporting than sustainable innovation efforts.13 Cloud computing can help on both counts,making a significant contribu

67、tion to an organizations carbon footprint as well as its balance sheet.However,44%of CEOs surveyed stated that they had either made no investment,or had only invested to comply with mandates and regulations.14 Only 13%of globally assessed CEOs had made investments related to sustainability,such as c

68、loud transformation,which would reshape major aspects of the enterprise.15 In addition,55%of auto executives say they use hybrid cloud capabilities extensively for sustainability.16 But,just 66%say sustainability objectives are incorporated into cloud strategyleaving a significant number of automoti

69、ve companies disconnected in this area.17Automotive companies recognize that hybrid cloud can be a key enabler for profitable,sustainable transformation,but it appears they have no clear roadmap for getting there.Currently 42%of automotive OEMs and 35%of automotive suppliers are operating across mul

70、tiple cloud environments;the majority of executives believe there is significant room for growth.18 14Action guide01Triage data inventory based on criticality to manufacturing operations.Track data lineage across OT manufacturing data layers,as well as IT planning and reporting layers.Assess the imp

71、act of having transparency and timely KPI data.Evaluate suitable cloud platform and migration options.02Analyze whats holding back the adoption of AI,automation,and other advanced technologies in manufacturing operations.Simulate the technical and financial impact of hosting such applications and mo

72、ving workflows to hybrid cloud.03Decide whether your organization wants to prioritize capabilities in data and technology,or production engineering.Create the modernization roadmap accordingly.Action guide153Automotive executives expect electric vehicle subscriptions will grow from 3%today to 37%by

73、2030.Direct to consumer:Transforming the customer relationshipAs OEMs reinvent cars with technology,the automotive sales process undergoes its own changes.Automotive companies are diversifying from the legacy franchised sales model by adding direct-to-consumer,agency,and subscription sales models.Th

74、ey are also looking to diversify their digital revenue streams,moving away from relying on one-time vehicle purchases and post-sale services.In a world where customers are frequently consuming multiple digital and physical products directly from an automotive brand,a hybrid cloud ecosystem is critic

75、al.Main challenges for automakersDisjointed customer experience.In the legacy dealership model,customer data resides in multiple places:in dealership management systems(DMS)of retail franchise groups,some within the corporate CRM system of the automotive company,and some within the databases of the

76、captive finance company.This means that customers are frequently chased by multiple parties regarding the same sale,frequently in contradiction with one another,leading to a disjointed experience.Slow,uneven access to customer data.In a legacy automotive scenario,customer information tends to be gua

77、rded closely by the CRM team and processed in monthly batches for consumption by management.This level of opacity and slow pace do not spell success in a fast-moving,B2C environment.If automakers are to become responsive digital organizations,they will need to restructure the storage,processing,and

78、role-based access to management-critical insights,so that dashboards and key performance indicators(KPIs)can be dynamically refreshed and highly relevant.Shifting revenue model with the shift to vehicle subscriptions.Automotive executives expect electric vehicle subscriptions to grow from 3%today to

79、 37%by 2030,and to become a popular ownership option for consumers.19 The overarching objective is shifting to increasing the customers lifetime revenue streams.Its no longer simply about building and selling more vehicles.16How a hybrid cloud strategy can helpBetter insights and a better customer e

80、xperience.Hybrid cloud lets organizations have a single view of all customer data stored across public and private cloud.They can share data based on roles with OEMs,dealers,and finance companies.In addition,a slight majority of auto organizations(58%)expect to use generative AI to reduce digital co

81、mmerce technology and infrastructure costs by the end of 202420and to be successful with generative AI,companies need an agile hybrid cloud foundation.More choice for customers.Sensitive,identifiable vehicle data can remain in private clouds to be used for diagnostics,monitoring,or engineering.More

82、transient connected vehicle data can be shifted to public cloud to enable personalized customer journeysfor example,the awarding of“green driving points”to offset a customers next vehicle purchase or recommending a switch to a different consumption model based on their driving style.All data can be

83、unified by a single set of customer permissions,allowing them the choice of how much to share and to enrich their profile.Faster,simpler access to customer data for both business and operations teams.Cloud enables a data lakehouse approach,allowing structured,unstructured,and semi-structured data to

84、 be unified under a single data architecture.This enables instant access to real-time data that can be used for machine learning and predictive analytics.It also allows operations and business leadership to create self-serve reports,accessing integrated data.And it allows generative AI workloads to

85、run at scale on proprietary data.In a world where customers are frequently consuming multiple digital and physical products directly from an automotive brand,a hybrid cloud ecosystem is critical.1701Create a blueprint of your retail ecosystem platform with internal and external stakeholders.Focus on

86、 maximizing customer benefits and value first,then a fair distribution of benefits to the stakeholders.Pay attention to privacy,security,and regulatory requirements.02Evaluate an open platform where future enhancements and expansions are possible,as well as on and off-boarding of business partners a

87、nd/or internal departments.03Enhance the customer experience,utilizing advanced AI and a data platform,enabled by hybrid cloud.Action guide18All things digital begin with cloudCloud is the foundation for todays digital technologies such as generative AI,and what automakers will need when tomorrows t

88、echnologies(hello,quantum computing)hit their stride.As automotive digital technology prowess becomes increasingly important to consumers,automakers need a solid but agile foundation to build uponhybrid cloud provides just that.Given that automakers entered the cloud arena long before the competitiv

89、e and consumer landscape look as they do today,now is the time to revisit their hybrid cloud strategy and upgrade for the future.About Expert InsightsExpert Insights represent the opinions of thought leaders on newsworthy business and related technology topics.They are based on conversations with le

90、ading subject-matter experts from around the globe.For more information,contact the IBM Institute for Business Value at .19Related reportsAutomotive 2030Automotive 2030:Racing toward a digital future.IBM Institute for Business Value.November 2020.https:/ manufacturingCloud-enabled manufacturing:Oper

91、ations and IT leaders turn ambition into advantage.IBM Institute for Business Value.November 2023.https:/ comparative look at enterprise cloud strategyA comparative look at enterprise cloud strategy:IBM transformation Index,State of Cloud.IBM Institute for Business Value.September 2022.https:/ AWSFo

92、r over 15 years,Amazon Web Services has been the worlds most comprehensive and broadly adopted cloud offering.Today,we serve millions of customers,from the fastest growing startups to the largest enterprises,across a myriad of industries in practically every corner of the globe.Weve had the opportun

93、ity to help these customers grow their businesses through digital transformation efforts enabled by the cloud.In doing so,we have worked closely with the C-suite,providing a unique vantage point to see the diverse ways executives approach digital transformationthe distinct thought processes across C

94、-suite roles,their attitudes and priorities,obstacles to progress,and best practices that have resulted in the most success.The right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct advanta

95、ge in todays rapidly changing environment.IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed strategic insights that help leaders make smarter b

96、usiness decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay connected and informed

97、,sign up to receive IBVs email newsletter at can also find us on LinkedIn at https:/ibm.co/ibv-linkedin.20Notes and sources1 Automotive 2030 study.Unpublished data.IBM Institute for Business Value.November 2020.2“Global Business Leaders Say Hybrid Cloud is Critical to Modernization,Yet Security,Skil

98、ls and Compliance Concerns Impede Success.”IBM Newsroom.September 28,2022.https:/ Granger,John,Varun Biljani,Shai Joshi,Shue-Jane Thompson,D.M.,and Thais Lima de Marca.Mastering hybrid cloud.Subtitle?IBM Institute for Business Value.May 2022.https:/ Boville,Howard,Hillery Hunter and Richard Warrick.

99、Clouds next leap.Subtitle?IBM Institute for Business Value,October 2021.https:/ Ibid.6 Ibid.7 Payraudeau,Jean-Stphane,Anthony Marshall,and Jacob Dencik.Unlock the business value of hybrid cloud:How the Virtual Enterprise drives revenue growth and innovation.IBM Institute for Business Value.July 2021

100、.https:/ibm.co/hybrid-cloud-business-value8 Securing connected vehicles.Data story.IBM Institute for Business Value.January 2024.https:/ Favilla,Jos,Zahid Habib,and Wendy Bauer.Cloud-enabled manufacturing,Operations and IT leaders turn ambitions into advantage.IBM Institute for Business Value.Novemb

101、er 2023.10 Ibid.11 Own your impact:Practical paths to transformational sustainability.IBM Institute for Business Value.May 2022.https:/ Ibid.13 Abbosh,Oday,Christina Shim,Elisabeth Goos,Arun Biswas,Roman Pencyla,and Jacob Dencik.Beyond checking the box:How to create business value with embedded sust

102、ainability.IBM Institute for Business Value.February 2024.https:/ 14 In Their Own Words:How CEOs are forging paths to sustainability,IBM Institute for Business Value,May 2022.https:/ Ibid.16 Operationalizing sustainability.IBV unpublished benchmarking data.2023.17 Ibid.18 Knoedler,Daniel,Dirk Wollsc

103、hlaeger,and Ben Stanley.Automotive 2030:Racing toward a digital future.IBM Institute for Business Value.Accessed March 26,2024.https:/ Suzuki,Noriko,Mardan Namic Karamov,and Misuzu Nakamishi.An on-ramp to sustainable mobility:Accelerating the shift to electric vehicles.IBM Institute for Business Val

104、ue.February 2023.https:/ Generative AI in digital sales.IBV unpublished benchmarking data.2023.21 Copyright IBM Corporation 2024IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|April 2024IBM,the IBM logo, and Watson are trademarks of International Business Mac

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107、ITION OF NON-INFRINGEMENT.IBM products are warranted according to the terms and conditions of the agreements under which they are provided.This report is intended for general guidance only.It is not intended to be a substitute for detailed research or the exercise of professional judgment.IBM shall

108、not be responsible for any loss whatsoever sustained by any organization or person who relies on this publication.The data used in this report may be derived from third-party sources and IBM does not independently verify,validate or audit such data.The results from the use of such data are provided on an“as is”basis and IBM makes no representations or warranties,express or implied.RZ6BJ65M-USEN-02