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20 Product Management Case Studies [Detailed Analysis][2024]

In today’s fast-paced and highly competitive business environment, effective product management has never been more crucial. It is a strategic catalyst that drives innovation and shapes how companies respond to evolving market demands and consumer preferences. This article delves into product management by examining 20 diverse global case studies, each showcasing the profound impact and key learnings derived from some of the world’s most influential companies. From Apple’s groundbreaking entry into the smartphone market to Spotify’s transformation of music consumption, and Toyota’s efficiency-driven Lean Production Model, these case studies offer a panoramic view of how strategic product management can lead to revolutionary changes in various industries. The article aims to provide valuable insights into the challenges faced, solutions implemented, and the overarching effects of these strategies, revealing how companies like Airbnb, Tesla, Zoom, Slack, Samsung, Netflix, and Patagonia have not only achieved market success but also set new benchmarks and trends in their respective domains. Through this exploration, we aim to equip current and aspiring product managers and business leaders with practical knowledge and inspiration to navigate the complex landscape of product management, driving innovation and success in their ventures.

Related: How to Build a Career in Product Management?

1. Apple Inc. – Reinventing the Smartphone

Task/Conflict:

Apple’s entry into the already crowded mobile phone market was a bold move, particularly with the objective of introducing a product that wasn’t just another addition but a complete redefinition of what a mobile phone could be. The challenge was to innovate in a way that would not only capture the market’s attention but also set a new standard for user interaction, functionality, and design in the smartphone industry.

The solution lay in the development of the iPhone, a device that combined a phone, an iPod, and an internet communicator. This integration, coupled with a pioneering touchscreen interface and a focus on user experience, positioned the iPhone not just as a product but as an ecosystem. Apple’s emphasis on design, functionality, and user interface created a product that stood out from its competitors.

Overall Impact:

• Revolutionized the smartphone industry.
• Set new standards for technology and user experience.

Key Learnings:

• Innovation can disrupt established markets.
• User-centric design is crucial in technology products.

2. Spotify – Transforming Music Consumption

In an era dominated by music piracy and declining physical album sales, Spotify faced the daunting task of reshaping how people accessed and paid for music. The challenge was not only technological but also cultural, requiring a shift in consumer habits and a rethinking of the existing music industry’s business model.

Spotify’s approach was to introduce a user-friendly music streaming service, offering a vast library of tracks with both a free, ad-supported model and a premium subscription option. This strategy addressed the issues of accessibility and affordability while respecting the rights of artists and producers, thus presenting an attractive alternative to illegal downloads.

• Influenced the revenue model of the entire music industry.
• Became a leader in music streaming.
• Innovative business models can redefine industries.
• Addressing consumer pain points is key to success.

3. Toyota – The Lean Production Model

Toyota was confronted with the challenge of enhancing efficiency and reducing waste in their production processes. The automotive industry, characterized by intense competition and high operational costs, demanded a strategy that not only improved production efficiency but also maintained high quality.

Toyota implemented the Lean Production Model, a revolutionary approach focusing on ‘Kaizen’ or continuous improvement. This methodology involved streamlining the manufacturing process, reducing waste, and empowering workers to contribute to ongoing improvements. The Lean Model emphasized efficiency, flexibility, and a relentless pursuit of quality in production.

• Enhanced operational efficiency and profitability.
• Established as a benchmark for manufacturing excellence.
• Efficiency and quality are pillars of manufacturing success.
• Continuous improvement drives operational excellence.

4. Airbnb – Revolutionizing Hospitality

Airbnb aimed to carve out a new niche in the hospitality industry, which was traditionally dominated by hotels. The challenge was multifaceted, involving regulatory hurdles, building trust among users, and creating a reliable and scalable platform that connected homeowners with travelers seeking unique lodging experiences.

The solution was the creation of a user-friendly online platform that enabled homeowners to list their properties for short-term rental. This platform not only provided an alternative to traditional hotels but also fostered a sense of community and unique travel experiences. Airbnb focused on building a robust review system and transparent policies to overcome trust and safety concerns.

• Disrupted the traditional hotel industry.
• Became a leading figure in the sharing economy.
• Innovative platforms can create new market segments.
• Trust and transparency are crucial in community-driven businesses.

Related: History & Origin of Product Management

5. Tesla – Electrifying the Auto Industry

Tesla embarked on the ambitious goal of popularizing electric vehicles (EVs) as a sustainable and viable alternative to gasoline-powered cars. This task involved overcoming preconceptions about the performance, range, and practicality of EVs, as well as establishing the necessary infrastructure for their adoption.

Tesla’s approach was to develop high-performance, luxury electric vehicles that combined environmental friendliness with cutting-edge technology and stylish design. This strategy helped to change the perception of EVs from being seen as inferior alternatives to gasoline cars to desirable, high-tech vehicles. Tesla also invested in building a network of charging stations, further facilitating the practicality of EV ownership.

• Led the transition towards electric vehicle adoption.
• Influenced the auto industry’s direction towards sustainability.
• Sustainable technology can be aligned with luxury and performance.
• Changing consumer perceptions is key to introducing new technology.

6. Zoom – Simplifying Remote Communication

In a market crowded with various communication tools, Zoom faced the challenge of differentiating itself and proving its value. The goal was to provide a solution that was not only reliable and easy to use but also superior in terms of video and audio quality compared to existing offerings.

Zoom focused on creating a user-friendly platform that offered high-definition video and clear audio, even in low-bandwidth situations. This commitment to quality and reliability, combined with features like screen sharing, virtual backgrounds, and easy integration with other tools, made Zoom a preferred choice for businesses and individuals alike, especially during the COVID-19 pandemic.

• Became a staple tool for remote communication.
• Highlighted during the global shift to remote work due to the pandemic.
• Reliability and user experience are critical in technology solutions.
• Agility in adapting to market changes is vital.

7. Slack – Redefining Workplace Collaboration

Slack was developed with the vision of transforming the cluttered and inefficient landscape of workplace communication, dominated by email. The challenge was to create a platform that not only streamlined communication but also integrated various work tools to enhance productivity and collaboration.

The solution was an intuitive, chat-based platform that allowed for real-time messaging, file sharing, and integration with a wide range of work tools and applications. Slack’s focus on reducing the reliance on emails and consolidating communication into a single, searchable platform revolutionized team collaboration and internal communication in businesses.

• Changed the dynamics of team communication and collaboration.
• Became a central tool in many organizations for internal communication.
• Streamlining common practices can create significant market opportunities.
• Integration and user-friendliness are key in collaborative tools.

8. Samsung – Innovation in Electronics

Samsung’s challenge was to establish itself as a leader in the highly competitive and rapidly evolving consumer electronics market. This required keeping up with technological advancements and differentiating its products in terms of quality, innovation, and user experience.

Samsung’s strategy involved substantial investment in research and development, focusing on bringing innovative and high-quality products to the market. Their innovation commitment spanned various product categories, including smartphones, televisions, and home appliances. This focus on quality and technological advancement helped Samsung achieve a leading position in the global electronics market.

• Achieved a leading position in the consumer electronics market.
• Known for innovation and quality in product offerings.
• Innovation is crucial in technology sectors.
• Quality and continuous improvement attract consumer loyalty.

Related: Top Product Management Tools

9. Netflix – Pioneering Streaming Services

Netflix’s journey began with the goal of transforming the traditional movie rental business. The challenge was to transition from a DVD rental service to an online streaming platform, requiring a technological shift and a change in consumer viewing habits and content distribution models.

The solution was a gradual but determined shift to an online streaming model, offering customers an extensive and ever-growing library of movies and TV shows. Netflix’s investment in original content and exclusive deals with production studios further enhanced their appeal. This strategic pivot catered to the growing demand for on-demand entertainment, free from physical media and broadcast schedules constraints.

• Redefined media consumption habits.
• Led the rise of online streaming services.
• Adaptability to technology and market trends is critical.
• Investing in original content can differentiate streaming services.

10. Patagonia – Ethical Product Management

In a clothing industry often criticized for environmental and ethical issues, Patagonia aimed to differentiate itself by committing to sustainability and ethical practices. The challenge was not only to maintain profitability but also to influence consumer behavior and industry standards towards more responsible practices.

Patagonia’s approach included using sustainable materials, ensuring transparency in their supply chain, and advocating for environmental causes. Their commitment extended to initiatives like repairing products to extend their lifespan and encouraging responsible consumption. This strategy appealed to environmentally conscious consumers and set a new standard for corporate responsibility in the clothing industry.

• Became a model for sustainability in the clothing industry.
• Influenced both consumer and industry practices towards eco-friendliness.
• Sustainability can be a unique selling proposition.
• Ethical practices enhance brand loyalty and reputation.

11. Microsoft – Shifting to Cloud Computing

Microsoft faced significant challenges in adapting to the rapidly evolving technology landscape. The traditional software model of boxed products had grown increasingly obsolete due to a surge in cloud computing. Emerging competitors like Amazon Web Services and Google’s cloud platform gained momentum, providing flexible, scalable solutions that shifted the market’s preference away from on-premise software to on-demand, subscription-based models. Microsoft needed to transform its business approach and product portfolio to align with these market trends

Under CEO Satya Nadella’s leadership, Microsoft shifted focus to cloud computing, developing Azure as an end-to-end platform providing comprehensive infrastructure and software services. The company also transitioned its flagship Office suite to a cloud-based subscription model with Office 365. They emphasized flexibility, scalability, and security while ensuring seamless integration with existing Microsoft products. Investments in data centers globally and new pricing models enabled Microsoft to compete directly with other leading cloud providers.

• Transformed Microsoft into a leader in cloud computing.
• Significantly increased recurring revenue through subscription-based services.
• Implementation of emerging technologies is vital for staying ahead of market trends.
• Subscription models can create predictable and sustainable revenue streams.

12. Lego – Rebuilding a Toy Empire

Lego was at a crossroads in the early 2000s. The company had overextended its product lines, ventured into unrelated business areas, and faced fierce competition from digital entertainment sources like video games. The result was a decline in sales and profitability, jeopardizing the company’s future and threatening the iconic brand with irrelevance.

To rebuild its brand, Lego implemented a back-to-basics approach, refocusing on its core product, the Lego brick. It also streamlined its product lines and improved internal operations. Partnering with entertainment franchises such as Star Wars and Harry Potter, they launched themed Lego sets that resonated with younger generations. Lego expanded its reach into digital media with video games and movies like The Lego Movie, engaging customers through multiple channels and breathing new life into the brand.

• Restored profitability and renewed consumer interest in Lego products.
• Expanded their presence into digital media and entertainment.
• Diversification and partnerships can revitalize traditional products.
• Engaging customers across multiple channels strengthens brand loyalty.

Related: Inspirational Product Management Quotes

13. Dropbox – User-Friendly Cloud Storage

Dropbox faced the challenge of competing with tech giants including Google and Microsoft in the nascent cloud storage market. While these companies offered vast storage solutions integrated with their productivity suites, Dropbox needed to carve out a niche by appealing to users with an easy-to-use, reliable platform. They aimed to provide seamless file synchronization, security, and accessibility across devices.

Dropbox placed simplicity at the forefront, developing a cross-platform application that allowed users to sync files effortlessly across multiple devices. The system’s seamless synchronization and ease of use differentiated it from other cloud storage providers. They employed a freemium model that offered free storage with the option to upgrade for more capacity and features, attracting millions of users globally and enabling them to monetize their growing user base.

• Became a trusted name in cloud storage, with millions of users worldwide.
• Pioneered the freemium model, offering free and paid plans.
• User experience is a differentiator in competitive tech markets.
• Freemium models can attract users and convert them to paid subscriptions.

14. Nike – Personalizing Athletic Wear

Nike, already a leader in sports apparel, faced stiff competition from rivals like Adidas and Under Armour. The company needed a unique strategy to differentiate its products and capture the loyalty of a diverse, increasingly demanding customer base. Customers wanted personalized experiences, and Nike aimed to address this by providing a solution that matched their specific preferences in athletic wear.

Nike launched the NikeID program, which allowed customers to personalize their athletic gear online, choosing colors, patterns, and custom text. This innovation expanded the company’s appeal to athletes and fashion-conscious consumers alike, helping them express their individuality while boosting engagement. By streamlining the customization process and leveraging digital technology, NikeID created an experience that could be replicated globally, resulting in increased brand loyalty and revenues.

• Elevated customer engagement through personalized experiences.
• Expanded customization to a broad range of products, increasing brand loyalty.
• Personalization can differentiate brands in competitive markets.
• Engaging customers in the design process enhances brand value.

15. Procter & Gamble – Open Innovation with Connect + Develop

Procter & Gamble (P&G), known for a vast portfolio of consumer goods, recognized that the traditional R&D process was becoming slower and costlier, hampering the company’s ability to innovate. With the proliferation of specialized knowledge worldwide, P&G realized that internal expertise alone wouldn’t suffice fulfill the increasing demand for new products across its various brands. They needed to find a way to tap into external innovation to stay ahead of the competition.

P&G launched the Connect + Develop platform, an open innovation initiative that invited inventors, academics, and other companies to submit ideas and collaborate on new products. This platform enabled P&G to access global expertise and accelerate the product development process by integrating external solutions with their own internal capabilities. The platform generated new partnerships that broadened P&G’s R&D reach and enhanced the product pipelines for various brands, significantly improving efficiency and innovation.

• Increased innovation by sourcing solutions from a global network.
• Enhanced product pipelines across multiple categories.
• Open innovation can tap into global expertise for improved R&D.
• Collaborating beyond company boundaries accelerates product development.

16. Adobe – Transforming into a Subscription Model

Adobe faced challenges with its traditional perpetual software licensing model, which was becoming outdated due to issues like piracy and inconsistent revenue streams. As competitors moved towards more dynamic, subscription-based models, Adobe needed to reinvent its business strategy to stay competitive and relevant in the digital content creation industry.

With the introduction of Adobe Creative Cloud, Adobe shifted from selling boxed software to a subscription-based model. This move provided customers with constant updates, cloud storage, and access to a suite of creative tools for a monthly fee. The transition addressed piracy issues and allowed Adobe to offer a scalable and continually improving product experience, leading to a more predictable and stable revenue stream.

• Stabilized Adobe’s revenue with a predictable subscription-based income.
• Increased customer retention and satisfaction due to continuous updates and enhancements.
• Fostered a broader adoption of Adobe’s software suite among freelancers and small businesses due to more accessible pricing.
• Transitioning to a subscription model can provide stable revenue and reduce piracy.
• Offering continual improvements and added value can enhance customer loyalty.

Related: Reasons to Study Product Management

17. GoPro – Innovating in a Niche Market

GoPro aimed to dominate the action camera market but faced the challenge of distinguishing itself from larger electronics manufacturers with broader product lines. The company needed to innovate continuously while fostering a strong brand identity that resonated with extreme sports enthusiasts and casual users alike.

GoPro focused on developing durable, high-quality cameras with unique features such as waterproofing and compact design tailored to capture extreme sports and adventure. They also built a robust community by leveraging user-generated content and social media, turning their customers into brand ambassadors. This strategy solidified their market position and expanded their customer base.

• Established GoPro as the leading brand in action cameras with a significant market share.
• Expanded the brand’s appeal beyond extreme sports to general consumers.
• Fostered a new market for accessory and lifestyle products related to action cameras.
• Leveraging user-generated content can effectively enhance community engagement and marketing.
• Creating an ecosystem around a product can extend its market reach and usability.

18. IBM – Pioneering Artificial Intelligence with Watson

IBM recognized the potential of artificial intelligence early on but faced the dual challenge of developing cutting-edge technology and finding practical applications for AI in business. They needed to create a platform that could demonstrate AI’s capabilities and be applicable and beneficial across various industries.

IBM developed Watson, an AI system capable of understanding natural language and generating data-based hypotheses. Watson was first introduced to the public by participating in the quiz show Jeopardy!, where it challenged humans. Following this, IBM expanded Watson’s capabilities to serve industries like healthcare, finance, and customer service, showcasing its versatility and practical utility.

• Expanded Watson’s applications into healthcare, finance, and beyond, proving AI’s versatility in solving complex problems.
• Strengthened IBM’s brand as an innovator and thought leader in the technological space.
• Demonstrating technology through high-visibility challenges (like Jeopardy!) can effectively capture public and commercial interest.
• Strategic partnerships in diverse industries can enhance the practical applications and market acceptance of new technologies.

19. Unilever – Sustainability as a Business Strategy

Facing increasing consumer awareness and demand for sustainable and ethical products, Unilever needed to integrate sustainability deeply into its business model without compromising on profitability and market competitiveness.

Unilever launched the Sustainable Living Plan, committing to halve its environmental footprint, improve health and well-being for more than a billion people, and sustainably sourcing 100% of its agricultural raw materials. This comprehensive strategy helped Unilever strengthen its brand loyalty among conscious consumers and drove long-term growth by reducing costs and innovating in product development.

• Achieved cost reductions and efficiency improvements through sustainable practices.
• Set industry standards for sustainability, influencing other companies to adopt similar practices.
• Sustainability can drive business growth and consumer loyalty when integrated into core business strategies.
• Ethical practices can be a competitive advantage, attracting both consumers and investors.
• Transparency in sustainability efforts can enhance corporate reputation and build stronger relationships with stakeholders.

20. Zara – Revolutionizing Fashion with Fast Fashion

Zara, part of the Inditex group, needed to maintain its edge in the highly competitive and fast-paced fashion industry. The challenge was to continually offer the latest fashion trends faster than traditional retailers, addressing the consumers’ desire for immediate gratification.

Zara implemented a unique business model, fast fashion, which involves rapid prototyping, small batch production, and an extremely efficient supply chain that can bring designs from the runway to store shelves in weeks. This approach kept inventory costs low and ensured that Zara’s offerings were always fresh, appealing, and aligned with current trends.

• Enabled Zara to become a global leader in the fashion industry, significantly outpacing competitors in responsiveness to fashion trends.
• Reduced unsold inventory and increased profitability through efficient supply chain management.
• Catalyzed shifts in consumer buying behavior, with more frequent purchases and higher expectations for rapid trend availability.
• Speed and agility in product development and supply chain can significantly enhance market responsiveness.
• Continuous market research and rapid response to consumer trends are crucial for maintaining competitive advantage in fast-paced industries.

Related: Product Management Failure Examples

Closing Thoughts

In conclusion, these case studies exemplify the transformative power of effective product management. They highlight the importance of understanding market needs, embracing innovation, focusing on user experience, and the value of ethical practices. Aspiring business leaders can draw valuable lessons from these examples to navigate challenges and drive success in their endeavors.

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50 Product Management Case Studies

We often wonder what kind of process other product teams have created, planned, and most importantly, how they have implemented it. That is why we at Producter have compiled 50 different case studies for you.

2 years ago   •   4 min read

We often wonder what kind of process other product teams have created, planned, and most importantly, how they have implemented it.

That is why we at Producter have compiled 50 different case studies for you.

Brought to you by Roadmape

1- Rules of Flow for Product Management: an AirBnB Case Study

“Engagement” is a term that is so overused in product management that it has almost lost its meaning. So often I’ve heard from teams, “We’ll measure the success of this test with engagement,” which could mean anything from feature click-through to bounce to we-aren’t-really-sure-this-will-drive-conversion-so-we’re-hedging-our-bet. Underneath, the reason this term has been co-opted and jargonized is that genuine, productive engagement can be ramped toward long-term customer loyalty. And loyalty pays off: a loyalty increase of 7% can boost lifetime profits per customer by as much as 85%, and a loyalty increase of 3% can correlate to a 10% cost reduction ( Brand Keys ).

2- The Psychology of Clubhouse’s User Retention (...and churn)

3- Netflix Q1 ’21 Subscriber Growth Miss: Can We Avoid Another One?

As a data analyst supporting a mobile subscription business , Netflix’s Q1 ’21 subscriber growth miss is a classic example of when I would get called for recommendations to prevent a miss in the future. I thought this would make an interesting case study to discuss my approach to finding insights to drive subscriber growth. Sadly I’m not a Netflix employee and will be limited to publicly available data but the wealth of information on the Internet about Netflix is sufficient to generate insights for this case study.

4- Amazon Go Green

As part of the Design Challenge from productdesign.tips, our team came together to find ways for Amazon to encourage more sustainability on their e-commerce platform. As with any unsolicited design project, the challenge comes with a lack of access to application analytics and technical feasibilities. Nonetheless, the question remains: How might we design checkout screens for an e-commerce app to help people recycle the goods they buy?

5- Quora Case Study – The Wonderful World of Quora

Quora has become a substantive resource for millions of entrepreneurs and one of the best sources for Business to Business market. Majorly used by writers, scholars, bloggers, investors, consultants, students this Q/A site has much to offer in terms of knowledge sharing, connection building and information gathering.

6- Building a product without any full-time product managers

Jambb is an emerging social platform where creators grow their communities by recognizing and rewarding fans for their support. Currently, creators monetize fan engagement through advertisements, merchandise, and subscriptions, to name a few. However, this only represents 1% of fans, leaving the other 99% (who contribute in non-monetary ways) without the same content, access, and recognition that they deserve.

8- What if you can create Listening Sessions on Spotify

Summary: The project was done as a part of a user experience design challenge given to me by a company. I was given the brief by them to work on a feature of Spotify and I spent around 25–30 hours on the challenge in which I went through the entire process, from the research to testing.

9- Redesigned Apple Maps and replicated an Apple product launch for it

Quick-fire question; what is the single most important and widely used feature in a phone — asides from texting and instant messaging friends, coworkers and family? Maybe you guessed right, perhaps this feature is so integrated into your life that you didn’t even think about it — either way, it is your phone’s GPS. It is reasonable to say that GPS technology has changed society’s lives in ways we never could’ve imagined. Gone are the days of using physically printed maps and almanacks, when we now have smartphones with navigation apps. Since the launch of the iPhone and the App Store, consumers have been able to use different apps for their personal navigation needs. Everyone has a preference, and apps have come out to try and address every need.

10- Intuitive design and product-led growth

In 2018, Miro was hardly a blip on the radar in the Design world. Fast forward two years, and suddenly Miro is solidly the number one tool for brainstorming and ideation.

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15 Real-Life Case Study Examples & Best Practices

Written by: Oghale Olori

Case studies are more than just success stories.

They are powerful tools that demonstrate the practical value of your product or service. Case studies help attract attention to your products, build trust with potential customers and ultimately drive sales.

It’s no wonder that 73% of successful content marketers utilize case studies as part of their content strategy. Plus, buyers spend 54% of their time reviewing case studies before they make a buying decision.

To ensure you’re making the most of your case studies, we’ve put together 15 real-life case study examples to inspire you. These examples span a variety of industries and formats. We’ve also included best practices, design tips and templates to inspire you.

Let’s dive in!

Table of Contents

What is a case study, 15 real-life case study examples, sales case study examples, saas case study examples, product case study examples, marketing case study examples, business case study examples, case study faqs.

• A case study is a compelling narrative that showcases how your product or service has positively impacted a real business or individual. 
• Case studies delve into your customer's challenges, how your solution addressed them and the quantifiable results they achieved.
• Your case study should have an attention-grabbing headline, great visuals and a relevant call to action. Other key elements include an introduction, problems and result section.
• Visme provides easy-to-use tools, professionally designed templates and features for creating attractive and engaging case studies.

A case study is a real-life scenario where your company helped a person or business solve their unique challenges. It provides a detailed analysis of the positive outcomes achieved as a result of implementing your solution.

Case studies are an effective way to showcase the value of your product or service to potential customers without overt selling. By sharing how your company transformed a business, you can attract customers seeking similar solutions and results.

Case studies are not only about your company's capabilities; they are primarily about the benefits customers and clients have experienced from using your product.

Every great case study is made up of key elements. They are;

• Attention-grabbing headline: Write a compelling headline that grabs attention and tells your reader what the case study is about. For example, "How a CRM System Helped a B2B Company Increase Revenue by 225%.
• Introduction/Executive Summary: Include a brief overview of your case study, including your customer’s problem, the solution they implemented and the results they achieved.
• Problem/Challenge: Case studies with solutions offer a powerful way to connect with potential customers. In this section, explain how your product or service specifically addressed your customer's challenges.
• Solution: Explain how your product or service specifically addressed your customer's challenges.
• Results/Achievements : Give a detailed account of the positive impact of your product. Quantify the benefits achieved using metrics such as increased sales, improved efficiency, reduced costs or enhanced customer satisfaction.
• Graphics/Visuals: Include professional designs, high-quality photos and videos to make your case study more engaging and visually appealing.
• Quotes/Testimonials: Incorporate written or video quotes from your clients to boost your credibility.
• Relevant CTA: Insert a call to action (CTA) that encourages the reader to take action. For example, visiting your website or contacting you for more information. Your CTA can be a link to a landing page, a contact form or your social media handle and should be related to the product or service you highlighted in your case study.

Now that you understand what a case study is, let’s look at real-life case study examples. Among these, you'll find some simple case study examples that break down complex ideas into easily understandable solutions.

In this section, we’ll explore SaaS, marketing, sales, product and business case study examples with solutions. Take note of how these companies structured their case studies and included the key elements.

We’ve also included professionally designed case study templates to inspire you.

1. Georgia Tech Athletics Increase Season Ticket Sales by 80%

Georgia Tech Athletics, with its 8,000 football season ticket holders, sought for a way to increase efficiency and customer engagement.

Their initial sales process involved making multiple outbound phone calls per day with no real targeting or guidelines. Georgia Tech believed that targeting communications will enable them to reach more people in real time.

Salesloft improved Georgia Tech’s sales process with an inbound structure. This enabled sales reps to connect with their customers on a more targeted level. The use of dynamic fields and filters when importing lists ensured prospects received the right information, while communication with existing fans became faster with automation.

As a result, Georgia Tech Athletics recorded an 80% increase in season ticket sales as relationships with season ticket holders significantly improved. Employee engagement increased as employees became more energized to connect and communicate with fans.

Why Does This Case Study Work?

In this case study example , Salesloft utilized the key elements of a good case study. Their introduction gave an overview of their customers' challenges and the results they enjoyed after using them. After which they categorized the case study into three main sections: challenge, solution and result.

Salesloft utilized a case study video to increase engagement and invoke human connection.

Incorporating videos in your case study has a lot of benefits. Wyzol’s 2023 state of video marketing report showed a direct correlation between videos and an 87% increase in sales.

The beautiful thing is that creating videos for your case study doesn’t have to be daunting.

With an easy-to-use platform like Visme, you can create top-notch testimonial videos that will connect with your audience. Within the Visme editor, you can access over 1 million stock photos , video templates, animated graphics and more. These tools and resources will significantly improve the design and engagement of your case study.

Simplify content creation and brand management for your team

• Collaborate on designs , mockups and wireframes with your non-design colleagues
• Lock down your branding to maintain brand consistency throughout your designs
• Why start from scratch? Save time with 1000s of professional branded templates

Sign up. It’s free.

2. WeightWatchers Completely Revamped their Enterprise Sales Process with HubSpot

WeightWatchers, a 60-year-old wellness company, sought a CRM solution that increased the efficiency of their sales process. With their previous system, Weightwatchers had limited automation. They would copy-paste message templates from word documents or recreate one email for a batch of customers.

This required a huge effort from sales reps, account managers and leadership, as they were unable to track leads or pull customized reports for planning and growth.

WeightWatchers transformed their B2B sales strategy by leveraging HubSpot's robust marketing and sales workflows. They utilized HubSpot’s deal pipeline and automation features to streamline lead qualification. And the customized dashboard gave leadership valuable insights.

As a result, WeightWatchers generated seven figures in annual contract value and boosted recurring revenue. Hubspot’s impact resulted in 100% adoption across all sales, marketing, client success and operations teams.

Hubspot structured its case study into separate sections, demonstrating the specific benefits of their products to various aspects of the customer's business. Additionally, they integrated direct customer quotes in each section to boost credibility, resulting in a more compelling case study.

Getting insight from your customer about their challenges is one thing. But writing about their process and achievements in a concise and relatable way is another. If you find yourself constantly experiencing writer’s block, Visme’s AI writer is perfect for you.

Visme created this AI text generator tool to take your ideas and transform them into a great draft. So whether you need help writing your first draft or editing your final case study, Visme is ready for you.

3. Immi’s Ram Fam Helps to Drive Over $200k in Sales

Immi embarked on a mission to recreate healthier ramen recipes that were nutritious and delicious. After 2 years of tireless trials, Immi finally found the perfect ramen recipe. However, they envisioned a community of passionate ramen enthusiasts to fuel their business growth.

This vision propelled them to partner with Shopify Collabs. Shopify Collabs successfully cultivated and managed Immi’s Ramen community of ambassadors and creators.

As a result of their partnership, Immi’s community grew to more than 400 dedicated members, generating over $200,000 in total affiliate sales.

The power of data-driven headlines cannot be overemphasized. Chili Piper strategically incorporates quantifiable results in their headlines. This instantly sparks curiosity and interest in readers.

While not every customer success story may boast headline-grabbing figures, quantifying achievements in percentages is still effective. For example, you can highlight a 50% revenue increase with the implementation of your product.

Take a look at the beautiful case study template below. Just like in the example above, the figures in the headline instantly grab attention and entice your reader to click through.

Having a case study document is a key factor in boosting engagement. This makes it easy to promote your case study in multiple ways. With Visme, you can easily publish, download and share your case study with your customers in a variety of formats, including PDF, PPTX, JPG and more!

4. How WOW! is Saving Nearly 79% in Time and Cost With Visme

This case study discusses how Visme helped WOW! save time and money by providing user-friendly tools to create interactive and quality training materials for their employees. Find out what your team can do with Visme. Request a Demo

WOW!'s learning and development team creates high-quality training materials for new and existing employees. Previous tools and platforms they used had plain templates, little to no interactivity features, and limited flexibility—that is, until they discovered Visme.

Now, the learning and development team at WOW! use Visme to create engaging infographics, training videos, slide decks and other training materials.

This has directly reduced the company's turnover rate, saving them money spent on recruiting and training new employees. It has also saved them a significant amount of time, which they can now allocate to other important tasks.

Visme's customer testimonials spark an emotional connection with the reader, leaving a profound impact. Upon reading this case study, prospective customers will be blown away by the remarkable efficiency achieved by Visme's clients after switching from PowerPoint.

Visme’s interactivity feature was a game changer for WOW! and one of the primary reasons they chose Visme.

“Previously we were using PowerPoint, which is fine, but the interactivity you can get with Visme is so much more robust that we’ve all steered away from PowerPoint.” - Kendra, L&D team, Wow!

Visme’s interactive feature allowed them to animate their infographics, include clickable links on their PowerPoint designs and even embed polls and quizzes their employees could interact with.

By embedding the slide decks, infographics and other training materials WOW! created with Visme, potential customers get a taste of what they can create with the tool. This is much more effective than describing the features of Visme because it allows potential customers to see the tool in action.

To top it all off, this case study utilized relevant data and figures. For example, one part of the case study said, “In Visme, where Kendra’s team has access to hundreds of templates, a brand kit, and millions of design assets at their disposal, their team can create presentations in 80% less time.”

Who wouldn't want that?

Including relevant figures and graphics in your case study is a sure way to convince your potential customers why you’re a great fit for their brand. The case study template below is a great example of integrating relevant figures and data.

This colorful template begins with a captivating headline. But that is not the best part; this template extensively showcases the results their customer had using relevant figures.

The arrangement of the results makes it fun and attractive. Instead of just putting figures in a plain table, you can find interesting shapes in your Visme editor to take your case study to the next level.

5. Lyte Reduces Customer Churn To Just 3% With Hubspot CRM

While Lyte was redefining the ticketing industry, it had no definite CRM system . Lyte utilized 12–15 different SaaS solutions across various departments, which led to a lack of alignment between teams, duplication of work and overlapping tasks.

Customer data was spread across these platforms, making it difficult to effectively track their customer journey. As a result, their churn rate increased along with customer dissatisfaction.

Through Fuelius , Lyte founded and implemented Hubspot CRM. Lyte's productivity skyrocketed after incorporating Hubspot's all-in-one CRM tool. With improved efficiency, better teamwork and stronger client relationships, sales figures soared.

The case study title page and executive summary act as compelling entry points for both existing and potential customers. This overview provides a clear understanding of the case study and also strategically incorporates key details like the client's industry, location and relevant background information.

Having a good summary of your case study can prompt your readers to engage further. You can achieve this with a simple but effective case study one-pager that highlights your customer’s problems, process and achievements, just like this case study did in the beginning.

Moreover, you can easily distribute your case study one-pager and use it as a lead magnet to draw prospective customers to your company.

Take a look at this case study one-pager template below.

This template includes key aspects of your case study, such as the introduction, key findings, conclusion and more, without overcrowding the page. The use of multiple shades of blue gives it a clean and dynamic layout.

Our favorite part of this template is where the age group is visualized.

With Visme’s data visualization tool , you can present your data in tables, graphs, progress bars, maps and so much more. All you need to do is choose your preferred data visualization widget, input or import your data and click enter!

6. How Workato Converts 75% of Their Qualified Leads

Workato wanted to improve their inbound leads and increase their conversion rate, which ranged from 40-55%.

At first, Workato searched for a simple scheduling tool. They soon discovered that they needed a tool that provided advanced routing capabilities based on zip code and other criteria. Luckily, they found and implemented Chili Piper.

As a result of implementing Chili Piper, Workato achieved a remarkable 75–80% conversion rate and improved show rates. This led to a substantial revenue boost, with a 10-15% increase in revenue attributed to Chili Piper's impact on lead conversion.

This case study example utilizes the power of video testimonials to drive the impact of their product.

Chili Piper incorporates screenshots and clips of their tool in use. This is a great strategy because it helps your viewers become familiar with how your product works, making onboarding new customers much easier.

In this case study example, we see the importance of efficient Workflow Management Systems (WMS). Without a WMS, you manually assign tasks to your team members and engage in multiple emails for regular updates on progress.

However, when crafting and designing your case study, you should prioritize having a good WMS.

Visme has an outstanding Workflow Management System feature that keeps you on top of all your projects and designs. This feature makes it much easier to assign roles, ensure accuracy across documents, and track progress and deadlines.

Visme’s WMS feature allows you to limit access to your entire document by assigning specific slides or pages to individual members of your team. At the end of the day, your team members are not overwhelmed or distracted by the whole document but can focus on their tasks.

7. Rush Order Helps Vogmask Scale-Up During a Pandemic

Vomask's reliance on third-party fulfillment companies became a challenge as demand for their masks grew. Seeking a reliable fulfillment partner, they found Rush Order and entrusted them with their entire inventory.

Vomask's partnership with Rush Order proved to be a lifesaver during the COVID-19 pandemic. Rush Order's agility, efficiency and commitment to customer satisfaction helped Vogmask navigate the unprecedented demand and maintain its reputation for quality and service.

Rush Order’s comprehensive support enabled Vogmask to scale up its order processing by a staggering 900% while maintaining a remarkable customer satisfaction rate of 92%.

Rush Order chose one event where their impact mattered the most to their customer and shared that story.

While pandemics don't happen every day, you can look through your customer’s journey and highlight a specific time or scenario where your product or service saved their business.

The story of Vogmask and Rush Order is compelling, but it simply is not enough. The case study format and design attract readers' attention and make them want to know more. Rush Order uses consistent colors throughout the case study, starting with the logo, bold square blocks, pictures, and even headers.

Take a look at this product case study template below.

Just like our example, this case study template utilizes bold colors and large squares to attract and maintain the reader’s attention. It provides enough room for you to write about your customers' backgrounds/introductions, challenges, goals and results.

The right combination of shapes and colors adds a level of professionalism to this case study template.

8. AMR Hair & Beauty leverages B2B functionality to boost sales by 200%

With limits on website customization, slow page loading and multiple website crashes during peak events, it wasn't long before AMR Hair & Beauty began looking for a new e-commerce solution.

Their existing platform lacked effective search and filtering options, a seamless checkout process and the data analytics capabilities needed for informed decision-making. This led to a significant number of abandoned carts.

Upon switching to Shopify Plus, AMR immediately saw improvements in page loading speed and average session duration. They added better search and filtering options for their wholesale customers and customized their checkout process.

Due to this, AMR witnessed a 200% increase in sales and a 77% rise in B2B average order value. AMR Hair & Beauty is now poised for further expansion and growth.

This case study example showcases the power of a concise and impactful narrative.

To make their case analysis more effective, Shopify focused on the most relevant aspects of the customer's journey. While there may have been other challenges the customer faced, they only included those that directly related to their solutions.

Take a look at this case study template below. It is perfect if you want to create a concise but effective case study. Without including unnecessary details, you can outline the challenges, solutions and results your customers experienced from using your product.

Don’t forget to include a strong CTA within your case study. By incorporating a link, sidebar pop-up or an exit pop-up into your case study, you can prompt your readers and prospective clients to connect with you.

9. How a Marketing Agency Uses Visme to Create Engaging Content With Infographics

SmartBox Dental , a marketing agency specializing in dental practices, sought ways to make dental advice more interesting and easier to read. However, they lacked the design skills to do so effectively.

Visme's wide range of templates and features made it easy for the team to create high-quality content quickly and efficiently. SmartBox Dental enjoyed creating infographics in as little as 10-15 minutes, compared to one hour before Visme was implemented.

By leveraging Visme, SmartBox Dental successfully transformed dental content into a more enjoyable and informative experience for their clients' patients. Therefore enhancing its reputation as a marketing partner that goes the extra mile to deliver value to its clients.

Visme creatively incorporates testimonials In this case study example.

By showcasing infographics and designs created by their clients, they leverage the power of social proof in a visually compelling way. This way, potential customers gain immediate insight into the creative possibilities Visme offers as a design tool.

This example effectively showcases a product's versatility and impact, and we can learn a lot about writing a case study from it. Instead of focusing on one tool or feature per customer, Visme took a more comprehensive approach.

Within each section of their case study, Visme explained how a particular tool or feature played a key role in solving the customer's challenges.

For example, this case study highlighted Visme’s collaboration tool . With Visme’s tool, the SmartBox Dental content team fostered teamwork, accountability and effective supervision.

Visme also achieved a versatile case study by including relevant quotes to showcase each tool or feature. Take a look at some examples;

Visme’s collaboration tool: “We really like the collaboration tool. Being able to see what a co-worker is working on and borrow their ideas or collaborate on a project to make sure we get the best end result really helps us out.”

Visme’s library of stock photos and animated characters: “I really love the images and the look those give to an infographic. I also really like the animated little guys and the animated pictures. That’s added a lot of fun to our designs.”

Visme’s interactivity feature: “You can add URLs and phone number links directly into the infographic so they can just click and call or go to another page on the website and I really like adding those hyperlinks in.”

You can ask your customers to talk about the different products or features that helped them achieve their business success and draw quotes from each one.

10. Jasper Grows Blog Organic Sessions 810% and Blog-Attributed User Signups 400X

Jasper, an AI writing tool, lacked a scalable content strategy to drive organic traffic and user growth. They needed help creating content that converted visitors into users. Especially when a looming domain migration threatened organic traffic.

To address these challenges, Jasper partnered with Omniscient Digital. Their goal was to turn their content into a growth channel and drive organic growth. Omniscient Digital developed a full content strategy for Jasper AI, which included a content audit, competitive analysis, and keyword discovery.

Through their collaboration, Jasper’s organic blog sessions increased by 810%, despite the domain migration. They also witnessed a 400X increase in blog-attributed signups. And more importantly, the content program contributed to over $4 million in annual recurring revenue.

The combination of storytelling and video testimonials within the case study example makes this a real winner. But there’s a twist to it. Omniscient segmented the video testimonials and placed them in different sections of the case study.

Video marketing , especially in case studies, works wonders. Research shows us that 42% of people prefer video testimonials because they show real customers with real success stories. So if you haven't thought of it before, incorporate video testimonials into your case study.

Take a look at this stunning video testimonial template. With its simple design, you can input the picture, name and quote of your customer within your case study in a fun and engaging way.

Try it yourself! Customize this template with your customer’s testimonial and add it to your case study!

11. How Meliá Became One of the Most Influential Hotel Chains on Social Media

Meliá Hotels needed help managing their growing social media customer service needs. Despite having over 500 social accounts, they lacked a unified response protocol and detailed reporting. This largely hindered efficiency and brand consistency.

Meliá partnered with Hootsuite to build an in-house social customer care team. Implementing Hootsuite's tools enabled Meliá to decrease response times from 24 hours to 12.4 hours while also leveraging smart automation.

In addition to that, Meliá resolved over 133,000 conversations, booking 330 inquiries per week through Hootsuite Inbox. They significantly improved brand consistency, response time and customer satisfaction.

The need for a good case study design cannot be over-emphasized.

As soon as anyone lands on this case study example, they are mesmerized by a beautiful case study design. This alone raises the interest of readers and keeps them engaged till the end.

If you’re currently saying to yourself, “ I can write great case studies, but I don’t have the time or skill to turn it into a beautiful document.” Say no more.

Visme’s amazing AI document generator can take your text and transform it into a stunning and professional document in minutes! Not only do you save time, but you also get inspired by the design.

With Visme’s document generator, you can create PDFs, case study presentations , infographics and more!

Take a look at this case study template below. Just like our case study example, it captures readers' attention with its beautiful design. Its dynamic blend of colors and fonts helps to segment each element of the case study beautifully.

12. Tea’s Me Cafe: Tamika Catchings is Brewing Glory

Tamika's journey began when she purchased Tea's Me Cafe in 2017, saving it from closure. She recognized the potential of the cafe as a community hub and hosted regular events centered on social issues and youth empowerment.

One of Tamika’s business goals was to automate her business. She sought to streamline business processes across various aspects of her business. One of the ways she achieves this goal is through Constant Contact.

Constant Contact became an integral part of Tamika's marketing strategy. They provided an automated and centralized platform for managing email newsletters, event registrations, social media scheduling and more.

This allowed Tamika and her team to collaborate efficiently and focus on engaging with their audience. They effectively utilized features like WooCommerce integration, text-to-join and the survey builder to grow their email list, segment their audience and gather valuable feedback.

The case study example utilizes the power of storytelling to form a connection with readers. Constant Contact takes a humble approach in this case study. They spotlight their customers' efforts as the reason for their achievements and growth, establishing trust and credibility.

This case study is also visually appealing, filled with high-quality photos of their customer. While this is a great way to foster originality, it can prove challenging if your customer sends you blurry or low-quality photos.

If you find yourself in that dilemma, you can use Visme’s AI image edit tool to touch up your photos. With Visme’s AI tool, you can remove unwanted backgrounds, erase unwanted objects, unblur low-quality pictures and upscale any photo without losing the quality.

Constant Contact offers its readers various formats to engage with their case study. Including an audio podcast and PDF.

In its PDF version, Constant Contact utilized its brand colors to create a stunning case study design.  With this, they increase brand awareness and, in turn, brand recognition with anyone who comes across their case study.

With Visme’s brand wizard tool , you can seamlessly incorporate your brand assets into any design or document you create. By inputting your URL, Visme’s AI integration will take note of your brand colors, brand fonts and more and create branded templates for you automatically.

You don't need to worry about spending hours customizing templates to fit your brand anymore. You can focus on writing amazing case studies that promote your company.

13. How Breakwater Kitchens Achieved a 7% Growth in Sales With Thryv

Breakwater Kitchens struggled with managing their business operations efficiently. They spent a lot of time on manual tasks, such as scheduling appointments and managing client communication. This made it difficult for them to grow their business and provide the best possible service to their customers.

David, the owner, discovered Thryv. With Thryv, Breakwater Kitchens was able to automate many of their manual tasks. Additionally, Thryv integrated social media management. This enabled Breakwater Kitchens to deliver a consistent brand message, captivate its audience and foster online growth.

As a result, Breakwater Kitchens achieved increased efficiency, reduced missed appointments and a 7% growth in sales.

This case study example uses a concise format and strong verbs, which make it easy for readers to absorb the information.

At the top of the case study, Thryv immediately builds trust by presenting their customer's complete profile, including their name, company details and website. This allows potential customers to verify the case study's legitimacy, making them more likely to believe in Thryv's services.

However, manually copying and pasting customer information across multiple pages of your case study can be time-consuming.

To save time and effort, you can utilize Visme's dynamic field feature . Dynamic fields automatically insert reusable information into your designs.  So you don’t have to type it out multiple times.

14. Zoom’s Creative Team Saves Over 4,000 Hours With Brandfolder

Zoom experienced rapid growth with the advent of remote work and the rise of the COVID-19 pandemic. Such growth called for agility and resilience to scale through.

At the time, Zoom’s assets were disorganized which made retrieving brand information a burden. Zoom’s creative manager spent no less than 10 hours per week finding and retrieving brand assets for internal teams.

Zoom needed a more sustainable approach to organizing and retrieving brand information and came across Brandfolder. Brandfolder simplified and accelerated Zoom’s email localization and webpage development. It also enhanced the creation and storage of Zoom virtual backgrounds.

With Brandfolder, Zoom now saves 4,000+ hours every year. The company also centralized its assets in Brandfolder, which allowed 6,800+ employees and 20-30 vendors to quickly access them.

Brandfolder infused its case study with compelling data and backed it up with verifiable sources. This data-driven approach boosts credibility and increases the impact of their story.

Bradfolder's case study goes the extra mile by providing a downloadable PDF version, making it convenient for readers to access the information on their own time. Their dedication to crafting stunning visuals is evident in every aspect of the project.

From the vibrant colors to the seamless navigation, everything has been meticulously designed to leave a lasting impression on the viewer. And with clickable links that make exploring the content a breeze, the user experience is guaranteed to be nothing short of exceptional.

The thing is, your case study presentation won’t always sit on your website. There are instances where you may need to do a case study presentation for clients, partners or potential investors.

Visme has a rich library of templates you can tap into. But if you’re racing against the clock, Visme’s AI presentation maker is your best ally.

15. How Cents of Style Made $1.7M+ in Affiliate Sales with LeadDyno

Cents of Style had a successful affiliate and influencer marketing strategy. However, their existing affiliate marketing platform was not intuitive, customizable or transparent enough to meet the needs of their influencers.

Cents of Styles needed an easy-to-use affiliate marketing platform that gave them more freedom to customize their program and implement a multi-tier commission program.

After exploring their options, Cents of Style decided on LeadDyno.

LeadDyno provided more flexibility, allowing them to customize commission rates and implement their multi-tier commission structure, switching from monthly to weekly payouts.

Also, integrations with PayPal made payments smoother And features like newsletters and leaderboards added to the platform's success by keeping things transparent and engaging.

As a result, Cents of Style witnessed an impressive $1.7 million in revenue from affiliate sales with a substantial increase in web sales by 80%.

LeadDyno strategically placed a compelling CTA in the middle of their case study layout, maximizing its impact. At this point, readers are already invested in the customer's story and may be considering implementing similar strategies.

A well-placed CTA offers them a direct path to learn more and take action.

LeadDyno also utilized the power of quotes to strengthen their case study. They didn't just embed these quotes seamlessly into the text; instead, they emphasized each one with distinct blocks.

Are you looking for an easier and quicker solution to create a case study and other business documents? Try Visme's AI designer ! This powerful tool allows you to generate complete documents, such as case studies, reports, whitepapers and more, just by providing text prompts. Simply explain your requirements to the tool, and it will produce the document for you, complete with text, images, design assets and more.

Still have more questions about case studies? Let's look at some frequently asked questions.

How to Write a Case Study?

• Choose a compelling story: Not all case studies are created equal. Pick one that is relevant to your target audience and demonstrates the specific benefits of your product or service.
• Outline your case study: Create a case study outline and highlight how you will structure your case study to include the introduction, problem, solution and achievements of your customer.
• Choose a case study template: After you outline your case study, choose a case study template . Visme has stunning templates that can inspire your case study design.
• Craft a compelling headline: Include figures or percentages that draw attention to your case study.
• Work on the first draft: Your case study should be easy to read and understand. Use clear and concise language and avoid jargon.
• Include high-quality visual aids: Visuals can help to make your case study more engaging and easier to read. Consider adding high-quality photos, screenshots or videos.
• Include a relevant CTA: Tell prospective customers how to reach you for questions or sign-ups.

What Are the Stages of a Case Study?

The stages of a case study are;

• Planning & Preparation: Highlight your goals for writing the case study. Plan the case study format, length and audience you wish to target.
• Interview the Client: Reach out to the company you want to showcase and ask relevant questions about their journey and achievements.
• Revision & Editing: Review your case study and ask for feedback. Include relevant quotes and CTAs to your case study.
• Publication & Distribution: Publish and share your case study on your website, social media channels and email list!
• Marketing & Repurposing: Turn your case study into a podcast, PDF, case study presentation and more. Share these materials with your sales and marketing team.

What Are the Advantages and Disadvantages of a Case Study?

Advantages of a case study:

• Case studies showcase a specific solution and outcome for specific customer challenges.
• It attracts potential customers with similar challenges.
• It builds trust and credibility with potential customers.
• It provides an in-depth analysis of your company’s problem-solving process.

Disadvantages of a case study:

• Limited applicability. Case studies are tailored to specific cases and may not apply to other businesses.
• It relies heavily on customer cooperation and willingness to share information.
• It stands a risk of becoming outdated as industries and customer needs evolve.

What Are the Types of Case Studies?

There are 7 main types of case studies. They include;

• Illustrative case study.
• Instrumental case study.
• Intrinsic case study.
• Descriptive case study.
• Explanatory case study.
• Exploratory case study.
• Collective case study.

How Long Should a Case Study Be?

The ideal length of your case study is between 500 - 1500 words or 1-3 pages. Certain factors like your target audience, goal or the amount of detail you want to share may influence the length of your case study. This infographic has powerful tips for designing winning case studies

What Is the Difference Between a Case Study and an Example?

Case studies provide a detailed narrative of how your product or service was used to solve a problem. Examples are general illustrations and are not necessarily real-life scenarios.

Case studies are often used for marketing purposes, attracting potential customers and building trust. Examples, on the other hand, are primarily used to simplify or clarify complex concepts.

Where Can I Find Case Study Examples?

You can easily find many case study examples online and in industry publications. Many companies, including Visme, share case studies on their websites to showcase how their products or services have helped clients achieve success. You can also search online libraries and professional organizations for case studies related to your specific industry or field.

If you need professionally-designed, customizable case study templates to create your own, Visme's template library is one of the best places to look. These templates include all the essential sections of a case study and high-quality content to help you create case studies that position your business as an industry leader.

Get More Out Of Your Case Studies With Visme

Case studies are an essential tool for converting potential customers into paying customers. By following the tips in this article, you can create compelling case studies that will help you build trust, establish credibility and drive sales.

Visme can help you create stunning case studies and other relevant marketing materials. With our easy-to-use platform, interactive features and analytics tools , you can increase your content creation game in no time.

There is no limit to what you can achieve with Visme. Connect with Sales to discover how Visme can boost your business goals.

Easily create beautiful case studies and more with Visme

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Unlocking Success: 5 Product Management Case Study Examples to Learn From

Product Management is a demanding yet rewarding career that calls for a blend of market expertise, user empathy, and strategic thinking. Examining actual case studies is a useful strategy for improving your product management abilities . We will examine five illuminating case studies in product management in this post, each of which highlights a distinct facet of the field. Let's look at these instances in order to learn important lessons and find inspiration.

1. Apple's Launch of the iPhone

Apple's launch of the iPhone in 2007 revolutionized the smartphone industry. This case study highlights the importance of innovation, user experience design, and strategic marketing in creating a successful product. By understanding Apple's product development process, market research tactics, and branding strategies, product managers can learn how to create products that resonate with consumers and stand out in a competitive market.

2. Netflix's Personalization Algorithms

Netflix is known for its highly effective personalization algorithms that recommend content tailored to each user's preferences. This case study demonstrates the power of data analytics, machine learning, and user segmentation in driving user engagement and retention. By studying Netflix's approach to product personalization, product managers can learn how to leverage data to deliver personalized user experiences and enhance customer satisfaction.

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3. Amazon's Dash Button

Amazon's Dash Button is a prime example of how product managers can simplify the shopping experience for customers. This case study showcases the importance of customer convenience, IoT integration, and continuous iteration in product development. By analyzing Amazon's Dash Button case, product managers can gain insights into designing intuitive products, optimizing user interfaces, and iterating based on user feedback to meet evolving customer needs.

4. Tesla's Autopilot Feature

Tesla's Autopilot feature is a groundbreaking innovation in the automotive industry that showcases the potential of autonomous driving technology. This case study illustrates the significance of technology integration, safety considerations, and regulatory compliance in developing cutting-edge products. By examining Tesla's Autopilot case, product managers can learn how to navigate complex technological landscapes, prioritize user safety, and comply with industry regulations while driving innovation.

5. Slack's Collaboration Platform

Slack's collaboration platform has transformed how teams communicate and collaborate in the workplace. This case study emphasizes the importance of user research, seamless integration with existing tools, and continuous improvement in product evolution. By studying Slack's product journey, product managers can understand the value of user-centric design, platform scalability, and proactive feature development in creating indispensable products that enhance productivity and team collaboration.

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Studying product management case studies provides valuable insights into the strategies, challenges, and successes of leading companies in the industry. By analyzing and learning from these examples, product managers can enhance their skills, expand their knowledge, and drive innovation in their own product development initiatives . Remember, every case study is a lesson waiting to be learned and applied in your product management journey.

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Unraveling Product Management Success: In-Depth Analysis of 10 Case Studies

• August 25, 2023
• product management

Product management, a dynamic blend of creativity and strategy, shapes groundbreaking innovations from abstract ideas. There’s no better way to comprehend this intricate dance than by diving into real-world case studies. In this blog, we emba rk on a journey through ten illuminating case studies, dissecting each phase and challenge that architects product management triumphs. From monumental missteps to resounding victories, each case study forms a mosaic of insights, demonstrating the path from ideation to market supremacy. These insights are further enriched as we link them to frameworks rooted in product management, product marketing , and strategic innovation.

These case studies illuminate the intricate art and strategic science of product management. Each story narrates a journey through innovation, iteration, user-centricity, and strategic adaptability, underpinned by frameworks integral to product management, product marketing, and strategic innovation. From empathetic design to responsive data-driven decisions , these studies form a compendium of strategies that drive product success. Whether in the realm of technology, travel, or consumer goods, the essence of product management resonates across diverse landscapes. As we navigate through these case studies in simple steps, we glean insights that guide both budding enthusiasts and seasoned professionals through the labyrinthine corridors of innovation, igniting the spark for the next wave of transformative products.

Key Takeaways:

• Understanding customer needs drives innovation, evident in Apple’s iPhone and Airbnb’s personalized experiences.
• Strategic frameworks like Lean Startup (Tesla’s Model 3) and Blue Ocean Strategy (Airbnb) guide successful evolution.
• User feedback refines products, seen in Facebook’s News Feed redesign and Uber’s pricing strategy.
• Balancing innovation with familiarity propels mass adoption, exemplified by Tesla’s Model 3.
• Data shapes effective strategies, illustrated by Google’s algorithms, Netflix’s personalization, and Uber’s pricing approaches.

Case Study 1: Apple's iPhone - Orchestrating Innovation

Step 1:  Market Gap Analysis and Opportunity Identification (Problem-Solution Fit)

Apple’s iPhone journey began by identifying a yawning market gap: consumers desired an all-in-one device. This echoes the Problem-Solution Fit framework, encapsulating the essence of understanding customer pain points and providing tailor-made solutions.

Step 2:  Design Thinking and Iterative Prototyping (Design and Development)

Apple’s iterative approach to iPhone design embodies Design Thinking. By empathizing with user needs, ideating features, and rapidly prototyping, they ensured a product that resonated with real-world usage.

Step 3:  Agile Development and Rapid Testing (Agile Methodology)

Agile development was pivotal in iPhone’s realization. Frequent feedback loops, incremental development, and rapid testing aligned with Agile’s core principles, allowing Apple to pivot based on real-time insights.

Step 4:  Branding and Storytelling (Product Marketing)

Apple’s iconic iPhone launch wasn’t just about a product; it was a masterclass in storytelling. Their branding prowess and emotive narratives exemplify Product Marketing’s essence – conveying a product’s value through relatable stories.

Step 5:  Continuous Enhancement and User-Centric Iteration (Lean Startup)

Post-launch, Apple’s commitment to user-centricity mirrored the Lean Startup approach. Regular updates, user feedback incorporation, and iterative refinements transformed the iPhone into a product that evolved in tandem with user needs.

Case Study 2: Netflix's Content Personalization - Algorithms in Action

Step 1:  Data-Driven Insights and Customer Segmentation (Market Segmentation)

Netflix’s content personalization was sparked by data-driven insights, forming the foundation of effective market segmentation. The case study aligns with the principle of understanding diverse user segments and tailoring experiences accordingly.

Step 2:  Machine Learning and AI Integration (AI and Machine Learning)

Netflix’s predictive algorithms personify the integration of AI and Machine Learning. These algorithms, fueled by user data, offer personalized content recommendations at scale, showcasing the power of AI-driven personalization.

Step 3:  User-Centric Interface and Gamification (User Experience Design)

By designing a user-centric interface and incorporating gamification elements, Netflix amplified the User Experience Design philosophy. Their approach resonates with making interactions intuitive, engaging, and aligned with user preferences.

Step 4:  Feedback Loops and Agile Improvement (Agile Framework)

Netflix’s iterative enhancement process is an embodiment of the Agile framework. By encouraging user feedback, promptly adapting based on insights, and iteratively enhancing the platform, they embraced Agile’s ethos of flexibility.

Case Study 3: Tesla's Model 3 - From Vision to Mass Market

Step 1:  Disruptive Innovation and Blue Ocean Strategy (Disruptive Innovation)

Tesla’s Model 3 journey echoes the Disruptive Innovation framework. By creating an affordable electric vehicle for the mass market, they disrupted the automotive industry and ventured into a blue ocean of opportunity.

Step 2:  Lean Production and Minimum Viable Product (Lean Production)

Tesla’s lean production tactics mirror the Lean Production framework. By emphasizing efficiency, minimizing waste, and focusing on a Minimum Viable Product (MVP), they streamlined their manufacturing process.

Step 3:  Scalability and Operations Excellence (Operational Excellence)

Tesla’s emphasis on scalability and operational excellence aligns with the Operational Excellence framework. By refining processes, optimizing supply chains, and maintaining stringent quality control, they ensured seamless growth.

Step 4:  Innovation Ecosystem and Open Innovation (Open Innovation)

Tesla’s approach to autopilot features exemplifies Open Innovation. By tapping into external expertise and welcoming user inputs, they expanded their innovation ecosystem beyond internal boundaries.

Step 5:  Sustainable Growth and Value Chain Analysis (Value Chain Analysis)

Tesla’s journey from disruption to sustainable growth aligns with Value Chain Analysis. By optimizing each value-adding activity, they established a competitive edge while sustaining long-term growth.

Case Study 4: Airbnb's Platform Evolution - Cultivating Experiences

Step 1:  Customer Journey Mapping and Pain Point Identification (Customer Journey Mapping)

Airbnb’s evolution stemmed from mapping customer journeys and pinpointing pain points. By understanding user frustrations with traditional accommodations, they crafted a solution that resonated.

Step 2:  Rapid Prototyping and MVP Development (Minimum Viable Product)

Airbnb’s iterative evolution echoes the Minimum Viable Product approach. Rapid prototyping, embracing feedback, and building on the MVP allowed them to evolve the platform effectively.

Step 3:  Trust Building and Reputation Management (Reputation Management)

Airbnb’s focus on building trust among users aligns with Reputation Management principles. By nurturing a positive brand perception and managing user reviews, they established credibility and loyalty.

Step 4:  Global Expansion and Market Entry Strategy (Market Entry Strategy)

Airbnb’s global expansion reflects a well-executed Market Entry Strategy. Adapting to local cultures while preserving core offerings exemplifies the importance of understanding diverse markets.

Step 5:  Community Building and Network Effects (Network Effects)

Airbnb’s success thrived on harnessing Network Effects. Their initiatives for fostering community engagement created a positive feedback loop, amplifying user engagement and the platform’s value.

Case Study 5: Google's Search Engine - Algorithmic Prowess

Step 1:  Competitive Analysis and Market Positioning (Competitive Analysis)

Google’s journey commenced with competitive analysis, establishing a unique market  positioning . This strategic move underscores the importance of differentiating oneself in a crowded landscape.

Step 2:  Algorithmic Design and Innovation Framework (Innovation Framework)

Google’s introduction of the PageRank algorithm epitomizes  innovation frameworks . By introducing a groundbreaking approach to ranking web pages, they reshaped the landscape through innovative thinking.

Step 3:  Continuous Improvement and Kaizen Philosophy (Kaizen Philosophy)

Google’s iterative evolution embodies the Kaizen philosophy. By focusing on continuous improvement, incremental changes, and user-centricity, they sustained a competitive edge.

Step 4:  Monetization Strategies and Business Model Canvas (Business Model Canvas)

Google’s monetization through AdWords aligns with the Business Model Canvas. Identifying partners, customer segments, and revenue streams exemplifies crafting a holistic monetization strategy.

Case Study 6: Amazon's Prime Membership - Enriching Ecosystems

Step 1:  Customer Persona Development and Empathy Mapping (Empathy Mapping)

Amazon’s Prime journey initiated with crafting customer personas and empathy mapping. Stepping into users’ shoes, they devised an offering that catered to their desires and expectations.

Step 2:  Ecosystem Expansion and Blue Ocean Strategy (Blue Ocean Strategy)

Amazon’s expansion of Prime reflects Blue Ocean Strategy. By tapping into uncharted territories like streaming and e-books, they enriched their ecosystem, creating unprecedented value.

Step 3:  Data-Driven Decision-Making and KPI Measurement (KPI Measurement)

Amazon’s data-driven approach aligns with KPI measurement. Tracking key performance indicators, analyzing user behavior, and adapting offerings underscored the power of  data-driven decision-making .

Step 4:  Innovation and Disruptive Business Models (Disruptive Business Models)

Amazon’s introduction of Prime Day and Whole Foods discounts mirrors disruptive business models. By redefining industry norms, they sustained innovation and customer engagement.

Case Study 7: Coca-Cola's "New Coke" Fiasco - A Lesson in Perception Management

Step 1:  Market Research and Customer Surveys (Customer Surveys)

Coca-Cola’s reformulation of “New Coke” stemmed from extensive market research and surveys. This phase underscores the significance of gathering  consumer insights  and sentiments.

Step 2:  Change Management and Stakeholder Alignment (Change Management)

The response to “New Coke” highlighted the importance of change management. Ensuring alignment among internal stakeholders and managing transitions smoothly was pivotal.

Step 3:  Crisis Management and Reputation Recovery (Crisis Management)

Coca-Cola’s swift reversion to the original formula showcases effective crisis management. Acknowledging mistakes and reverting to a familiar product salvaged their brand reputation.

Case Study 8: Facebook's News Feed Redesign - Sculpting User-Centric Experiences

Step 1:  User Persona Development and User-Centered Design (User-Centered Design)

Facebook’s redesign journey commenced with user persona development and user-centered design. Focusing on user needs and preferences resulted in an interface aligned with user expectations.

Step 2:  Iterative Prototyping and Rapid Testing (Iterative Prototyping)

Facebook’s iterative approach mirrors the iterative prototyping framework. Creating prototypes, incorporating feedback, and refining designs ensured a seamless and user-friendly interface.

Step 3:  Ethical Design and Human-Centered AI (Ethical Design)

As concerns about user well-being grew, Facebook’s ethical design approach emerged. This phase highlights the importance of crafting technology that respects human well-being.

Step 4:  Storytelling and Emotional Branding (Emotional Branding)

Facebook’s storytelling approach echoes emotional branding. By weaving narratives that evoke emotions, they deepened their connection with users and fostered engagement.

Case Study 9: Microsoft's Windows 8 - Balancing Innovation and Familiarity

Step 1:  Ideation and Blue Sky Thinking (Blue Sky Thinking)

Microsoft’s Windows 8 journey began with blue sky thinking – embracing innovative ideas. This phase underscores the significance of bold thinking to reshape industries.

Step 2:  User Testing and Usability Iteration (Usability Iteration)

User testing and usability iteration exemplify Microsoft’s approach. Incorporating user feedback and iterating based on insights ensured a product that met user expectations.

Step 3:  Change Management and Internal Buy-In (Internal Buy-In)

The Windows 8 case highlights the importance of internal buy-in during change management. Gaining stakeholder support and managing transitions are vital for successful innovation.

Step 4:  Learning from Failure and Agile Mindset (Agile Mindset)

Microsoft’s response to user feedback reflects an agile mindset. Embracing failures as learning opportunities and adapting swiftly aligns with the principles of agility.

Case Study 10: Uber's Surge Pricing Strategy - Navigating Economics and User Perception

Step 1:  Demand-Supply Analysis and Pricing Optimization (Pricing Optimization)

Uber’s surge pricing strategy began with analyzing demand and supply dynamics. This phase emphasizes the importance of pricing optimization to balance economic viability and user sentiment.

Step 2:  Communication Strategy and Transparent Messaging (Communication Strategy)

Uber’s enhancement of their communication strategy was prompted by user confusion. Transparent messaging is vital for managing user expectations and preventing negative perceptions.

Step 3:  Ethical Pricing and Value Proposition (Ethical Pricing)

Uber’s approach to balancing profitability and ethics aligns with the Ethical Pricing framework. Maintaining a compelling value proposition even during surge pricing showcases a customer-first mindset.

Step 4:  Data-Driven Decision-Making and Continuous Improvement (Data-Driven Decision-Making)

Uber’s responsiveness to user behavior and feedback reflects data-driven decision-making. Analyzing user patterns and continuously adapting pricing strategies aligns with data-centric approaches.

Frequently Asked Questions

2024 estimate: Considering the current trajectory and projected growth, we can speculate that the average product manager salary in India for 2024 could be somewhere between ₹15 lakhs and ₹35 lakhs per year.

Product Manager salaries tend to increase with higher seniority levels. For instance, an Assistant Product Manager might earn ₹12.9 Lakhs, while a Chief Product Officer can command a salary of ₹1.2 Crores.

Some of the leading tech companies in India, such as Google, Microsoft, Amazon, and Meta, offer competitive Product Manager salaries, with figures exceeding ₹50 Lakhs per annum.

Location plays a significant role in determining Product Manager salaries. Cities with a thriving tech ecosystem like Bangalore and Hyderabad tend to offer higher salaries.

Specialized skills, such as Agile Software Development, Product Strategy, and Go-to-Market Strategy, are highly rewarded in the field of Product Management.

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Product management case studies - Netflix, Spotify, Slack and Airbnb

Case studies play a pivotal role in product management, serving as valuable tools to understand real-world scenarios, learn from past successes and failures, and shape future strategies. 🎯💡

The Importance of Case Studies in Product Management 🔍📚🚀 ​

In this article, we explore the significance of case studies in product management and how they provide actionable insights, inspire innovation, and drive effective decision-making. So, let's dive in and discover why case studies are an indispensable asset for product managers! 🕵️‍♂️💼💡

🧐 Gaining Insights from Real-World Scenarios ​

Case studies offer a glimpse into real-life product management experiences, showcasing the challenges faced, strategies implemented, and outcomes achieved. They provide an opportunity to learn from industry leaders and understand how they tackled complex problems, made critical decisions, and achieved success. 💡🎓📊

💡 Inspiring Innovation and Creativity ​

By analyzing case studies, product managers can uncover innovative approaches and creative solutions implemented by successful companies. These success stories can serve as a catalyst for fresh ideas, spark creativity, and inspire new ways of thinking. 🚀💡💭

🚦 Avoiding Costly Mistakes ​

Case studies not only highlight success stories but also shed light on failures and pitfalls encountered by organizations. By studying these failures, product managers can identify common pitfalls, avoid costly mistakes, and make informed decisions based on lessons learned from others' experiences. 🚫💸🚧

🔄 Adapting Strategies to Different Contexts ​

Each case study presents a unique context, market dynamics, and customer segments. By examining a range of case studies, product managers can gain insights into how strategies and approaches differ based on industry, company size, target audience, and other factors. This adaptability is crucial in developing customized strategies for their own products and markets. 📊🌍🔀

🌟 Validating and Communicating Product Decisions ​

Case studies serve as concrete evidence to validate product decisions and gain stakeholder buy-in. By referencing successful case studies, product managers can showcase the effectiveness of their strategies and build confidence in their decision-making process. This can be particularly valuable when navigating complex organizational structures or addressing skeptics. 💪✅🗣️

📈 Driving Continuous Improvement ​

Through case studies, product managers can identify areas of improvement, spot trends, and drive continuous innovation. By analyzing successful case studies, they can identify best practices to emulate and incorporate into their own product management processes. This constant quest for improvement ensures staying ahead in an ever-evolving market. 🔄📈💡

So, whether you are a seasoned product manager or just starting your journey, embracing case studies as a valuable resource can unlock invaluable insights, inspire innovation, and guide your product management decisions. 🎓🔍🚀

Now, let's delve into some captivating case studies and extract the pearls of wisdom they offer! 💎📚✨

Case Study 1: Netflix - Personalization and Content Recommendation ​

Netflix is a global streaming service that offers a wide range of movies, TV shows, and original content. One of the key challenges for Netflix's product management team was to enhance personalization and content recommendation to improve user engagement and retention.

Challenges Faced: ​

• Content Diversity: With a vast library of titles across different genres and categories, Netflix needed to cater to diverse user preferences and ensure that each user discovered content tailored to their tastes.
• User Retention: Keeping users engaged and subscribed to the platform was essential for Netflix's long-term success in the highly competitive streaming market.
• Discoverability: With an ever-growing library, it was crucial for Netflix to help users navigate and find relevant content easily.

Product Management Strategies Implemented: ​

• Recommendation Algorithms: Netflix developed sophisticated recommendation algorithms that analyzed user viewing history, ratings, and behavior patterns to generate personalized recommendations. These algorithms leveraged machine learning and AI techniques to provide users with suggestions based on their individual tastes.
• Content Tagging and Metadata: Netflix invested in tagging and categorizing its content with rich metadata, including genre, subgenre, themes, cast, and more. This enabled the platform to create personalized content collections and improve search and discovery functionalities. Personalized Thumbnails: Netflix tested and implemented personalized thumbnails that displayed images relevant to individual users' preferences and viewing habits. This approach aimed to capture user attention and increase the likelihood of content selection.
• A/B Testing and Experimentation: Netflix conducted extensive A/B testing and experimentation to optimize the user interface, recommendation algorithms, and user experience. This iterative approach allowed them to continuously improve the platform based on data-driven insights.

Results and Lessons Learned: ​

• Improved User Engagement: Netflix's personalized recommendations and content discovery features significantly increased user engagement and the amount of time users spent on the platform.
• Enhanced User Retention: By consistently delivering content that aligned with individual user preferences, Netflix successfully retained users and reduced churn rates.
• Differentiation in the Market: The focus on personalization and recommendation algorithms helped Netflix differentiate itself from competitors and establish its position as a leading streaming service.

Case study 2: Spotify - Personalization and Discoverability ​

Spotify is a leading music streaming platform with millions of users worldwide. One of the key challenges for Spotify's product management team was to improve personalization and discoverability to enhance the user experience and increase user engagement.

• Content Overload: With a vast library of songs, playlists, and podcasts, Spotify users faced difficulties in discovering new content that aligned with their tastes and preferences.
• User Retention: Ensuring users stayed engaged and retained on the platform was crucial for Spotify's long-term success in a highly competitive market. Catering to Diverse Tastes: Spotify needed to cater to a wide range of musical genres and user preferences to provide a personalized experience for each individual user.
• Recommendation Algorithms: Spotify leveraged advanced recommendation algorithms to analyze user listening patterns, preferences, and behaviors. These algorithms provided personalized recommendations for songs, playlists, and podcasts based on individual user profiles.
• Discover Weekly and Release Radar: Spotify introduced personalized playlists like Discover Weekly and Release Radar, which curated a selection of new and relevant content for each user on a weekly basis. These playlists helped users explore new music and stay up-to-date with their favorite artists.
• User-Curated Playlists: Spotify empowered users to create and share their own playlists, fostering a sense of community and allowing users to discover music based on the recommendations of others with similar tastes.
• Collaborations and Exclusive Content: Spotify forged partnerships with artists, influencers, and podcast creators to offer exclusive content and collaborations. This enhanced the platform's discoverability and provided unique experiences for users.
• Enhanced Discoverability: Spotify's personalized recommendations and curated playlists significantly improved the discoverability of content for users, leading to increased engagement and satisfaction.
• Improved User Retention: By tailoring the user experience to individual preferences and providing fresh and relevant content, Spotify was able to retain users for longer periods, reducing churn rates.
• Differentiation in the Market: The focus on personalization and discoverability helped Spotify differentiate itself from competitors and solidify its position as a leading music streaming platform.

Case Study 3: Airbnb - Scaling Trust and Safety Measures ​

Airbnb is a global online marketplace that connects travelers with hosts offering unique accommodations. As the platform grew in popularity, ensuring trust and safety became a critical focus for Airbnb's product management team.

• Trust Concerns: Trust and safety were paramount for Airbnb's success. Instances of fraudulent listings, host-guest conflicts, and safety incidents posed a challenge in building trust among users.
• Regulatory Compliance: Airbnb had to navigate various legal and regulatory frameworks worldwide, ensuring compliance and addressing concerns related to housing regulations, taxation, and guest safety.
• User Experience: Balancing trust and safety measures without compromising the user experience was essential to maintain the platform's user-friendly nature.
• Verified Hosts and Guests: Airbnb implemented a verification process, encouraging hosts and guests to provide identity verification, social media profiles, and reviews from previous stays to establish trustworthiness.
• Ratings and Reviews: The product management team enhanced the ratings and reviews system, allowing users to share their experiences and provide feedback on hosts and guests. This helped establish accountability and transparency.
• Safety Measures: Airbnb introduced safety features such as secure messaging, 24/7 customer support, and a dedicated Trust and Safety team to address concerns promptly. They also implemented safety guidelines for hosts and guests.
• Regulatory Compliance: Airbnb collaborated with governments and local authorities to ensure compliance with regulations, providing transparency and addressing concerns related to housing regulations and taxation.
• Improved Trust: The implementation of verification processes, ratings, and reviews contributed to increased trust among Airbnb users, fostering a safer and more reliable community.
• Enhanced Safety: The introduction of safety measures and guidelines improved the overall safety of stays, addressing user concerns and reducing incidents.
• Regulatory Partnerships: Collaborating with governments and local authorities helped Airbnb navigate regulatory challenges and establish a legal framework for operating in various jurisdictions.

Case Study 4: Slack - Improving User Onboarding and Adoption ​

Slack is a widely popular collaboration and communication platform used by teams worldwide. As it gained traction in the market, Slack faced challenges in user onboarding and adoption.

• Low User Activation: Many new users signed up for Slack but struggled to fully activate and integrate the platform into their workflow.
• Lack of Engagement: Some users found the platform overwhelming or faced difficulty in navigating its various features, leading to low engagement levels.
• Competition and Alternatives: Slack faced increasing competition from similar collaboration tools, which prompted the need to differentiate and continuously improve its product.
• Enhanced Onboarding Experience: Slack's product management team revamped the onboarding process to provide a more guided and intuitive experience for new users. They introduced interactive tutorials, tooltips, and contextual help to help users understand key features and get started quickly.
• Simplified User Interface: The product management team identified and addressed pain points in the user interface, simplifying navigation and reducing clutter. They focused on improving the overall user experience and making it more intuitive for users to find and utilize the platform's functionalities.
• Integration with Third-Party Tools: Recognizing the importance of seamless integration, Slack's product management team worked on enhancing the platform's capabilities to integrate with popular third-party tools and services. This allowed users to connect their favorite apps and streamline their workflow within Slack.
• Improved User Activation: By implementing a more intuitive onboarding experience, Slack witnessed an increase in user activation rates. New users were able to grasp the platform's key features more efficiently, leading to higher adoption.
• Increased Engagement: The simplified user interface and improved navigation contributed to higher user engagement, as users found it easier to discover and use Slack's features.
• Competitive Edge: By prioritizing user needs and continuously enhancing the product, Slack maintained a competitive edge over alternative collaboration tools in the market.

Conclusion ​

In product management, case studies serve as valuable resources for gaining insights, inspiring innovation, and driving effective decision-making. By analyzing real-world scenarios, product managers can learn from successes and failures, adapt strategies to different contexts, and validate and communicate product decisions. Case studies provide actionable insights, guide product management practices, and ultimately contribute to the success of products and businesses.

So, whether you're a seasoned product manager or aspiring to be one, embracing case studies as a source of inspiration and learning will help you navigate the dynamic landscape of product management and drive impactful outcomes.

Remember, each case study provides a unique perspective and set of lessons, so explore a diverse range of case studies to expand your knowledge and sharpen your product management skills.

• 🧐 Gaining Insights from Real-World Scenarios
• 💡 Inspiring Innovation and Creativity
• 🚦 Avoiding Costly Mistakes
• 🔄 Adapting Strategies to Different Contexts
• 🌟 Validating and Communicating Product Decisions
• 📈 Driving Continuous Improvement
• Challenges Faced:
• Product Management Strategies Implemented:
• Results and Lessons Learned:

🔥 Upgrade to a new style of analyzing VoC with sentiment checks, video clips, custom reports & more!

6 Product Management Case Studies You Can't Miss

Associate Product Marketer at Zeda.io.

Mahima Arora

Created on:

June 26, 2024

Updated on:

8 mins read

Transform Insights into Impact

Build Products That Drive Revenue and Delight Customers!

Product management case studies are detailed analyses of how a product was conceptualized, developed, and marketed. A typical product management case study contains the following:

• The pain points and expectations of the user
• Competing products in the market
• Development , delivery, and iteration methods
• Marketing strategies implemented to relay the product’s value proposition
• How the product was received
• Lessons for the product team

So, why should you learn about the development of a product in so much detail? The answer lies in the sixth bullet.

Let’s look at how reading case studies related to product management can help you.

How product management case studies help you

Here’s why reading product management case studies is a worthwhile investment of your time. A well-written case study:

• Gives you an in-depth understanding of real product problems : Meeting or exceeding the expectations of the customers is always challenging. Whether it is technical complexities, budget limitations, or organizational miscommunication, a case study helps you recognize the source of the problem which led to the development of a less-desirable product.
• Contains practical insights outside of the theory : Even a layman can learn the steps of SaaS product management . However, seasoned product managers know that developing a successful product takes more than learning the development steps. These case studies contain tons of real-life scenarios and the lessons that come with them.
• Educates you and makes you a better product manager: Product management case study examples take you through the journey of developing a product, which helps you improve your existing approach toward product development. You will also learn better ways to manage your team and resources.

In simple terms, a product management case study helps teams learn lessons that they can emulate to develop a more profitable product.

In this article, let’s look at six product management case studies that are a must-read for every product manager.

1. Slack: Initial product launch strategy

Stewart Butterfield started a gaming company called Tiny Speck to change the world of massively multiplayer online role-playing games (MMORPG). Him and his team created Glitch which was quite different from other games in that genre such as World of Warcraft.

Glitch was a 2D game that did not have the violent aspects that typical MMORPG games had at the time. It allowed extensive character personalization and Butterfield described it as “Monty Python crossed with Dr. Seuss on acid”.

While building Glitch, Butterfield and his team used the Internet Relay Chat (IRC), an online chat tool popular in the 80s and 90s. However, it fell short as the team found it difficult to keep track of past conversations, which motivated them to build their own communication tool.

As they developed Glitch, their internal chat tool gained more features based on their needs.

Despite lots of support from investors, Glitch was unable to attract enough players to keep running profitably and Butterfield eventually shut it down in 2012 .

After six months, in early 2013, Butterfield renamed their internal communication tool Slack - acronym for Searchable Log of All Conversation and Knowledge and requested his friends and colleagues to try it out and give feedback — they all loved it.

By May 2013, Slack was ready for the big reveal which posed a new challenge — executing the perfect launch strategy to drive demand.

Slack’s Challenge: Nailing the initial product launch

While launching an app that can have such an impact on how organizations work, it is crucial to get it right. At the time, there weren’t many team messaging apps and most teams had conversations via email.

Slack needed a significant number of early adopters to validate their hypotheses about team collaboration and collect data that will help them improve its services further. Consequently, this increased the stakes for the first launch.

How did Slack do it

CEO Stewart Butterfield revealed that on the first day of the launch, Slack welcomed 8000 new users which rose to 15000 at the end of the second week. The credit for this initial success, he explains, went primarily to social media.

Social media helped Slack deliver its PR pieces through its genuine users. This led to a snowballing effect because people interacted with people.

Slack recorded over 18 million active users in 2020.

Although the impact of social media-based word-of-mouth marketing will have different levels of success as it depends on factors such as the type of product and its use cases, you should have a social media marketing strategy to spread the word.

Suggested Read: Leveraging VoC-driven AI Insights to Build Revenue-generating Products

2. Superhuman: Finding product-market fit

‍ Superhuman is a premium email service for busy teams and professionals who need more of everything; speed, usability, and personalization. Apart from superb design, Superhuman processes and executes any request within 100ms.

Rahul Vohra built Rapportive in 2010 — a plugin that adds social profiles to Gmail which was later acquired by LinkedIn . This gave Vohra an intimate view of email and quickly realized that things will progressively get worse.

In his words, “I could see Gmail getting worse every single year, becoming more cluttered, using more memory, consuming more CPU, slowing down your machine, and still not working properly offline.” 

He also brought attention to the number of plugins people used, “And on top of that, people were installing plugins like ours, Rapportive, but also Boomerang, Mixmax, Clearbit, you name it, they had it. And each plugin took those problems of clutter, memory, CPU, performance offline, and made all of them dramatically worse.”

Vohra had one question in his mind — how different would the email experience be if it was designed today instead of 12 years ago?

‍ Superhuman was born to give professionals the email experience that they have been long waiting for. Smooth, easy on the eyes, and most importantly, blazingly fast.

But, there was one elephant in the room.

The idea of building a better email service than the existing players sounded great. However, going against some of the biggest brands of Silicon Valley required more than a bad personal experience with Gmail. 

The Superhuman team needed evidence that such a product is actually desirable.

Superhuman’s Challenge: Establishing product-market fit

The team at Superhuman was competing against the email services of Apple, Google, and Microsoft which made the product-market fit quite crucial.

But how do you know whether you have achieved product-market fit?

How did Superhuman do it

Vohra and his team came up with an innovative idea to measure product-market fit by testing crucial hypotheses and focusing on the right target audience.

Superhuman had two hypotheses :

• People are dissatisfied with Gmail and how slow it is.
• People are also dissatisfied with third-party email clients and how buggy they were.

In a product management case study , Vohra explained how to find the right audience — the users who would be ‘very disappointed’ if they could no longer use your product. After identifying them, all you have to do is build the product as they want it.

3. Medium: “Highlights” feature

Evan Williams co-founded Blogger and Twitter which has helped millions of people share their thoughts with the world. Although both platforms became quite popular, they still couldn’t deliver the best reading experience to their users. Blogger allowed readers to browse topics by authors only and Twitter made it difficult for authors to aptly describe themselves.

He quickly recognized the need for a publishing platform that delivers a diverse experience for the readers and allows the authors to speak their hearts.

That’s how Medium was born. It enabled readers to browse articles by topics and authors, helping them to gain different perspectives on any particular subject. It also allowed everyone from professional programmers to amateur chefs to share their insights with the world as they wanted it.

The developers slowly added more features to Medium such as tags, linked images, social cards, and sharing drafts as it evolved through the years.

One of the many notable features of the platform is the “Highlight” feature — where you can select any particular post section and treat it as a mini-post. You can comment on the Highlight or tweet it, which is handy for both personal revision and sharing interesting snippets with others.

Suggested Read: Want to become a Product Coach?

Medium’s Challenge: Determining whether “Highlights” added value

Medium faced a challenge while determining a metric that can give them an accurate assessment of the desirability of this feature. In other words, they needed a metric that would tell them whether the “Highlights” feature made user interactions better and more rewarding.

How did Medium do it

The team at Medium solved the challenge by shifting their focus to one crucial metric rather than multiple vanity metrics such as organic visits and retention time which signifies how much value your users are getting out of your product based on retention rate. 

For Medium, it was Total Time Reading (TTR) . It is calculated by estimating the average read time which is the number of words divided by the average reading speed (about 265 WPM) and adding the time spent by the reader lingering over good paragraphs by tracking scrolling speed.

4. Ipsy: Managing distribution 

Michelle Phan started her journey as a YouTuber who recognized the importance of makeup in someone’s self-expression. She has been sharing beauty tips and makeup tutorials with her audience since 2007. 

While on a trip to Thailand, she observed how little girls scrambled to pay for makeup samples in front of vending machines. Five years later, she launched a subscription-based Glam Bag program — where the customers will receive 4-5 deluxe-sized samples of makeup products.

MyGlam, as it was known back then, quickly gained over half-a-million monthly subscribers which created one of the biggest online beauty communities.

Phan quickly realized what she wanted to do — to build a brand for women who wanted to share their perspectives on beauty and meet like-minded people with similar interests and styles.

Ipsy , which comes from the Latin root “ipse” meaning “self”, was created by Phan, Marcelo Camberos, Jennifer Goldfarb, and Richard Frias to expand the user experience.

Although Phan knew how to convert viewers into paying customers, executing a marketing strategy by scaling it up was challenging.

Ipsy’s Challenge: Managing a content distribution strategy

The first makeup tutorial by Michelle Phan has now over 12 million views. Videos like that helped Phan get her first subscribers on her MyGlam program.

This shows the importance and impact of influencer-led content on revenue for businesses in the beauty industry.

However, running an influencer content distribution strategy involves collaborating with multiple passionate influencers. It was challenging to find like-minded influencers who will promote only one brand. Moreover, when working with influencers, it's important to implement effective content moderation to make sure the posted content aligns with your goals.

Phan and her team had a simple solution for this.

How did Ipsy do it

Phan and Spencer McClung, EVP of Media and Partnerships at Ipsy, partnered with beauty influencers like Bethany Mota, Promise Phan, Jessica Harlow, and Andrea Brooks who were already subscribed to MyGlam to create content exclusively for Ipsy.

In a case study analysis, McClung revealed that it put Ipsy on a content-based growth loop where the content was created by both the influencers and customers for the beauty community.

Sponsored content for products by influencers helped them increase their reach and helped Ipsy get more loyal customers. This growth loop gained Ipsy over 3 million monthly subscribers .

Suggested Read: Pivoting equals failure?🤯

5. Stitch Fix: Mastering personalization

Katrina Lake, the founder of Stitch Fix , realized back in 2011 that apparel shopping needed an upgrade. eCommerce failed to meet the expectations of the shoppers and retail shops were falling short in terms of options.

In an interview with The Cut , she revealed "Searching online for jeans is a ridiculously bad experience. And I realized that if I imagined a different future, I could create it."

After realizing that no one has merged data and fashion shopping, she set out to make a difference. She started a personal styling service out of her apartment in 2011 when she was pursuing her MBA from Harvard.

Lake relied on SurveyMonkey to keep track of her customer’s preferences and charged $20 as a styling fee. In late 2012 Eric Colson, then the VP of data science and engineering at Netflix, joined Lake on her journey of crafting the future of retail.

Lake and Colson wanted to give their customers much more than just personalized recommendations.

Stitch Fix’s Challenge: Building a personalized store

Stitch Fix wanted to give their customers more than just personalized recommendations — they wanted to build a personalized store for them where everything they look at, from clothes to accessories, matches their flavor.

But everyone’s body dimensions, preferences, budgets, and past choices are unique which can make building a personalized store difficult.

The team at Stitch Fix found a simple yet effective solution for this challenge.

How did Stitch Fix do it

Katrina Lake, CEO of Stitch Fix, revealed in a case study that personalization is crucial for the onboarding, retention, and monetization of customers.

When signing up, Stitch Fix asks you a few questions about your fashion choices and picks clothes that look the best on you. Furthermore, the collections in your personal store will keep improving as it continuously learns more about your personal preferences.

Also, there is no subscription fee which makes Stitch Fix a great option for occasional shoppers. Suggested Read: Canva’s Success Tale in the World of Design

6. Pinterest: User retention

Ben Silbermann started his tech career at Google’s customer support department. Although he loved the company and believed in its vision, he quickly became frustrated as he wasn’t allowed to build products.

With support from his girlfriend (now wife) Divya and a college friend Paul Sciarra (co-founder), Ben created an app called “Tote” in 2009 which was described as a “catalog for the phone”. Tote allowed users to catalog their favorite items and will be alerted whenever they were on sale so they can make a purchase.

However, the users used it to share their collections with each other instead. Ben recalled how he collected insects as a kid and loved sharing his collection with others. He recognized how people, in general, love to do that.

And, just like that, Pinterest was born where users can “pin” whatever they are interested in and add it to their personal collections.

Pinterest quickly became a hit and entered the global market.

Despite huge success within the US, Pinterest struggled to retain users globally. The team realized that the primary reason users churned is that something stopped them from getting the product’s core value — building personal collections.

Pinterest’s Challenge: Helping customers quickly realize the core value

There are many things that can prevent a user from accessing a product’s core value and one of them is internal friction within the product.

Pinterest’s product folks zeroed in on the one feature that was the gateway to the product’s core value — the “Pin It” feature.

Users outside the US simply couldn’t relate to the term, even though all it did was save the item they like to their personal collection.

How did Pinterest do it

The “Pin It” feature of Pinterest is linked directly to its brand identity. Casey Winters, former growth product lead at Pinterest, suggested changing it to “Save”, particularly in areas outside of the US.

As of the third quarter of 2022, it has over 445 million monthly users all over the world exploring various “ideas” to build collections for sharing with their friends.

Casey concludes in the product management case study that checking whether the users are getting your product’s core value is pivotal in solving most of your growth challenges.

Key Takeaways

Case studies for product management contain in-depth insights that help product teams improve their approach toward their product’s ideation, analysis , development, and commercialization.

The six product management case study examples we reviewed above give these crucial insights:

• Slack : Don’t forget to use social media for marketing your product before its launch.
• Superhuman : Focus on the users that will be “very disappointed” if they can’t use your product anymore to achieve product-market fit.
• Medium : Track the one metric that tells you whether your users are getting value from your product rather than vanity metrics such as organic traffic.
• Ipsy : Partner with influencers to educate your target audience on how to get the most out of your product.
• Stitch Fix : Learn about what your users want and recommend them just that.
• Pinterest : Continuously experiment by changing multiple variables to uncover new growth opportunities.

To put these lessons into practice, you need to provide your team with the right tools that help them interact with your users, learn about their preferences, monitor their usage data, plan the next steps, and manage product development effectively.

Zeda.io is a product management super-app that allows you to do just that. You can run your entire product management process , from ideation to delivery, in one place. Zeda.io comes with over 5000 integrations with Zapier, enabling you to hit the ground running in no time.

Start your free trial today . Also, looking for the latest trends in AI, UX, product management, and startups? Join our biweekly newsletter now! We distill complex topics into actionable insights just for you. Hit the 'Subscribe' button and never miss out on these valuable updates. Act now – because in the fast-paced world of tech, staying ahead matters! Subscribe here.

• What is a product management case study?

Answer: A product management case study is a detailed analysis of how a product was developed and iterated over time for maximum success. These studies help product managers learn from others and improve their own approach toward product management.

• How do you prepare a product management case?

Answer: You can prepare a product management case study in four steps — understand customer needs, monitor the stages of development, identify the factors that affected the course of product development, and extract takeaways.

• What are the 3 major areas of product management?

Answer: Discovery — recognizing the need for a product, planning — creating a roadmap to plan the product’s development, and development — the various sprints through which a product is developed are three major areas of product management.

• What are the 7 steps of product planning?

Answer: Concept development, competitive analysis, market research, MVP development, introduction, product lifecycle, and sunset are the seven steps of product planning.

• What are the 5 dimensions of product management?

Answer: Reliability, usability, functionality, maintainability, and efficiency are the five dimensions of product management.

• What are the 4 P's of product management?

Answer: Product, price, place, and promotion are the 4Ps of product management which represent four crucial aspects product teams should simultaneously focus on while developing a product. 

• What are the 5 phases of the product management process?

Answer: Idea generation, screening, concept development, product development, and commercialization are the five phases of the product management process .

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Product Manager Case Study Questions Explained

Product management case studies are an integral part of the interview process for aspiring product managers. They evaluate analytical thinking, problem-solving abilities, and strategic decision-making skills.

Understanding the Role of Case Studies in Product Management

Case studies assess how well a candidate can understand ambiguous business situations and provide data-driven recommendations. They test competencies like:

• Market analysis
• Competitive benchmarking
• Product positioning
• Go-to-market strategy

Recruiters use case studies to gauge if a product manager can structure nebulous problems and drive product direction strategically.

Product manager case study questions typically present real-world scenarios like new product development, feature prioritization, pricing strategy, etc.

The Goals of Product Management Case Studies

The goals behind case study evaluations are:

• Evaluate analytical abilities
• Assess problem-solving approach
• Test strategic thinking
• Benchmark communications skills
• Gauge leadership principles

The case study framework is designed to simulate the responsibilities and challenges faced by product managers daily.

Overview of the Product Management Case Study Framework

The standard product management case study framework follows this structure:

• Company background
• Product background
• Business challenge or opportunity
• Market dynamics
• Competitor benchmarking
• Questions on product strategy

The questions asked aim to assess the thought process and problem-solving skills of candidates. There are no definitively right or wrong answers.

Product Manager Case Study Presentation Essentials

An effective Product Manager case study presentation should clearly communicate:

• Findings from quantitative and qualitative analyses
• Fact-based recommendations
• Data-driven strategic plan
• Proposed success metrics

Focus on showcasing the analytical approach over final recommendations. Demonstrate how you structured the problem and aligned solutions to company goals.

How do you answer a case study question for a product manager?

When answering a case study question as a product manager candidate, it's important to demonstrate both your strategic thinking and your ability to execute tactically. Here are some tips:

Focus on achieving tangible outcomes

• Clearly define the goal or objective you are trying to achieve from the case study
• Outline 2-3 key metrics that would indicate success in meeting that goal
• Provide specific examples of tangible outcomes you would aim to deliver

Describe your step-by-step process

• Product management case study framework: Outline the framework or methodology you would follow to approach the problem
• Explain the step-by-step process you would take to understand the users, analyze data, ideate solutions, prioritize, etc.
• Product manager case study templates: You may reference or adapt standard PM frameworks like Opportunity Solution Tree or PRD templates

Demonstrate your PM skills

• Explain how you would apply essential PM skills like user research, market analysis, prioritization, roadmapping, etc.
• Provide examples of qualitative or quantitative analysis you might conduct
• Describe how you would collaborate with various functions like design, engineering, etc.

Structure your response

• Organize your answer clearly around goals, process, and skills/expertise
• Product Manager case study presentation: Use a simple structure of defining the objective, outlining your approach, and stating your deliverables

Following this kind of framework can demonstrate both strategic alignment and tactical planning abilities needed in product management. Referencing PM methodologies and showing your core competencies can further strengthen your case study performance.

What questions should I ask for a case study?

When preparing a case study as a product manager , it's important to ask the right questions to fully understand the client's needs and challenges. Here are some key questions to ask:

CASE STUDY QUESTIONS TO ASK THE CLIENT

• Can you give a brief description of your company? This provides context on the client's industry, size, goals, etc.
• How did you first hear about our service? This gives insight into what piqued their interest.
• What challenges/problems necessitated a change? This reveals the pain points they aimed to solve.
• What trends in your industry drove the need to use our product? This highlights external factors influencing their decision.
• What were you looking for in a solution? This clarifies the must-have capabilities they required.

Additional questions could cover budget constraints, decision makers involved, specific features needed, and measurable goals hoped to be achieved.

Asking thoughtful questions lays the groundwork for crafting a compelling case study showcasing how your product uniquely solved the client's problems. It also enables tailoring the content to resonate with prospects in similar situations.

What does a product manager case study look like?

A product management case study typically examines a specific product and analyzes how it was developed, launched, and iterated on over time. Case studies aim to uncover key learnings that can be applied to other products.

Here are some common elements of a PM case study:

Problem Definition

• Identifies the specific user need or business goal the product aimed to address
• Provides context on the target market, competition, and other environmental factors

Solution Approach

• Explains the product's core features and functionality
• Details the technology stack and architecture
• Describes the overall product strategy and positioning

Execution and Iteration

• Traces the product development timeline and process
• Analyzes how the product changed over time based on user feedback and data
• Examines pricing, promotion, and distribution strategies

Outcomes and Metrics

• Reviews usage metrics, conversion rates, revenue, etc.
• Discusses qualitative feedback from users and customers
• Determines if business and user goals were achieved

Key Takeaways

• Summarizes the main lessons learned and best practices
• Provides advice for other PMs working on similar products

By studying these elements, product managers can better understand what works well and what doesn't for a given product category or business model. Case studies are a valuable resource for continuous PM learning and improvement.

What is the best questions to ask a product manager?

When interviewing a product manager or trying to understand their role better, asking strategic questions can provide useful insights. Here are some recommended questions:

What is the strategic vision for this product?

This open-ended question allows the product manager to explain the long-term vision and goals for the product they manage. It gives insight into the product's purpose and intended value.

How do you develop your product roadmap?

By understanding their process for building product roadmaps, you learn how they prioritize features and initiatives. This sheds light on how they balance business goals, customer needs, and technical constraints.

How does product management work with executive leadership?

Learning about the relationship between product management and company executives shows how aligned product strategy is with broader business objectives. It also demonstrates the level of executive support and autonomy product has.

Product manager case study questions like these help assess strengths in strategic thinking, customer orientation, and cross-functional collaboration. Tailor additional questions to understand the context of their role and products better. The more you can learn about their real-world experiences, the better sense you have of their competencies.

Dissecting Product Management Case Study Questions

This section delves into the types of questions that surface in product management case studies, with a focus on product design and strategy.

Probing into Product Design Questions

Product design questions aim to assess a candidate's ability to design user-centric products while considering various constraints. Some examples include:

• How would you design an app for grocery delivery that provides the best user experience? Consider factors like ease of use, personalization, and order tracking.
• Design a ride sharing app while optimizing for driver supply, customer demand prediction, pricing strategy, and minimizing wait times.
• Suggest ways to improve the user onboarding flow for a food delivery app to drive higher user retention.

These questions evaluate how well you can empathize with users, identify pain points in existing solutions, and devise elegant yet practical product enhancements. Strong answers demonstrate user-centric thinking balanced with business objectives.

Strategizing with Product Strategy Questions

Product strategy questions test your ability to make decisions from a broader business context. Some examples:

• As a PM for an e-commerce company, would you build a mobile app or focus on improving the mobile web experience? Consider factors like development costs, user engagement, and revenue goals.
• A music streaming startup is struggling with customer churn. How would you identify reasons for churn and formulate strategies to improve retention?
• A grocery delivery provider is looking to expand into a new city. Outline your market entry strategy while considering competition, operational costs, targeting customer segments etc.

These questions expect you to flex your analytical and strategic thinking muscles. Great answers weigh tradeoffs between multiple factors and craft a sound overarching strategy.

Navigating Product Roadmap Challenges

You may also encounter questions that deal with prioritizing features and planning effective roadmaps:

• As a PM for a budgeting app, outline how you would prioritize building features like transaction tagging, debt management, investing tools etc. Consider factors like customer requests, development effort, and business impact.
• A software company wants to expand from only web-based products to also building mobile apps. How would you structure the product roadmap to support this transition?
• Construct an 18 month roadmap for a media subscription service, outlining key initiatives across content licensing, personalization, payments etc. How would you sequence priorities?

Strong responses demonstrate the ability to make tough product tradeoffs, sequence priorities, and craft realistic roadmaps to achieve business goals.

Mastering Product Launch Scenario Questions

Finally, some case studies present scenarios around planning and executing a successful product launch:

• You are launching a new crypto exchange product. Outline the launch strategy and post-launch metrics you would track to measure success.
• A startup is preparing to unveil a smart assistant device for the home. Construct a pre-launch plan covering marketing campaigns, partnerships, distribution channels and launch events.
• An insurer is introducing an app to allow customers to manage policies and file claims. Design a rollout plan highlighting early access users, press outreach, and customer onboarding flows.

Expect questions probing your understanding of launch best practices across marketing, partnerships, tech readiness and adoption measurement.

Exploring Product Manager Case Study Templates

Product management case studies are an integral part of the interview process for product manager roles. They assess a candidate's ability to analyze data, prioritize features, and develop product strategies. Having a structured framework when approaching case studies can help candidates demonstrate their skills more effectively.

This section introduces templates that can guide product managers through various types of case studies.

Market Analysis and Entry Strategy Template

When entering a new market, it's critical to deeply understand customer needs, competitive landscape, market trends and dynamics. This template provides a methodical approach:

• Customer analysis: Map target customer segments and develop buyer personas. Identify their needs, pain points and jobs-to-be-done. Quantify market size of each segment.
• Competitive analysis: Identify direct and indirect competitors. Analyze their product offerings, business models and go-to-market strategies. Pinpoint competitive advantages and disadvantages.
• Market analysis: Evaluate market trends, growth drivers, industry lifecycle stage, regulations and other dynamics. Determine market accessibility and expansion potential.
• Entry strategy: Define market entry plan based on above analyses - ideal customer segment(s) to target initially, product positioning and MVP feature set, pricing models, distribution channels and partnership opportunities. Outline expansion strategy.

Following this standardized template ensures thorough evaluation of the market opportunity and development of a tailored entry approach.

Product manager case study questions around new market entry often focus on quantifying the market, analyzing the competitive landscape, identifying the beachhead segment, and formulating the initial go-to-market strategy.

Product Roadmap Prioritization Framework

Determining what initiatives and features to build next is crucial for product success. This framework helps structure the prioritization process:

• Gather inputs: Compile inputs from customer research, user interviews, support tickets, sales requests, market analysis and internal stakeholders.
• Define evaluation criteria: Identify criteria like business value, user value, level of effort, dependencies and risks. Assign weights to each.
• Score roadmap items: Tally scores for each initiative based on the defined criteria to allow comparison.
• High-level sequencing: Group scored items into broader themes and high-level releases. Order these releases based on overarching priorities.
• Granular prioritization: Prioritize individual features within each release based on scores. Consider dependencies.

This data-driven approach brings rigor to product manager case study questions around roadmap prioritization. It's more defensible than gut feel and can facilitate alignment across the organization.

Comprehensive Product Launch Plan Template

Successfully launching a new product requires coordinating many complex, interdependent activities across teams. This template can help structure an effective, detailed launch plan:

• Pre-launch: Finalize positioning and messaging, create launch assets, drive buzz through influencer campaigns, optimize conversion funnels.
• Launch: Unveil product on launch date, drive traffic to website/app through advertising and PR, activate referral programs.
• Post-launch: Closely monitor KPIs like activations, retention, engagement, satisfaction. Address issues immediately through rapid iteration. Develop customer success processes.
• Expansion: Plan for incremental feature releases to expand value proposition. Pursue additional customer segments, partnerships and geographies. Ramp up marketing and sales.

Thoughtfully outlining all launch activities makes product introduction smooth and impactful. Product Manager case study presentation questions on new product launches evaluate this level of planning rigor.

Innovation and Pivot Strategy Framework

When products fail to achieve product-market fit, product managers may need to rethink strategy. This framework can help determine next steps:

• Diagnosis: Thoroughly analyze customer segments, their engagement, feedback and market success indicators. Identify issues.
• Ideate solutions: Brainstorm innovative ideas and pivots to address problems through new technologies, business models or market approaches.
• Market analysis: Gauge market demand for proposed solutions. Evaluate technical and business feasibility.
• Decision: Determine whether to persevere with small tweaks, make minor pivots in current product or business model, or perform major reworks or re-launches.

This structure brings strategic clarity to questions on Product Strategy and innovation during Product Management Case Studies.

Following standardized frameworks and templates allows showcasing analytical abilities and structured thinking - critical skills assessed in product manager case study interviews through open-ended Sample Questions. With practice, these templates can be adapted to various case contexts.

Real-World Product Management Case Studies with Sample Questions

Product management case studies aim to simulate real-world scenarios a PM may face. Reviewing examples helps prepare for interviews and day-to-day work. Here are some common case study prompts with analysis.

Sample Question: Entering the Rideshare Market

A case study may present a scenario like:

"A startup called DriveFast wants to enter the competitive rideshare market with a differentiated offering. As the PM, put together a strategic plan, including challenges, solutions, key metrics, and a rollout timeline."

This requires developing a comprehensive go-to-market strategy. Considerations may include:

• Understanding rider and driver needs to identify gaps in existing offerings
• Brainstorming features like scheduling, vehicle types, loyalty programs
• Analyzing market data to forecast demand and growth
• Evaluating operational costs and pricing models
• Setting targets for key metrics like ride volume, customer acquisition cost
• Building marketing and incentive campaigns to attract early adopters

The response should showcase analytical thinking and strategic planning skills relevant for product leadership roles.

Sample Question: Prioritizing a Social Media Platform's Features

A sample case could be:

"A new social media site for teens is gaining traction but has limited engineering bandwidth. As the PM, prioritize these potential features: stories, events, profiles, messaging, analytics."

This tests the ability to make data-driven decisions about feature development and sequencing. The PM would likely:

• Consider metrics showing current site usage and growth trends
• Weigh differentiators compared to competitive sites teenagers use
• Map out user workflows and identify friction points
• Talk to teen users directly to validate needs
• Develop evaluation criteria like engagement, retention, and sharing
• Use techniques like weighted scoring to prioritize feature roadmap

The process demonstrates user empathy, analytical thinking, and product strategy skills.

Sample Question: Launching a Wearable Tech Product

A wearable tech case study may ask:

"Your startup is preparing to launch a new fitness wearable called FitNow. Develop a go-to-market strategy including positioning, pricing, promotion and distribution."

This evaluates bringing an early-stage hardware product to market. The strategy may cover:

• Conducting user studies to validate product-market fit
• Identifying customer segments and use cases to focus positioning
• Competitive analysis against similar wearables
• Developing pricing tiers and discounts for early buyers
• Securing retail partnerships for distribution
• Creating a targeted launch campaign with influencers

Success depends on understanding user needs, evaluating market dynamics, and planning effective commercialization.

Sample Question: Developing a Product Innovation Strategy

Some cases challenge developing new solutions, like:

"Your building products company wants to rapidly innovate and stay ahead of commoditization trends in the market. How would you maintain differentiation?"

This aims to assess strategic thinking and creativity. The PM may propose ideas like:

• Exploring adjacent spaces like IoT-connected buildings
• Launching industry or region specific product lines
• Leveraging data and analytics to offer insights as a service
• Building a modular platform for rapid customization
• Creating sustainable construction products
• Implementing an innovation lab for ongoing R&D

Top candidates can connect innovation to business impact and articulate a compelling vision.

These examples illustrate common scenarios and considerations evaluated in PM case studies, helping prepare for interviews. Tailoring responses using actual product experience can showcase leadership potential.

Preparing for the Product Manager Case Study Interview

Adopting a product management case study framework.

When preparing for a product manager case study interview, it is important to have a structured framework to approach the business case or product design challenge. A framework provides guidance on the key areas to cover and helps ensure a comprehensive analysis.

Some popular frameworks include:

• Opportunity Assessment : Evaluates market size, competition, customer needs and product positioning.
• MECE (Mutually Exclusive and Collectively Exhaustive) : Breaks down a problem into distinct components that cover all aspects.
• RICE (Reach, Impact, Confidence, Effort) : Prioritizes potential solutions based on key factors.
• AARRR (Acquisition, Activation, Retention, Referral, Revenue) : Focuses on core funnel metrics.

I would recommend developing experience with 2-3 frameworks so you have different lenses to evaluate product problems. Practice applying the frameworks to sample case studies to get comfortable. Having a reliable framework reduces anxiety and builds structure into your analysis.

Effective Communication of Your Strategic Approach

How you present your case study analysis is as important as the substance itself. Interviewers want to understand your thought process and strategic rationale.

• Verbalize your framework out loud so the interviewer follows your thinking
• Use whiteboarding to map out key factors and relationships
• Present 2-3 options with pros/cons instead of just one solution
• Tailor communication to audience - emphasize business impact
• Practice explaining analysis clearly and concisely

The goal is to showcase your structured problem-solving approach and ability to translate analysis into compelling recommendations.

Time Management Techniques for Case Study Success

With case study interviews often lasting 45 minutes or less, time management is critical. Avoid getting bogged down analyzing market research or financials.

Some strategies:

• Agree on problem framing upfront
• Set a timer on your phone to pace yourself
• Spend more time on strategy and solutions vs. data analysis
• Practice case studies with a timer to improve efficiency

If you have extra time, highlight additional analyses you would conduct given more time or propose experiments to validate assumptions. Proactively managing pace demonstrates preparedness.

Practice with Realistic Product Manager Case Study Templates

The best preparation for case study interviews is to practice with examples that resemble real PM case studies. Overly simplistic or unrealistic cases have limited training value.

Look for practice cases that provide:

• Relevant customer and market context
• Data on adoption, usage, churn
• Competitor profiles and benchmarking
• Open-ended strategic questions

Practice presenting analyses and recommendations out loud. Refine based on feedback. Quality practice with realistic templates builds muscle memory for the actual case study interview.

Conclusion: Mastering Product Management Case Studies

Recap of product manager case study essentials.

Preparing for product management case study interviews requires understanding the fundamentals. Here are some key things to keep in mind:

• Know the product manager frameworks : Frameworks like Opportunity Assessment, PRD, and others provide structure for analyzing case studies systematically. Familiarize yourself with a few core frameworks.
• Practice case studies extensively : Solving diverse case studies is the best preparation. Look for case studies online or get help building a library to practice with. Review solutions to refine your approach.
• Structure your thinking : Outline the key issues, product goals, user needs - before diving into solutions. Structured thinking clarifies the problem space.
• Show your working : Explain your step-by-step thought process while solving the case. The interviewer wants insights into your analytical abilities.
• Back up ideas with data : Use market research, user data, or financial projections to validate ideas. Concrete data lends credibility.

With practice, these core strategies will help tackle case study questions confidently.

Final Thoughts on Utilizing Product Management Case Study Frameworks

Frameworks provide the scaffolding to methodically break down and solve case study problems. They enable structured thinking about product opportunities, tradeoffs, and decisions.

While no framework fits every case, having a few committed to memory - like Opportunity Assessment, PRD, and Growth - equips you with analytical tools for common product scenarios.

Rather than relying on generic frameworks, adapt them to the case context for optimal relevance. Customize frameworks to the product stage, user needs, and goals highlighted in the case prompt.

As important as frameworks are, avoid plugging in ideas mechanically without explaining the underlying reasoning. Illustrate your thought process with the frameworks as guides, not rigid templates.

With an adaptable, customized approach, product management case study frameworks unlock strategic thinking to drive impactful solutions.

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This article will explore how product management side projects can catalyze professional development by allowing you to experiment with new methodologies and enhance your skillset.

This comprehensive guide promises to equip you with a structured approach to tackling product case studies. You'll gain frameworks to methodically analyze prompts and craft insightful solutions.

Through real-world application, valuable feedback, and community engagement with groups like The Product Folks, PMs can significantly accelerate their skill development and expertise in the dynamic field of product management.

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The Psychology of Advertising: Why this ad made me stop scrolling

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8 Examples of Innovative Digital Transformation Case Studies (2024)

• January 19, 2022

With the rapid pace of technological advancement, every organization needs to undergo digital transformation and, most likely, transform multiple times to stay relevant and competitive. 

However, before you can reap the benefits of new technology, you must first get your customers and employees to adapt to this change successfully—and here lies a significant digital transformation challenge.

Organizations thriving in this digital-first era have developed digital innovation strategies prioritizing the change management mindset. This paradigm shift implies that organizations should continuously explore improving business processes .

8 Best Examples of Digital Transformation Case Studies in 2024

• Amazon Business
• Under Armour
• Internet Brands®
• Michelin Solutions

8 Examples of Inspiring Digital Transformation Case Studies

While digital transformation presents unique opportunities for organizations to innovate and grow, it also presents significant digital transformation challenges . Also, digital maturity and levels of digital transformation by sector vary widely.

If you have the budget, you can consider hiring a digital transformation consulting company to help you plan your digitization. However, the best way to develop an effective digital transformation strategy is to learn by example. 

Here are the 8 inspiring digital transformation case studies to consider when undertaking transformation projects in 2024:

1. Amazon extended the B2C model to embrace B2B transactions with a vision to improve the customer experience.

Overview of the digital transformation initiative

Amazon Business is an example of how a consumer giant transitions to the B2B space to keep up with the digital customer expectations. It provides a marketplace for businesses to purchase from Amazon and third parties. Individuals can also make purchases on behalf of their organizations and integrate order approval workflows and reporting.

The approach

• Amazon created a holistic marketplace for B2B vendors by offering over 250 million products ranging from cleaning supplies to industrial equipment. 
• It introduced free two-day shipping on orders worth $49 or more and exclusive price discounts. It further offered purchase system integration, tax-exemption on purchases from select qualified customers, shared payment methods, order approval workflows, and enhanced order reporting.
• Amazon allowed manufacturers to connect with buyers & answer questions about products in a live expert program.
• Amazon could tap the B2B wholesale market valued between $7.2 and $8.2 trillion in the U.S. alone.
• It began earning revenue by charging sales commissions ranging from 6-15% from third-party sellers, depending on the product category and the order size.
• It could offer more personalized products for an improved customer experience. 

2. Netflix transformed the entertainment industry by offering on-demand subscription-based video services to its customers.

Like the video rental company Blockbuster, Netflix also had a pay-per-rental model, which included DVD sales and rent-by-mail services. However, Netflix anticipated a change in customer demand with rising digitalization and provided online entertainment, thereby wiping out Blockbuster – and the movie rental industry – entirely. 

• In 2007, Netflix launched a video-on-demand streaming service to supplement their DVD rental service without any additional cost to their subscriber base.
• It implemented a simple and scalable business model and infused 10% of its budget in R&D consistently.
• The company has an unparalleled recommendation engine to provide a personalized and relevant customer experience. 
• Netflix is the most popular digital video content provider, leading other streaming giants such as Amazon, Hulu, and Youtube with over 85% market share.
• Netflix added a record 36 million subscribers directly after the start of the COVID-19 pandemic.

3. Tesla uses connected car technology and over-the-air software updates to enhance customer experience, enable cost savings, and reduce carbon emissions.

No digital transformation discussion is complete without acknowledging the unconventional ideas implemented by Elon Musk. Tesla was a huge manifestation of digital transformation as the core motive was to prove that electric cars are better than their gasoline counterparts both in looks and performance. 

Over the years, Tesla has innovated continuously to improve its product, make itself more economical, and reduce its carbon footprint. 

• Tesla is the only auto manufacturer globally, providing automatic over-the-air firmware updates that allow its cars to remotely improve their safety, performance, and infotainment capabilities. For example, the OTA update could fix Tesla’soverheating issues due to power fluctuation. 
• Tesla launched an autopilot feature to control the speed and position of the car when on highways to avoid potential accidents. However, the user still has to hold the wheel; the vehicle controls everything else. This connected car technology has created an intelligent data platform and smart autonomous driving experience.
• Tesla further ventured into a data-driven future, and it uses analytics to obtain actionable insights from demand trends and common complaints. A noteworthy fact is that the company has been collecting driving data from all of its first and second-generation vehicles. So far, Tesla has collected driving data on 8 billion miles while Google’s autonomous car project, Waymo , has accumulated data on 10 million miles.
• Tesla’s over-the-air updates reduce carbon emissions by saving users’ dealer visits. Additionally, these updates save consumers time and money.
• Tesla delivered a record 936,172 vehicles in 2021, an 87 % increase over the 499,550 vehicle deliveries made in 2020.

4. Glassdoor revolutionized the recruitment industry by allowing employees to make informed decisions.

Glassdoor is responsible for increasing transparency in the workplace and helping people find the right job by allowing them to see millions of peer-to-peer reviews on employers, including overall company culture, their CEOs, benefits, salaries, and more. 

• Glassdoor gathers and analyzes employee reviews on employers to provide accurate job recommendations to candidates and vice-versa. It also allows recruitment agencies and organizations to download valuable data points for in-depth analysis & reporting. 
• It further introduced enhanced profiles as a paid program, allowing companies to customize their content on the Glassdoor profiles, including job listings, “Why is it the Best Place to Work” tabs, social media properties, and more. This gives companies a new, innovative way to attract and recruit top talent.
• Glassdoor created the largest pool of interview questions, salary insights, CEO ratings, and organizational culture via a peer-to-peer network, making it one of the most trustworthy, extensive jobs search and recruiting platforms – and one of the most well-recognized review sites
• Glassdoor leverages its collected data for labor market research in the US. Its portfolio of Fortune’s “Best Companies to Work For” companies outperformed the S&P 500 by 84.2%, while the “Best Places to Work” portfolio outperformed the overall market by 115.6%.

5. Under Armour diversified from an athletic apparel company to a new data-driven digital business stream to transform the fitness industry.

Under Armour introduced the concept of “Connected Fitness” by providing a platform to track, analyze and share personal health data directly to its customers’ phones.

• Under Armour acquired several technology-based fitness organizations such as MapMyFitness, MyFitnessPal, and European fitness app Endomondo for a combined $715 million to obtain the required technology and an extensive customer database to get its fitness app up and running. The application provides a stream of information to Under Armour, identifying fitness and health trends. For example, Under Armour (Baltimore) immediately recognized a walking trend that started in Australia, allowing them to deploy localized marketing and distribution efforts way before their competitors knew about it.
• Under Armour merged its physical and digital offerings to provide an immersive customer experience via products such as Armourbox. The company urged its customers to go online and share their training schedule, favorite shoe style, and fitness goals. It used advanced analytics to send customers new shoes or apparel on a subscription basis, offering customers a more significant value over their lifetime.
• It additionally moved to an agile development model and data center footprint with the ERP SAP HANA . 
• Under Armour additionally leveraged Dell EMC’s Data Protection and Dell Technologies to help fuel digital innovation and find peak value from its data.
• Under Armour created a digital brand with a strong consumer focus, agility, and change culture. 
• With the Connected Fitness app, it provided a customer experience tailored to each consumer.

6. Internet Brands® subsidiary Baystone Media leverages Whatfix DAP to drive product adoption of its healthcare businesses.

Baystone Media provides end-to-end marketing solutions for healthcare companies by providing a low-cost, high-value subscription offering of Internet Brands® to promote their practices digitally. Baystone Media empowers its customers by offering a codeless creation of personalized websites. However, as its userbase is less tech-savvy, customers were unable to make the most of their solution. 

The idea was to implement a solution for Baystone Media & its sister companies to enable its clients to navigate its platforms easily. In addition to PDFs and specific training videos, the search was on for a real-time interactive walkthrough solution, culminating with Whatfix .

Baystone media saw a 10% decrease in inbound calls and a 4.17% decrease in support tickets, giving them the runway to spend more time enhancing its service for the clients.

7. Sophos implemented Salesforce to streamline its business and manage customer relations more effectively.

Sophos went live with Salesforce to accelerate its sales process , enhance sales productivity , and increase the number of accounts won. However, the complex interface and regular updates of Salesforce resulted in a decreased ROI. 

• Sophos implemented Whatfix to provide interactive, on-demand training that helped users learn in the flow of work. The 24*7 availability of on-demand self-support, contextual guidance, and smart tips allowed Sophos to manage its new CRM implementation effectively. 
• It unified internal communications using Whatfix content. First, they created walkthroughs for the basic functionality of Salesforce such as lead management, opportunities, etc. Next, they moved to slightly more complex features that their users were uncomfortable with and created guided walkthroughs and smart pop-ups. Sophos also used Whatfix to align the sales and product management teams by embedding videos and other media to unify product communication instead of relying on various communication tools.
• Sophos experienced a reduction in sales operations support tickets globally by 15% (~12,000 tickets). It saved 1070 man-hours and achieved an ROI of 342%. 

8. Michelin Solutions uses IoT & AI to provide customers with a more holistic mobility experience.

The digital strategy of Michelin Solutions has essentially centered around three priorities:

• Creating a personalized relationship with customers and end-users
• Developing new business models
• Improving their existing business processes 
• AI is extensively used in R&D, enabling the digital supply chain driven through digital manufacturing and predictive maintenance. For example, connected bracelets assist machine operators with the manufacturing process. 
• It deployed sophisticated robots to take over the clerical tasks and leveraged advanced analytics to become a data-driven organization. 
• Offerings such as Effifuel & Effitires resulted in significant cost savings and improved overall vehicle efficiency. 
• Michelin Solutions carefully enforced cultural change and launched small pilots before the change implementation . 

• Effifuel led to extra savings for organizations and doubled per-vehicle profits.
• A reduction in fuel consumption by 2.5 L per 100km was observed which translates into annual savings of €3,200 for long-haul transport (at least 2.1% reduction in the total cost of ownership & 8 tonnes in CO2 emissions).
• Michelin Solutions shifted its business model from selling tires to a service guaranteeing performance, helping it achieve higher customer satisfaction, increased loyalty, and raised EBITDA margins.

Each industry & organization faces unique challenges while driving digital transformation initiatives. Each organization must find a personalized solution and the right digital transformation model when implementing new technology. Their challenges can prepare you better for the potential roadblocks, but the specific solutions will need to be personalized according to your business requirements.

Open communication with your customers and employees will help you spot potential issues early on, and you can use case studies like these as a starting point.

If you would like to learn how you can achieve these results by using a digital adoption platform , then schedule a conversation with our experts today.

Request a demo to see how Whatfix empowers organizations to improve end-user adoption and provide on-demand customer support

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What Are Product Management Case Study Interviews?

Carlos González De Villaumbrosia

Updated: May 6, 2024 - 10 min read

What is a product management case study interview?

A case study interview, also known as a case interview, is a tool used by many companies to assess a candidate’s analytical, creative, and problem-solving skills. Similar to coding interviews for engineers, they allow the interviewers to simulate a situation that allows your skills to be put into practice.

Quite simply, you’ll be given a situation, and asked to make suggestions or come up with a hypothetical solution or improvement.

In product management, this can be about any number of things. The realm of product managers is vast, and covers many different aspects of product development. As product managers sit at the intersection of business, technology, and design, you could be asked case questions under these umbrellas.

This means that you could be given a case question based on product design, monetization, market research, user segmentation, trends, data, technical development, go-to-market , prioritization…pretty much anything product managers are into!

Example case study interview questions

What’s your favorite product? How would you improve its design?

Which company do you think we should acquire next?

How would you go about launching our product in an emerging market, say, India?

What new feature would you build for Instagram?

How to ace a case study interview

The product design case interview

No, the interview isn't going to hand you a Wacom tablet and ask you to mock up an entire product on the spot! Instead, you’ll be asked to think through some solutions to pretty common design problems. Things like:

How would you improve our in-app messenger?

If we tasked you with making our user interface more inclusive of those with disabilities, how would you approach that?

How would you redesign our homepage to make it more appealing for X demographic?

We’re finding that X number of users don’t make it through the entire onboarding process. What would you do/design to fix that?

The key when being asked a question about how you’d improve the company’s product is not to insult it too heavily. Remember, the people who built it are in the room with you, so if you come in hot with “well, for starters, your homescreen is absolutely hideous and needs a complete do-over”, you’re not going to endear yourself to them. A product manager is a diplomat, so be as diplomatic as possible.

Instead of focusing on how you’d fix what you see as glaring problems, try to come up with something that adds to the product. “I think a chatbot in your user onboarding process would help people to navigate through the process. Here’s where I’d implement it…”

How to ace it

Give your hypothesis: Because everything in product starts with why .

Lay out your approach : Briefly summarize what your approach would be, given your hypothesis. Include things like the research you would need to do, and the preparation the team would need to make.

Identify the user: Companies want user-driven product managers, so definitely make sure you know which user you’re building for.

Describe the solution : How would you actually build the solution? No need to get too technical if that’s not where your skills lie. If that’s the case, talk about how you’d lead the engineering teams to build the solution.

Suggest testing: If you’ve got 2 ideas and you’re not sure which one is better, describe both and talk about the test you’d run to discover which one to roll with.

Prioritize features : Show off your prioritization skills if you’re suggesting more than one feature.

Suggest features for an MVP and plans for a V1 launch:

Finish off by helping the interviewers to visualize what the finished MVP would be like, as well as the plans you’d have for a full release later down the line.

The business-thinking case interview

Business thinking is vital for product managers, as you’re the person that ties what’s being built to the needs of the business. This is why you may be presented with a business problem, so that the interviewer can assess your thought process, and how you approach product strategy.

Business case questions may include things like:

Management wants to build X because a competitor has launched something similar. How would you respond?

If we wanted to move more into the B2B market by launching X, what would you do first?

How would you increase customer adoption for the feature we released last month?

We want to become more product-led in our growth strategy. What recommendations would you make in terms of pricing structure/increasing customer adoption?

Establish market characteristics : This is especially important if your case question is a go-to-market question. If you’re not sure what the market characteristics are, talk about what you would find out before starting the work.

Layout your approach: Briefly summarize what your approach would be.

Prioritize your actions: If you’ve been asked for a step-by-step approach, talk about why you’re doing things in that order.

Provide analysis : Business decisions require a heavy amount of analysis, so be sure to include some competitor/customer/market analysis.

Make recommendations: Talk about the end result in a business sense. Instead of getting into the weeds of feature building etc, give a step-by-step approach of how you’d take a new feature to market, or make business-oriented improvements to a product.

Remember that a business-thinking case question requires an answer that would make C-suite happy. Try to think through your answer for the eyes of management. Think about what brings most business value, and tailor your answer around that.

The technical interview

Here, by technical interview, we don’t necessarily mean the tech interviews that engineers can expect to go through. It’s very rare for product managers to be asked technical questions in an interview, unless they’re specifically applying for a technical product manager role. You’ll usually get some warning in advance that your technical prowess will be tested, either by the recruiter or a hiring manager.

The chances of being given an in-depth technical case interview (aka, a coding interview) are rare, so you’re more likely to be asked a few general questions to gauge your technical ability.

Things like:

What’s your experience with X or Y technology?

Do you feel comfortable managing a team of engineers?

Can you explain the most technical project you’ve worked on?

These are questions that you should be able to answer in the room, because they’re based on your direct experience. So you don’t need to put any special level of preparation into their answers.

You may also be asked some technical questions that allow you to show off your technical knowledge, but are open-ended enough that you can still answer even if you’re not very techy. The goal is to gauge how much technical know-how you already have, not to embarrass you and put you on the spot for not having a computer science degree.

These questions might include:

What feature do you think we should build next? How should we approach building it?

Would you build X solution in-house, or would you outsource development elsewhere?

What partners do you think we should integrate with next? (eg. Slack, Trello)

These are questions that you can approach in your own way, from a technical perspective if you come from that background, or from a people-management/design/business perspective if you don’t.

Product managers and tech skills…what’s the deal?

It’s highly unlikely that you’ll be asked to go through a technical interview, as product managers aren’t the ones who physically build the product. They provide the direction and the insights, and the engineers provide the solutions and the finished product. So what’s gained by seeing how well you can code?

Well, some roles are more technical than others, so obviously in these roles you’d need either a computer science degree or a proven record of technical work, like an engineering background.

But for a regular product manager, you’re less likely to be given a technical case interview, and more likely to just be asked a few very general questions to gauge your knowledge.

1. Give yourself time to think

The worst thing you can do is panic, and rush in with an answer. It’s OK to give yourself time to think. An interview is not a first date, and silences don’t have to be awkward! So pause, and give yourself time to consider your answer before you start.

That’s much better than giving a sub-standard answer that you can’t take back. The interviewer will expect you to need a moment to gather your thoughts, so don’t stress.

2. Hack: The McKinsey case study

Now, you’re bound to go off and do plenty more research on case study interviews, wanting to find out everything you can. So let us give you this secret hack: check out materials for McKinsey case interviews .

“But I want to work at Facebook/Google/Amazon!” we hear you say. “Why would I prep for McKinsey?”

McKinsey is one of the most difficult interviewers out there. Reviews by some previous interviewees makes it seem like the process was designed to help choose the next ruler of Westeros. Their standards are incredibly high, and their case interviews are something that people prep weeks, even months in advance for.

This has a double result for you. One, there are swathes of resources out there specifically to prep for this behemoth of a case interview. Two, if you can give a McKinsey-standard answer to a case interview, you’ll outshine the competition easily!

3. Practice ahead of time

While you can’t be totally sure what you’ll be asked in a case interview, you can still prepare.

The smart thing to do is to practice case interview questions ahead of time. The way to do this is to pick apart the job posting you’re interviewing for, and identify what the main responsibilities are.

Case interview preparation is absolutely essential for acing product manager interviews, as you’re bound to be asked a hypothetical question sooner or later in the interview process.

4. Don’t feel pressured to give a perfect answer

Companies know how much time, research, and information goes into making informed product decisions. So if they’ve asked you to propose a new feature for their product as part of your interview, they’re not looking for something they can actually implement from you. They just want to see how you think, and what your analytical and problem-solving skills are. It’s also a test of your communication skills, seeing how you present yourself and your ideas.

So don’t pressure yourself into giving an answer that’s on par with the work their existing product managers do. That’s like beating yourself up for not running as fast a Usain Bolt when you do your first ever 5K.

Prepping for product manager interviews?

We’ve got you covered! Check out these great resources:

Master The Product Manager Interview Playlist : We’ve collected together our best talks on acing the Product Management interview, from a look behind the scenes of recruitment, to how to break into the industry. Check out the entire playlist here , or enjoy this sample from Google’s Product Manager…

The Ultimate List of Product Manager Interview Questions: Prepare yourself for every kind of question you could ever hope to be asked in a product manager interview!

Product School resources: If you really want to deep-dive into the best interview techniques, and become the master of any interview you walk into, you should check out the resources we have in our community. We’ve got cheat sheets, templates, and more!

Hired — How to Get a Great Product Job: Tailored guide-to-go for product manager positions in top tech companies. As this book will show you,  some of the most successful product transitions originated from people in music production or finance, with full-time jobs or with no prior experience. The collection of stories of Product Management transition will show you how it’s done.

Updated: May 6, 2024

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The big product and platform shift: Five actions to get the transformation right

Many incumbent organizations across industries and sectors want to become more like tech companies: fast, agile, and dominant. They’re doing so to remain competitive at a time when B2B and B2C customers have high and rapidly changing expectations and digital disruptors are upending the business landscape.

About the authors

This article is a collaborative effort by Rushabh Gala, Naufal Khan , Ling Lau , Gautam Lunawat , and Anindita Pal, representing views from McKinsey Digital.

The key to making this change lies in adopting a technology operating model based on products and platforms . This model organizes technology around user-facing products, to facilitate end-user journeys or experiences (ordering, bill paying, and loyalty programs, for example), and the underlying platforms that enable them, such as customer relationship management (CRM) and marketing technology (MarTech).

The benefits of this product and platform model have been well established. The product and platform model ensures that technology delivery is aligned to the strategy and related priorities. In our experience, it can generate significant business value, spur innovation, improve customer and employee experience, decrease time to market by up to three times, reduce product defects by 50 to 70 percent, improve brand and image perception, and increase operating margins and total shareholder returns. A recent McKinsey survey revealed that at nearly three-quarters of top-performing companies, the most-senior tech leaders are highly involved in shaping company strategy. 1 “ Prioritizing technology transformations to win ,” McKinsey, March 24, 2022.

About our Operating Model Index

The impact of shifts in the operating model on an organization’s performance has been studied and quantified in our Operating Model Index research. The research gathers insights from more than 400 organizations across industries and analyzes the correlation between operating model maturity and business outcomes, such as innovation, operating margin, total returns to shareholders, brand and image perception, and customer engagement. We will review the results and their implications for organizations in our upcoming article series.

The issue, however, is that many companies that want to develop a product and platform model struggle to do so. We analyzed more than 50 organizations across industries and geographies undergoing product and platform operating model transformations. (See sidebar “About our Operating Model Index.”) Although a few companies have met or exceeded their objectives, the efforts of a significant number either have stalled (for various reasons) or were unable to scale following initial progress.

What do the few get right that eludes the many? Our analysis revealed five actions that are critical for transitioning successfully to a product and platform operating model: getting the design of products right, prioritizing platform redesign, partnering with the business, rethinking tech governance, and transforming software engineering practices.

1. Build product teams around the end-user experience

In a product and platform operating model, “products” are the technology-enabled offerings—tools, services, or experiences—that allow customers and employees to engage in activities that create value. These might include “search” for a retailer, for example, or “financial planning and analysis” for a finance team. These products can be grouped around a variety of organizing principles, each with a specific team to serve the needs of the end user, deliver on the goals of the business, and align with the organization’s market position or digital maturity. For example, a market leader whose main concern is providing an omnichannel experience will set up multidisciplinary teams organized around products, such as ordering, and provide these products through multiple channels. Platform teams provide and maintain services that product teams consume (such as CRM and authentication).

An effective organizational approach has often been to build product teams around stages of the customer experience surrounding a purchase, from search to payment, or adjacent capabilities, such as loyalty programs or billing functions. Teams might also be organized around the employee experience, from recruitment to onboarding. In these approaches, the emphasis is on models that can be broadly applied and reused.

Key considerations when creating product teams

There are a number of questions that leaders should ask themselves when setting up their product teams:

• Can the organization’s technology architecture support discrete, modular products, or will aligning tech resources to experiences create additional complexity and coordination needs within IT?
• What are the business’s strategic priorities (for example, delivering new products and revenue streams, or building seamless, omnichannel experiences and end-to-end customer journeys)?
• Which products will meet end-user needs, what is the business value of each of them, and what are the metrics to track progress?
• What cross-cutting business capabilities should be shared among all products (for example, AI decisioning models that power marketing campaigns and analyze sales)?

Each product team will have a mission and be accountable for business outcomes. The teams must be small enough to be effective, yet contain all the cross-functional skills required for the team to function autonomously. It is critical to keep the number of teams manageable. Too many can strain resources while blurring accountability and adding bureaucracy. (See sidebar “Key considerations when creating product teams.”)

A global telco ran into several challenges when it rolled out its digital transformation prior to shifting to a product and platform design for its entire organization. In some product areas (such as promotions and trade-in), multiple business leaders claimed ownership of the same part of the design, and IT struggled to staff and resource them all. This led to a need for increased coordination, which affected the company’s ability to prioritize work and capture value from the transformation. Eventually, the telco paused the scale-up, designed a full product and platform model that addressed skill needs and talent allocations, aligned all stakeholders, and ensured the business assigned a single owner to each product. Only then did it resume scaling the transformation.

Would you like to learn more about McKinsey Technology ?

2. don’t forget the platforms.

When embarking on the transformation, companies often assume that simply reorganizing around products will be sufficient. That is rarely the case; indeed, it often results in greater technical debt .

Platform teams focus on making a company’s core systems more accessible, reusable, and better able to support products. Platforms develop and manage the underlying core systems (such as identity and access management and order management) and backbone (such as storage, aggregation, analysis, and provision of data) on which products are built. Products consume the services that platforms develop through APIs and microservices.

When designing and operationalizing platforms, companies should focus on three elements:

• Organization of platform teams: Companies should organize platforms into three groups: business or journey platforms that enable a specific business domain or end-user journey, such as customer data and inventory management; shared platforms that are used by multiple journeys or business domains, such as enterprise resource planning (ERP); and enterprise platforms that power the IT organization, such as identity and access management.
• How platforms interact with product teams: Most organizations have to manage platforms with varying degrees of flexibility. Some platforms, often older ones, are static. In this case, product teams design most of the features they need, and then platform teams do most of the actual build work. Newer platforms or more important platforms (such as e-commerce and chat bots) are built with a modular architecture and accessible via APIs. It’s crucial to assess how modular the platforms are, because that will determine resource needs, scope of work, and dependencies. To do this, the platform owner typically needs to work with product owners to prioritize and sequence the platform road map.
• Platform operations: Modernized platforms will operate like a product team. They will need a single platform owner with a dedicated team (mostly engineers), a vision, a road map, and objectives and key results (OKRs) linked to business outcomes—for example, reducing wait time at the counter by reducing the API response time.

Invest time in equipping your people for the change

A key for scaling this operating model transformation is building the necessary new capabilities to ensure that everyone is on the same page and understands the role they play in the transformation.

A global telco, for instance, created large-scale academies to train more than 1,000 employees with key product roles on product, agile, and DevOps concepts. The company first focused on pilot participants before scaling to the entire organization. It also designed and developed new career paths, incentives, and performance-management systems to support the effort.

A well-defined product and platform design can function as the de facto organizational structure (Exhibit 1). Our experience suggests that, since strategic priorities shift from year to year, organizations can anticipate that the design of their products and platforms may also shift by 10 to 15 percent in order to align with strategy. (See sidebar “Invest time in equipping your people for the change.”)

The approach to developing a platform capability can vary. An Asia-based bank created large platform teams across business units and geographies with joint business and technology leadership and accountability. Their efforts included developing persistent resourcing, shared performance objectives, and dedicated business processes and technical assets. This approach sped up platform modernization and rapidly increased the autonomy of product teams. A global retailer, on the other hand, had the product and platform groups working together, because the architecture was highly coupled in a few core systems, such as e-commerce platforms. The product and platform leaders committed to working together to modernize the platforms and eventually make them consumable via APIs.

3. Reinvent tech funding to make product and platform teams autonomous

Providing product and platform teams with reasonable autonomy requires a flexible but disciplined governance model. The first step is to define accountability to manage demand across different products. For example, all product enhancements and ideas for new features should flow to the leader of the respective product category or senior product owner, who oversees multiple product teams and helps with decisions on prioritization and resource allocation. That person regularly (perhaps quarterly) updates a central portfolio team to provide transparency on progress. This approach decentralizes decision making, eliminates duplicate responsibilities in the organization, and nourishes a collaborative and outcome-based culture.

This shift begins by funding product areas so that each product and platform leader has the autonomy to make and adjust funding decisions for their teams. Product leaders should have a single prioritized backlog (building features, fixing errors, remediating technical debt) and secure capital and operating expenditures to keep consistent product teams in place. Functions such as design and agile coaching are often funded through earmarked operating budgets.

The quid pro quo of providing more autonomy to product and platform teams is that the teams commit to clear OKRs linked to outcomes and aligned with the goals of the company. Organizations using OKRs to track progress and dynamically reallocate investments based on performance increase financial accountability, improve control of end-to-end product expenses, and can ultimately capture more value. We have seen organizations using this approach reduce the time required for annual budgeting by more than 60 percent and the time spent on management reporting by 20 to 30 percent.

At most companies today, some areas—especially for large existing programs—may maintain project-oriented governance for one to two years, while other areas (such as customer journeys) can move more quickly to product-based governance. It is important to be disciplined in finding the right balance while maintaining progress.

Products and platforms: Is your technology operating model ready?

4. establish joint accountability between tech and the business.

The main goal of a product and platform transformation is to generate the biggest impact for the business. That requires the IT function to work much more closely with the business and include all functional stakeholders—sales, marketing, supply chain, and customer service.

A clear baseline of existing capabilities and a clear blueprint for progress are useful artifacts for aligning tech with the business. From there, companies can establish a mechanism to sustain business involvement in the transformation. That can come from ensuring that a business leader joins each product team, sometimes as the product owner; has a guidance role on platform teams; and shares joint accountability with corresponding tech leads for delivering on the OKRs.

Where broad business support for the product and platform transformation exists, a larger scale-up of the operating model and structural changes to it can happen relatively quickly. In other cases, however, initial business champions and early adopters should launch a few teams to start. Even a small group that quickly demonstrates business value can have a big impact on building support in the business, including for more substantial structural changes (Exhibit 2).

A regional bank and a global retailer both opted to use a two-in-a-box model, in which a business leader and a tech leader jointly led a product team. This established clear joint accountability for business and technology performance objectives. This model helped the bank and the retailer develop the confidence to push decision making down to the product team level.

Another global retailer, meanwhile, took a slightly different approach, opting for a three-in-a-box model that embedded product, design, and engineering leadership in each team. The company replicates this triad at every level (product group, product, team) to ensure that the right capabilities and effective decision making are available at every stage of the journey.

5. Commit to creating a great developer experience

Committing to engineering excellence is about more than hiring great engineers. It’s about creating an environment where engineers can thrive by doing work of the highest value, using advanced tools and relying on automation across software development to reduce toil. At its root, this commitment to creating an advanced engineering environment is about focusing on the developer experience .

Advanced tooling includes providing on-demand access to self-service environments for testing, a fully automated and secure continuous integration/continuous delivery (CI/CD) pipeline (feature flag of issues, canary release techniques, and zero downtime), and automated life cycle management that makes it easy to observe and trace issues so teams can rapidly address them. Delivering on these capabilities requires a commitment to decoupled architecture, automating security and integrating it into the development process ( DevSecOps ), and tracking the performance of engineering modernization initiatives.

These measures enable developers to seamlessly spin up a platform in minutes, easily consume platform services with multiple consumption models (APIs or GitOps), and rapidly make improvements to platforms through an open-source approach (aka InnerSource) to manage code contribution.

Creating this kind of work environment requires a commensurate shift in the work that engineers do. Companies should consider allocating 10 to 30 percent of developer capacity to building new engineering and automation capabilities and upgrading skills through tailored learning programs. These capabilities are essential not only to retaining top engineers but also to enabling product and platform teams to rapidly develop quality software.

A global telco invested in the developer experience by setting up an enterprise-wide DevSecOps program that ran in lockstep with the product-model transformation. The program had five key pillars: a modern decoupled architecture, CI/CD practices, operational resiliency, security integrated into development, and tech delivery linked to business outcomes. The company supplemented the program by rolling out a central measurement platform to assess both the maturity and adoption of modern engineering practices through a real-time dashboard. The DevSecOps program ran in parallel with an aggressive migration to the public cloud. The program increased innovation, speed, the reliability and quality of code, and cost savings.

Transitioning to a product and platform operating model is no small undertaking. But by taking the five actions outlined in this article, organizations can put themselves in a stronger position to capitalize on the benefits of this operating model—not only spurring innovation and developing better products faster but also improving customer experience and increasing total shareholder returns. It’s an effort worth getting right the first time.

Rushabh Gala is an associate partner in McKinsey’s Chicago office, where Naufal Khan is a senior partner and Anindita Pal is a consultant; Ling Lau is a partner in the New Jersey office; and Gautam Lunawat is a partner in the Bay Area office.

The authors wish to thank Stephane Bout, Leorizio D'Aversa, Nicolas de la Flor, Martin Harrysson, James Kaplan, Eric Lamarre, Megha Sinha, Phil Tuddenham, and Belkis Vasquez-McCall for their contributions to this article.

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Table of contents, the most common product manager case study question types.

• December 30, 2020

Richard Chen

Congratulations on getting a Product Manager interview and making it to the case study round. Getting this far along the process is a real accomplishment, although it’s nowhere near the finish line. You have got to dominate the case study round first! To ace your Product Manager case study questions, first, you have to know what to expect. Given the plethora of companies and resources online, it might be tough to navigate your way to the right types of questions to solve when prepping for your next case study interview.

After mentoring more than a thousand members and helping them land the Product Manager job of their dreams, we have noticed a few trending patterns in the case studies they were given. While every company has its style when it comes to interviewing, there are certain types of questions that we continuously see appear in case study interviews.

In this article, we categorize these questions by what they ask you to do and how you should approach them. Here are the four common types of Product Manager case study questions that you should expect in your case study interview, ordered from the most common to least common:

• Product Design Questions
• Product Strategy Questions

Estimation and Analysis Questions

Scheduling/operational questions, product design case study questions.

If there is one thing we know about Product Manager case study interviews, it’s that you’ll get a product design question, regardless of where you interview. This should be no surprise to you as the Product Manager’s primary duty is to develop unique products that address the needs and desires of their target market.

Some companies will ask you to whiteboard your response within minutes while others will give you a week to turn your ideas into professional deliverables. Regardless, you’ll face product design questions.

Interviewers could ask these questions in many different ways. Here are eight common kinds of product design questions you should be expecting:

• Design a product to help users find doctors on Facebook. ( Facebook )
• How would you improve Google Maps? ( Google )
• You’re a part of the Google Search webspam team: How would you detect duplicate websites? (Google)
• Name any product you love and any product you despise and explain your reasoning for both cases. ( Amazon )
• We aim to generate 100K monthly recurring customers with our product XYZ. What product or customer offerings would you create to help the team reach their goal? (Walmart)
• You work for a mobile photo-sharing app that sees many users posting photos at shops and restaurants. The leadership team would like to figure out a way to monetize this organic relationship. What would you build? (Venmo)
• You’re the Product Manager of a team that focuses on financial products for our drivers. You’re tasked with designing a financial product (or suite of products) that addresses our drivers’ needs in Brazil. ( Uber )
• Go to our website and sign up as a Hiring Manager. Identify three places where the customer experience could be better. (Upwork)

Designing Everyday Products

Believe it or not, product management is not limited to complex software products. Every object you’ve encountered went through some sort of product management and design process!

So, in your case study interview, don’t be surprised if you encounter a couple of questions like these:

• How would you redesign your shower?
• How would you design an elevator for a 100-floor building?
• How would you design sunglasses for babies?

Thinking about the problems faced by users is the key to answering these questions .

How to Answer Product Design Case Study Questions

Designing a new product out of the blue with a limited time might sound intimidating, but it’s not impossible.

Start by questioning the product that you were just asked about. Ask your interviewer for more constraints and understand what kinds of assumptions you should make before jumping into prototyping. Many candidates who receive take-home assignments think it’s impossible to ask your interviewer questions, but this is actually the most important first step to take in approaching your case study . Before you begin forming your own answers, you need to get as many details from them as you can.

Once you clarified the assumptions, think about the kinds of users this product would be serving. What are their needs? What are they actively looking for? Are there any existing products that satisfy these needs? The critical skill to demonstrate while addressing product design case study questions is customer empathy. You have to understand what the customer wants and design your product or feature accordingly.

After you define your target persona, think about all the features and metrics to measure the success of these features. Keep in mind that whatever you come up with is open for improvement. You want to show your interviewer that you can think beyond the MVP.

As you can see from the broad spectrum of questions above, you might be asked to design a product from scratch or to improve an existing product. Some questions will explicitly tell you to focus on a specific OKR, while others will leave everything ambiguous to challenge you to think more.  For some extra insight and examples, watch our case study instructor Roman Kolosovskiy solving a popular Facebook product design question:

Product Strategy Case Study Questions

Product strategy questions started trending recently as many companies seek intuitive Product Managers who can take ownership beyond the scope of the product they were hired to work on.

Unlike product design questions, strategy questions require you to think about the bigger picture. You’ll either be asked to find ways to make a product (and hence define success for the product) or to complete the overall organization more successfully.

Here are five of the most frequently asked product strategy questions to prep for:

• If you were Google’s CEO, would you be concerned about Microsoft? (Google)
• How would you improve product/feature X (where X is something that the company is currently working on or selling)?
• How would you improve Google Maps? (Google)
• How would you set goals and measure success for Facebook notifications? (Facebook)
• How would you monetize Facebook messenger? (Facebook)
• How would you determine the right price and method to promote product XYZ, and why? (Amazon)
• Imagine you’re a PM that works with big data. Now what? (Microsoft)

How to Solve Product Strategy Case Study Questions

Remember: no product is created in a single iteration. Even the most perfect product has room for improvement. To solve these questions, you need to be well informed about the company and its products/services. Here are some of the main points you should be addressing with your response to strategy questions:

• How does a particular product contribute to the company’s overall business?
• What businesses, markets, or products should the company focus on to reach its targets?
• What metrics should the company focus on to be successful?

Consider the company’s business model, competitors, and the recent developments in that industry. The essential skill you need to demonstrate here is analytical thinking. You should identify the key OKRs to define success for your product and organization. These questions also test your prioritization skills.

Note that these questions will most likely appear during the interview itself as it’s quite challenging to prepare deliverables for them. Like product design questions, they are very ambiguous. The only way to solve them entirely is by narrowing them down first with questions.

Many companies ask estimation questions during the case study round . If you are wondering how these questions assess your product management skills, you can consider them a method for the interviewers to understand how comfortable you are making decisions with limited data.

Long story short, they want to see how you use data to derive the KPIs you need for your product. Here are seven examples of estimation questions you might face:

• How many queries per second does Gmail get? (Google)
• As the Product Manager for Google Glass ‘Enterprise Edition’, which metrics would you track? How do you know if the product is successful? (Google)
• How much revenue does YouTube make per day? (Google)
• How would you go about estimating the number of gas stations in the USA? (Microsoft)
• How would you track user engagement in an app, and what KPIs would you use to improve it? (Microsoft)
• How would you measure the success of the Netflix recommendation engine? (Netflix)
• Ride cancellations shot up 4.5% week-over-week (WoW). How would you investigate what’s going on? (Uber)

Most of these questions will require you to calculate how many users would use a product that the company is currently providing or thinking of producing, how much revenue a product would bring to the company, what the market acquisition percentage would be, etc.

These questions are mostly asked during the interview. To solve them without internet access is only possible by learning the fundamental values of the company beforehand. This includes the revenue it makes or the approximate number of users it has. You should also be able to calculate their critical KPIs.

Operational questions are scarce, but we have seen more companies lately relying on them to assess the candidates’ ability to turn ideas into deliverable tasks.

A significant aspect of product management is stakeholder management, and these questions challenge you to distribute work items to the related stakeholder or team member. You are also asked to come up with a realistic delivery schedule. Your knowledge of Agile principles — especially for software products — is also essential.

If you need to review agile principles, check out this video:

Note that for most operational case study questions, the interviewer will require you to write a detailed delivery schedule and write user stories and tasks.

Here are two examples of case study questions to get you familiar with the task:

• Write the Jira ticket(s) for engineering for the idea you want to execute. (Upwork)
• Outline a brief (1-2 page) launch plan that would cover the activities and tasks needed to launch the feature successfully. Be sure to touch on both internal and external stakeholders, and include potential launch goals. (Stitch Data)

Need More Case Study Advice?

Or if you need a hand with the job-hunting process as a whole, let us help you. We’re scheduling free 20-minute career coaching sessions with our in-house team. Give us a call and learn how Product Gym can help you ace every round of the Product Manager interview.

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April 8, 2021

Project to Product Transformation Case Study: Fortune 100 Retail Enterprise

This study focuses on a Fortune 100 retail enterprise that demonstrated sustained progression through the three stages of enterprise product transformation.

• Transformation Implementation

Their journey began with grassroots experimentation in a small number of technology teams within the digital and API platform organizations. As initial success was seen in this experimentation, they also spanned their new practices across a few mainframe and monolithic applications.

The initial focus of the incubation stage was on DevOps and Agile. A Dojo was established to demonstrate and accelerate the full-stack product model. Coaches supported immersive learning experiences within the Dojo and quickly educated workers on the new product team roles (e.g., product owner, scrum master, full-stack product team operating with an Agile mindset while practicing DevOps principles).

The success and learnings from the incubation stage quickly led to a “big bang” implementation during their scaling stage. This shift was directed by the CIO, who had previous product experience that crystallized his vision of a transformed organization. The CIO and various other leaders held frequent informal town halls to transparently communicate vision, intent, and approach as the model was being developed.

The transformation implementation was led by internal technology leaders. This organization shift was implemented in waves over a nine- to twelve-month period. The number of projects this company worked on during any given time reduced from more than 800 to fewer than twenty.

The full organization was transformed during the late scaling stage and optimization stage. As the product model matured within the IT organization, the business realized that the formerly slow “black box” IT was no more. IT was now moving faster than the business, increasing their engagement with the public and igniting interest in adopting Agile and product-oriented methods across the business.

The Dojo, which once served only IT workers, became the learning and acceleration environment for business teams to rapidly adopt Agile, Lean, and product-oriented concepts. The Dojo engagements were leveraged as opportunities to bring IT and business to the table together, further bridging the gap between business and IT. It was at this point that full enterprise or business agility became a real possibility.

• Business and Technology Synchronicity

Product leadership roles were established within both IT and the business to encourage continuous alignment to products. As the product model scaled across IT and the business, the need to implement shorter planning cycles surfaced.

Quarterly product planning (QPP) was implemented as a method to synchronize cadence, OKRs, and roadmaps of product teams. QPP was intentionally designed to counteract heavy bureaucratic governance.

Product teams were educated on OKRs and provided guidance on how to form product networks in a self-organized way.

Product owners were encouraged to connect with other product owners who were aligned to a common value stream, customer experience, or shared objective.

Coaches provided facilitation support to help form product networks and establish product owner routines that focused less on the current sprint and more on removing escalated blockers, synchronizing OKRs, and managing dependencies.

The principles of QPP were based on empowerment, collaboration, and Lean processes. As the transformation evolved into the optimize stage, the product networks became less dependent on coach support and more self-sufficient.

Operations was also redistributed to imbue support skillsets within each product team. This further underscored the full-stack product team concept of having full ownership of all design, build, and run of their products and scaling DevOps across the IT organization. This shift ultimately leaned out the support organization to include a technology operations center, which functioned as first-level support for call centers, routing incidents, and problems to the proper product teams.

• Product Taxonomy

Technology leaders from each portfolio drafted the product taxonomy and mapped the entire organization to the product taxonomy structure. The taxonomy continued to evolve quarterly with official updates published biannually.

Once the taxonomy was drafted, the organization aligned products and their supporting technology/application accountabilities to full-stack product teams. As product transformation matured into the optimization stage, the product mapping process also matured by leveraging the Dojo to host coach-facilitated product definition and discovery workshops. The workshops offered product teams the opportunity to more crisply define their products through product chartering and value stream mapping.

It was important for the product teams to understand the larger ecosystem within which their product would sit. This helped prevent the product model from becoming bloated over time.

• Workforce and Talent

Product owners were initially identified from within the IT organization then later transitioned into the business. Traditional project management roles (e.g., project managers, business analysts, process analysts, testers, and functional analysts) were replaced by product owners, scrum masters, and full-stack engineers.

This shift also triggered a large-scale effort to delayer the organization, leaning out the hierarchical structure that had previously supported more traditional bureaucracy. The delayering reduced the management structure from ten layers of management to four.

Prior to the product model transformation, the IT side of the business was primarily outsourced and offshore, with a mix of 70% contractors and 30% employees. Within the first year of the product transformation, this ratio flipped to 70% employees and 30% contractors. This was largely achieved by removing thousands of contractors from the workforce, driving the total technology workforce from over 10,000 people to approximately 6,000.

Keeping the intellectual property in-house, created by employed engineers rather than outsourced to third parties, also preserved the enterprise’s competitive edge. The organization was able to perform better on speed, quality, and cost due to improved prioritization and technology practices across the organization.

The experiential learning approach of the Dojos had proven to be very effective at “leveling up” people through the transformation. Thus, Dojos were scaled out to support the scaling stage and ultimately supported over twenty-five teams at any given time. This approach was coupled with Agile training and boot camps to help train teams as they were moving to the new product-based model.

• Funding Model

Another critical enabler of the product model transformation was a “big bang” implementation of how work was funded. The funding model shifted from funding projects to funding persistent product teams. Funding evolved into a biannual process focused on value-based outcomes in the form of OKRs. Other aspects of the funding request would support any necessary software, hardware, and product team personnel. Leaders would need to determine how many product teams would be needed to support a product and build the team needs into the funding request. Funds would be released to teams quarterly (as needed) based on outcomes achieved, product roadmaps, and projected OKRs.

• Architecture

Additional engineer empowerment was manifested by a quarterly CIO workshop, which gave the lead engineers a voice in architectural vision and decisions. Culturally, there was a principle shift to valuing guidance over governance regarding preferred technology strategies. Monolithic applications were no longer the norm. Priority was put on descaling monolithic, internally focused systems into smaller pieces that could be run by small, self-managing, customer-focused teams. Enterprise-class APIs and microservice strategies were leveraged to build common services and decoupled systems. Automation-first principles were of highest priority for all teams for all aspects of their product delivery end to end. Other critical functions were also automated into delivery processes, including Information Technology Infrastructure Library (ITIL) processes, audit evidence, and security controls.

• Culture and Leadership

Significant focus was put on building an engineering culture that stressed the importance of internal intellectual property and inner-sourcing. To accomplish this cultural transformation, internal events such as hackathons, DevOps days, product and engineering inner-conferences, and demo days were implemented, which provided the employed engineers venues in which they could network, share knowledge, and learn best practices.

Additionally, Dojos began to serve as a powerful cultural hub within the organization, enabling teams to start learning and practicing new behaviors in a safe environment. Previously, engineers did not have a voice or autonomy to creatively solve customer problems; rather, full solution requirements were dictated to them via waterfall projects.

Leaders were put through Agile mindset classes and immersive workshops on team functionality in the new model. This helped them adapt their leadership styles to enable and empower their engineers in this new model. A DevOps summit was run within the company with all technology executives and middle management invited. Speakers from the DevOps Enterprise Summit who were recognized for leading transformation within their own companies were invited to share their stories at this event.

Overal Reception to Transformation

While the product model implementation was viewed as a success in short order, it wasn’t free of challenges or fail points. Some of the challenges included resistance to change from the frozen middle, or middle management. Agile and product-oriented methods were often viewed as a phase that would pass. Shifting people into new roles (e.g., project managers becoming scrum masters, business analysts becoming product owners, configuration analysts becoming engineers) presented failure points as people weren’t provided adequate training to shift successfully. This gap led to attrition and frustration within teams.

These constraints were managed and addressed as the company continued to optimize their product transformation. Over time, they have been able to hire high-caliber talent who came from digital-native companies such as Netflix and have been able to continue driving toward a more Lean, highly efficient organization.

It’s safe to say that the typical success rate for a “big bang” transformation of this scale is likely in the low single-digit percentages. However, this company was extremely successful. Why? Upon deeper inspection, we uncovered the following characteristics that were likely significant contributors to their unlikely success.

• They had a burning platform, and everyone knew they had to change. Their industry was going through significant disruption. New threats emerged from Amazon, as they had a more digitally oriented business model and were quickly taking market share from other players in the industry.
• They already had a highly collaborative culture, making it easier to get their technology workforce to share and learn across the organization.
• They had fostered a strong bottom-up cultural movement as part of their DevOps transformation prior to kicking off their product transformation.
• Their entire C-suite turned over in about a twelve- to eighteen-month timeframe. New executives were looking to champion change initiatives. Within IT this enabled bottom-up initiatives to meet top-down initiatives, which accelerated the overall rate of transformation.
• Their new CIO had previous success with driving DevOps and Agile transformation in a previous enterprise.
• They had strong leaders driving their transformation who understood the internal environment and how to influence change across the organization.
• Their people were all colocated versus being geographically spread across many locations. This allowed them to drive more cohesion and connectedness as they formed product teams across the organization.
• Their business and security executives were willing to embrace a new model of working with IT to get work done.

In the continuing posts in this series, we will explore each of the Seven Domains of Transformation in more detail. 

• Seven Domains of Transformation

In the full white paper,  The Project to Product Transformation , you will find not only the guidance indicators to create, increase, and sustain velocity, but also the negative force learnings that should help you avoid pitfalls in your transformational journey.

IT Revolution

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Use cases: driving product market fit and sustainable growth.

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Fernando Gutierrez, CEO of Tachyus.

In my journey as a CEO and tech leader, one principle has consistently proven to be a cornerstone of our success: the meticulous understanding and definition of use cases. This focus has been pivotal in achieving Product Market Fit (PMF) , driving growth and wide adoption of our solutions. Moreover, scaling our solutions through well-defined and standardized use cases ensures that our innovations meet market demands and delight users and stakeholders alike. This disciplined approach has empowered us to transform initial concepts into market-leading products, fostering sustainable growth and industry leadership.

Use cases describe how users interact with a system to achieve specific goals. They provide a narrative bridging the gap between technical specifications and user needs, ensuring that every development effort is aligned with real-world applications. Understanding and defining use cases across different product stages is essential for aligning software development with business goals, achieving PMF and scaling effectively.

Use cases follow a structured process to ensure comprehensive development and alignment with business goals. The process begins with business use cases that define high-level business goals and strategic objectives, setting the project’s direction and ensuring alignment with strategic goals. Once these business goals are clear, system use cases are developed to translate them into specific functionalities, focusing on user interactions with the system and detailing what needs to be built to meet business objectives. Finally, implementation use cases are created, providing exhaustive documentation for developers and testers to thoroughly implement and validate the system, ensuring that every possible scenario is covered. This structured approach ensures that the final product aligns with business goals, meets user needs and is robust and scalable. Let's explore the specific benefits of these three use case categories and how they contribute to successful product development and scaling.

Business Use Cases To Address Key Business Challenges

Business use cases define high-level business goals and strategic objectives, ensuring that technology development aligns with the company's strategic direction. Additionally, they provide a high-level view that is easily understandable by non-technical stakeholders, facilitating better communication and engagement with business leaders. They set the overall project direction by providing a framework for understanding the business context and the problems the software aims to solve. Additionally, business use cases facilitate early validation of the product concept, demonstrating its potential to address key business challenges and attract initial customers and investors. This early validation provides the necessary proof of concept and confidence for securing funding and support, ensuring that all development efforts are focused on achieving strategic business outcomes. These use cases help refine and enhance the product to ensure it is viable and delightful to users. This structured approach facilitates product scaling by offering a clear roadmap for expansion, ensuring that the solution can be consistently replicated and adapted across various contexts, including different markets, customer bases and user groups.

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Best 5% interest savings accounts of 2024, functional use cases to enhance customer experience.

Functional use cases translate high-level business goals into specific functionalities and interactions between users and the system, ensuring developers clearly understand what needs to be built. They offer detailed descriptions of functional requirements and system behaviors, focusing on enhancing the customer experience by detailing how users interact with the system. This ensures the design is intuitive and meets user needs effectively, leading to higher satisfaction and adoption rates. Moreover, system use cases include variations and exceptions, preparing the software to handle different scenarios and edge cases, resulting in more robust and reliable solutions. As the product evolves to the scaling stage, functional use cases guide the development of features that meet user needs and enhance user delight and loyalty.

Implementation Use Cases To Ensure Standardization And Adoption

Detailed/comprehensive use cases provide exhaustive documentation covering all possible scenarios, including alternate and exception flows. This documentation is a crucial reference guide for development, testing and future maintenance. By offering thorough implementation guidance, these use cases ensure that every aspect of the system is well understood and correctly implemented, promoting consistency and standardization. This thoroughness improves collaboration among team members, reduces misunderstandings and leads to a higher-quality final product. Additionally, detailed use cases ensure the system’s sustainability, scalability, reliability and user satisfaction, which can evolve to meet future demands and support long-term growth.

In conclusion, my journey as a CEO and tech leader has shown that a meticulous understanding and definition of use cases are pivotal in the software development cycle from MVP to achieving PMF and Scaling. Understanding and defining use cases across different product stages—business, functional and implementation—ensures alignment with business goals, facilitates early validation and supports scaling. This structured approach leads to high-quality, user-centric software that scales efficiently and meets evolving market needs. By leveraging these categories of use cases, technology leaders can drive value, foster adoption and support long-term growth.

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Peter Shulman

Dr. Shulman studies technology, science, and American politics in the 19th and 20th centuries, with special interests in the history of energy, environmental history, communication and transportation, the history of intelligence, and the history of American foreign relations. He teaches courses in the history of technology, energy and the environment, historical methods, and contemporary history. His current book project is a history of ideas about intelligence in twentieth century America.

Prof. Shulman currently serves as the Director of Undergraduate Studies for the Department of History, certifying major and minor declaration forms and reviewing requests for transfer and study abroad credit.

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How Innovative Is China in the Electric Vehicle and Battery Industries?

China is at the global forefront of the electric vehicle (EV) and EV battery industries. Its firms produce nearly two-thirds of the world’s EVs and more than three-quarters of EV batteries. They also have produced notable innovations in EV products, processes, and customer experiences.

KEY TAKEAWAYS

Key takeaways.

Key Takeaways 1

Introduction . 3

Background and Methodology 5

Importance of EVs and EV Batteries and the U.S. Role . 5

China’s Electric Vehicle Industry 6

How Innovative Are China’s EV and EV Batteries Industries? 12

Product Innovation . 13

EV Battery Innovation . 13

EV Innovation . 15

Other Vehicle Innovations 18

Process Innovation . 18

Market- and Customer-Experience-Driven Innovation . 20

Innovation Inputs to China’s EV Sector 21

R&D Intensity 21

Scientific Publications 22

Company Case Studies 28

Li Auto . 29

China’s Government Policies Supporting the EV Sector 30

Subsidies 30

JVs and Technology Transfer Requirements 32

IP Theft 32

Favoring Domestic Enterprises 33

Other Policies 33

Analysis of Chinese Policies Supporting the EV Sector 34

What Should America Do? 35

Conclusion . 38

Endnotes 39

Introduction

In 1985, Chinese enterprises manufactured a grand total of 5,200 passenger vehicles. [1] In 2024, they will manufacture a total of 26.8 million—21 percent of global production—a share automotive analysts expect will reach one-third by 2030. [2] The now more than 200 EV manufacturers operating in China will produce an estimated 10 million EV units in 2024, up from 8.9 million vehicles in 2023. In 2022, China accounted for 62 percent of global EV production (though this figure also counts Western manufacturers operating in China, such as Tesla) and 59 percent of global EV sales. [3] Similarly, China’s battery manufacturing capacity in 2022 stood at 0.9 terawatt hours, roughly 77 percent of the global share. [4] China’s two largest EV battery producers—CATL and FDB—alone account for over one-half of global EV battery production and in total, Chinese manufacturers produce 75 percent of the world’s lithium-ion batteries.

As The Wall Street Journal’s Greg Ip wrote, China’s global lead in EVs stems from “a unique combination of industrial policy, protectionism, and homegrown competitive dynamism.” [5] Indeed, there’s no doubt China’s EV industry has benefited greatly from aggressive industrial policy, spearheaded in particular by China’s lavish expenditure of over $230 billion in subsidies to the sector from 2009 to 2023, principally in the form of buyers’ rebates and sales tax exemptions. [6] China’s EV and EV battery companies have also benefitted from other “innovation mercantilist” policies including local content requirements, forced technology transfer, and state-blessed IP theft. Yet, they have also benefitted from less injurious (to foreign competitors) forms of government support, including world-leading levels of public research and development (R&D) investment in EVs, proactive government procurement policies, aggressive deployment of electric charging infrastructure, and consumer incentives to purchase EVs (such as free vehicle licenses or exemptions from roadway restrictions).

The Chinese government—at both the federal and provincial levels—has made EV competitiveness a national priority. It’s important to note that China’s drive toward EVs stems from a recognition made in the mid-2000s that Chinese enterprises were unlikely to become globally competitive in the dominant technological paradigm of internal combustion engines (ICE) at the time (despite aggressive technology transfer requirements) and so China’s leaders identified EVs as a breakthrough, or “leapfrog,” technology that could at once enable China to develop a globally competitive domestic industry while breaking the country’s dependence on foreign automotive technologies—and, crucially, the imports of ICE automobiles (and their oil) that this entailed. As one industry observer explained, “The primary motivation for China to push for EVs was energy security. Second was industrial competitiveness, and a far distant third was sustainability.” [7] Today, China’s push toward leadership in EVs—just as for artificial intelligence (AI), aerospace, biotechnology, nuclear power, semiconductors, high-speed rail, or any another advanced technology—should be construed as an effort to accumulate and extend its national power.

But while China’s EV industry has certainly benefitted from intense government support, Chinese EV and EV battery enterprises have become increasingly innovative in their own right across a number of dimensions of product innovation, process innovation, business model innovation, and even customer experience innovation. In EV batteries, Chinese enterprises have made important breakthroughs in battery chemistry, with some Chinese EV battery start-ups now working to develop EV batteries they assert will have a 2,000 kilometer (km) (1,300 miles) range. With the battery accounting for as much as 40 percent of the value of an EV, the country’s dominance in EV battery production gives its EV manufacturers an important first-mover advantage.

Moreover, Chinese enterprises are leading in other aspects of vehicle technology, from innovative vehicle suspension systems to the incorporation of a range of novel digital features; from autonomous driving, interactive voice control to multiple touch screens that enable everything from watching movies to singing karaoke. Chinese firms are also aggressively innovating vehicle production processes, from robotic automation to digital production systems (i.e., digitalized manufacturing execution systems) to innovative aluminum diecasting processes. Chinese EV manufacturers are also accelerating the pace of product innovation. One assessment finds that Chinese EV companies are 30 percent faster in developing and releasing a new car model than “legacy” American, European, and Japanese carmakers are. In short, the quality and innovativeness of EVs from leading Chinese manufacturers such as BYD, Li Auto, Xiaomi, and others increasingly rival or exceed offerings from Tesla or BMW.

Chinese EV enterprises are backed by an increasingly capable support ecosystem, including everything from the quality of the R&D conducted at Chinese universities and research institutions to a deep local supplier base. In particular, the number and quality of Chinese scientific publications pertaining to EVs and EV batteries has increased markedly in recent years. For instance, the Australian Strategic Policy Institute (ASPI) found that Chinese institutions account for 65.4 percent of the high-impact publications for electric batteries, substantially outpacing the United States’ 11.9 percent. And, as ASPI wrote, “The Chinese Academy of Sciences is a stand-out performer in the Critical Technology Tracker datasets. It leads in six of the eight energy and environment technologies [and is] no. 1 globally for electric batteries.” [8] Meanwhile, Chinese entities’ global share of patents in the field of electric propulsion increased 11-fold from 2.4 percent in 2010 to 26.9 percent in 2020.

The quality and innovativeness of EVs from leading Chinese manufacturers such as BYD, Li Auto, Xiaomi, and others increasingly rival or exceed offerings from Tesla or BMW.

China’s EV makers have undeniably become critical global players in the sector, and certainly a long-term threat to once-dominant Organization for Economic Cooperation and Development (OECD) nation auto manufacturers. In response to this threat (in no small part a result of China’s industrial subsidies), the United States has introduced tariffs of 100 percent on Chinese EVs and the European Union has established tariffs of up to 38 percent. While that’s a stopgap to prevent what the Alliance for Automotive Manufacturing referred to as a potential “extinction-level event” (should Chinese EV companies come to significantly penetrate the U.S. vehicle market), market limitations alone will not be fully effective. [9] Rather, the leading OECD nations will need to double down on genuine technological innovation. Here, policymakers should support the sector with robust R&D funding, R&D programs such as a “BatteryShot” initiative that could help produce EV batteries with longer range and better price performance, and supportive policies to stimulate consumer adoption, such as the deployment of a nationwide EV charging infrastructure. Moreover, policymakers must recognize that green technologies such as EVs will only become attractive to American buyers once they reach price/performance parity (P3) with existing technologies, meaning that for a given level of performance, a green technology has reached price parity with an existing dirty technology without subsidies or taxes on the latter.

Background and Methodology

The common narrative is that China is a copier and the United States is an innovator. That narrative often supports a lackadaisical attitude toward U.S. technology and industrial policy. After all, America leads in innovation, so there is nothing to worry about. First, this assumption is misguided because innovators can lose leadership to copiers with lower cost structures, as has been the case in many U.S. industries, including consumer electronics, semiconductors, solar panels, telecom equipment, and machine tools. [10] Second, it’s not clear that China is a sluggish copier and always destined to be a follower.

To assess how innovative Chinese enterprises and industries are, the Smith Richardson Foundation provided support to the Information Technology and Innovation Foundation (ITIF) to research the question. As part of this research, ITIF is focusing on particular sectors, including EVs and their batteries.

To be sure, it is difficult to assess the innovation capabilities of any country’s industries, but it is especially difficult for Chinese industries. In part, this is because, under President Xi Jinping, China discloses much less information to the world than it used to, especially about its industrial and technological capabilities. Notwithstanding this, ITIF relied on three methods to assess Chinese innovation in EVs and EV batteries. First, we conducted in-depth case study evaluations of two Chinese EV companies randomly selected from EV companies listed on the “2023 EU Industrial R&D Investment Scoreboard.” Second, we conducted interviews and held a focus group roundtable with global experts (to whom we offered anonymous participation) on the Chinese EV industry. And third, we assessed global data on EV innovation, including scientific articles and patents.

Importance of EVs and EV Batteries and the U.S. Role

Concerns over climate change have prompted governments to start focusing on finding alternative sources of energy. As such, EVs, and the battery technologies associated with them, have gained an increasing importance in recent years. In an effort to reduce greenhouse gas (GHG) emissions, governments have adopted various strategies to spur investment in and adoption of EVs. For instance, between the 2021 Infrastructure Investment and Jobs Act and the subsequent Inflation Reduction Act, the U.S. Congress has allocated over $245 billion in public expenditures toward supporting EV development and adoption. [11]

Despite their increasing popularity, EVs have existed longer than most appreciate. U.S. inventor William Morrison invented the first operational EV in 1890. [12] More current interest arguably started in the 1970s, when the rise in oil prices and attendant gas shortages sparked an interest in alternative energy sources. This motivated Congress to pass the Electric and Hybrid Vehicle Research, Development, and Demonstration Act of 1976. [13]

Lithium iron phosphate (LFP) battery technology originated in the United States (particularly important breakthroughs were made at the University of Texas in 1996), but, as one observer argued, “U.S. companies abandoned it for lack of a near-term payback.” [14] Instead, the technology was initially commercialized in Japan in the 1990s and was long dominated by Japanese and South Korean manufacturers. [15] However, LFP battery technology has been refined and improved over the past two decades by several Chinese companies, notably CATL, FDB, and BYD.

Tesla has become an important American innovator of EV and EV battery technology, while others such as Rivian and Lucid Technology have stepped into the game, along with traditional manufacturers such as Ford and General Motors (GM). GM, which in 2010 introduced the Volt EV as a response to Toyota’s Prius, promised in 2021 to produce only EVs by 2035, although GM CEO Mary Barra backtracked on this in January 2024 by saying GM’s product introductions henceforth “will be guided by customer demand,” and that it would reintroduce a gasoline-electric car with a plug. [16] From 2018 to 2023, 4.1 million EVs were manufactured in the United States, making America the world’s third-largest EV manufacturer (after China and Germany) and giving the United States a 16 percent global share (among the top-six EV-producing nations) of EV production over that timeframe. [17] While the United States has fallen off the global lead in EV battery production, several innovative start-ups including QuantumScape, Factorial Energy, and Solid Power are now trying to develop a next generation of so-called “all-solid-state batteries” (ASSBs) that would reestablish an American foothold in the field (while foreign firms such as Korea’s LG and SK have recently expanded their EV battery manufacturing operations in the United States).

Lastly, it’s imperative to note that a healthy automotive sector is critical to the U.S. economy. The sector has historically contributed from 3 to 3.5 percent of overall U.S. gross domestic product (GDP). [18]  The industry supports a total of 9.7 million American jobs, or about 5 percent of private sector employment. Each job for an auto manufacturer in the United States creates nearly 10.5 other positions in industries across the economy. [19] In 2022, U.S. entities invested $48.4 billion on automotive R&D, which represented about 39 percent of global automotive R&D spending. [20] The industry represents the core of U.S. metal working and related production capabilities, which also entail very important dual-use applications (such as the key role GM played in building tanks, vehicles, and even aircraft during World War II). In short, the U.S. automotive industry is simply too big to fail if the United States is to have a robust manufacturing sector and vibrant advanced-technology economy.

China’s Electric Vehicle Industry

There exist several types of new energy vehicles (NEVs), with the most significant being fully battery electric vehicles (BEVs), plug-in hybrid electric vehicles (PHEVs), and hybrid-electric vehicles (HEVs). [21] By year-end 2024, analysts expect that BEVs and PHEVs will account for 21.8 percent of all new vehicles sold globally, an increase of 2 percentage points from the 19.2 percent they accounted for in 2023. [22] (See figure 1.)

China has become the dominant market for both EV production and EV sales. Analysts expect that 11.5 million new EVs will be sold in China in 2024 (compared with 3.3 million in Europe and 2.7 million across the rest of the world), which they expect will account for 44 percent of new vehicles sold in the country this year. (See figure 1.) In 2023, sales of EVs in China increased by 37 percent from the year prior. In December 2023, China accounted for 69 percent of the world’s EV sales for that month, while for 2023, China accounted for 60 percent of global EV sales. [23] By 2030, analysts expect EVs to account for over 70 percent of annual vehicle sales in China. [24]

Figure 1: EV sales by country and EVs as a share of all car sales [25]

Overall, Chinese enterprises have come to be the leading players in the global EV industry. As of 2022, Chinese manufacturers accounted for 62 percent of all EVs produced in the world, a tremendous increase from the 0.1 percent of global EV sales Chinese enterprises accounted for in 2012. [26] (See figure 2.) In 2023, China’s total NEV production reached 8.91 million units, up 34.2 percent over the previous year, and analysts expect China’s total NEV production will exceed 10 million units in 2024. [27] For 2023, China produced 6.11 million BEVs (accounting for 68.6 percent of its NEV production) and an additional 2.8 million PHEVs. [28]

Figure 2: Global EV sales in millions of units [29]

According to market research firm TrendForce, as of year-end 2023, Tesla commanded 19.9 percent of the global BEV market, followed by the Chinese firms BYD with 17 percent, GAC Aion with 5.2 percent, SAIC-GM-Wuling with 4.9 percent, and Volkswagen with 4.6 percent. [30] (See figure 3.) (All other manufacturers outside the top 10 accounted for 34.9 percent of sales.) However, based on Q1 and Q2 2024 production (and remainder of year forecasts), analysts expect that BYD will surpass Tesla as the top producer of BEVs by year-end 2024. [31]

Figure 3: Global market shares of top 10 BEV manufacturers, year-end 2023 [32]

Considering PHEVs only, BYD dominates the global industry, with a 33.8 percent market share, followed at the top by Chinese firm Li Auto with 9.6 percent, BMW with 4.3 percent, and Mercedes-Benz and Volvo with 3.9 percent each. (See figure 4.) Li Auto’s share of the global PHEV market grew 182 percent from 2022 to 2023.

Figure 4: Global market shares of top 10 PHEV manufacturers, year-end 2023 [33]

In terms of the Chinese NEV retail sales market specifically, BYD sold 2.76 million vehicles in 2023, followed by Tesla China with 603,664 vehicles sold and GAC Aion with 483,632. (See figure 5.) Overall, BYD accounted for 35 percent of Chinese NEV sales in 2023 and was the only manufacturer with a market share of more than 10 percent. [34]

Figure 5: Top 10 manufacturers’ NEV retail sales in China, 2023 [35]

Likewise, Chinese enterprises dominate in the global share of EV battery manufacturing. CATL accounts for 37 percent of the global EV battery market followed by FDB with 16 percent, giving China’s top two competitors alone over half the global market. (See figure 6.) The twain are followed by LG Energy and Panasonic, with 14 percent and 6 percent of the market, respectively. [36] In total, Chinese EV battery manufacturers hold about 75 percent of the global market. [37] Morgan Stanley analysts predict that, by 2030, CATL alone will account for 35 percent of batteries sold in the European market. [38]

Figure 6: Leading EV battery manufacturers’ global market shares, 2023 [39]

As of 2022, China accounted for 62 percent of all EVs sold in the world, a tremendous increase from the 0.1 percent of global EV sales Chinese enterprises accounted for in 2012.

The U.S. National Science Foundation (NSF) provides data on countries’ shares of total value added in the motor vehicle, trailer, and semi-trailer industries (unfortunately, it does not break out EVs separately) and it finds that China’s share of value added in the automotive industry increased nearly fivefold from 6 percent in 2002 to roughly 28 percent by 2019. By contrast, the United States’ global share fell significantly over the 2000s and has never meaningfully recovered since the end of the 2008 recession, while the European Union’s share declined about one-third from its 2008 peak (31.2 percent) to 2019 (22.3 percent). (See figure 7.)

Figure 7: Global shares of value added in the motor vehicles, trailers, and semi-trailers industry [40]

China has become the leading global exporter of vehicles (including cars, sport utility vehicles (SUVs), pickups, and vans) with its nearly six million (5.6 million) vehicle exports in 2023 far surpassing those of Germany and Japan. [41] Chinese BEV exports rose 70 percent in 2023, reaching $34.1 billion in value. [42] Chinese producers accounted for approximately 35 percent of global EV exports as of year-end 2022. [43] From 2000 to 2023, Chinese EV exports increased over 850 percent. [44] Forty percent of Chinese BEV exports are destined for European markets, explaining how China’s share of the European EV market grew from just 0.5 percent in 2019 to 9.3 percent in 2023, with that share expected to reach 25 percent by year-end 2024. [45]

Analysts predict that Chinese carmakers will capture one-third of the global auto vehicle market by the end of this decade.

Perhaps surprisingly, it is a lack of specialized ships that has been the biggest obstacle holding China back from exporting even more vehicles. As Michael Dunne, a former president of GM Indonesia, explained, “They (China) are building cars a lot faster than they are building ships.” [46] As The Economist wrote, the biggest “constraint on their (Chinese EV) export today is the scarcity of vessels for shipping them.” [47] For this reason, the Jinling shipyard (near Nanjing) is “busy around the clock, there are night shifts every day.” [48] Chinese carmaker BYD itself has commissioned construction of a fleet of eight car carriers to underpin its global EV expansion; its BYD Explorer 1 can ship 7,000 vehicles at a time. [49] BYD exported 242,765 NEVs in 2023, which translates to a year-on-year growth of 334 percent. [50] In total, Chinese automakers (and shipping company agents) are responsible “for almost all of the orders now pending worldwide for 170 car-carrying vessels.” [51]

It should be noted, however, that Western auto manufacturers operating in China still account for a significant share of EV exports from China. For instance, in 2022, Tesla alone accounted for 40 percent of China’s total EV exports. [52]

By value of EV exports, according to United Nations (UN) Comtrade data, Germany retains a slight edge over China. (See figure 8.) As of 2022, Germany remained the leading exporter of EVs, by value, with a 28.5 percent share, but China placed second at 18.6 percent. [53] This of course is likely explained by Germany’s greater levels of production of luxury vehicles (although Chinese EV makers such as Xiaomi and Li Auto are rapidly closing that gap).

Figure 8: Exports, by value, of top five EV-exporting nations ($ billions) [54]

How Innovative Are China’s EV and EV Batteries Industries?

Chinese enterprises have become highly competitive and innovative players in the global EV and battery industries. As one report observes, many contend that “China is the epicenter of EV innovation.” [55] Indeed, as commentators at an ITIF roundtable of experts on China’s EV industry observed, “Chinese enterprises are very innovative, especially in EVs” and “China is doing really remarkable, innovative work in the vehicle electrification space.” [56]

It’s a long cry from the year 2011, when Tesla CEO Elon Musk, being interviewed by Bloomberg and asked about rival BYD’s prospects, commented, “Have you seen their car? … I don’t believe they offer a superior product.” [57] As Musk continued in the interview, “I think their focus should be on making sure they don’t die in China.” [58] Asked the same question during a June 2024 analyst call, Musk sang a different tune, responding, “Our observation is, generally, that the Chinese car companies are the most competitive car companies in the world.” [59]

Enterprises can pursue a multitude of different types of innovation, including with regard to product innovation, process innovation, business model innovation, and even customer-experience-driven innovation. [60] The following section analyzes how innovative Chinese EV and battery makers are along these different innovation trajectories.

Product Innovation

This section examines Chinese enterprises’ innovations with regard to both the batteries powering the EVs and product innovations across the rest of the vehicle.

EV Battery Innovation

Batteries account for approximately 40 percent of the value of an EV—and thus essentially constitute the essence of what an EV represents. [61] While a wide variety of EV batteries exist, the two most prominent types have historically been LFP or nickel and cobalt-based batteries, which can come in nickel cobalt aluminum (NCA) or nickel manganese cobalt (NMC) varieties. Nickel/cobalt batteries have tended to be more popular in American- and European-produced EVs. Tesla, for instance, uses NCA batteries, in part because they have high energy density, meaning the batteries are smaller and lighter than others that can store the same amount of energy. [62] In contrast, LFP batteries represent an older battery chemistry, which tends to cost less, have a longer life cycle, and be safer when it comes to the possibility of catching fire. LFP batteries historically were more popular in markets such as China, where city drivers drove shorter, more frequent trips (than long hauls across U.S. highways) and so drivers favored the lower cost and longer life cycle of the battery (more recharging opportunities) while drivers in the U.S. and Europe tended to prefer larger vehicles with longer range.

Batteries account for approximately 40 percent of the value of an EV—and thus essentially constitute the essence of what an EV represents.

However, as Zeyi Yang wrote in MIT Technology Review , “Just a few years ago, LFP batteries were considered an obsolete technology that would never rival NMC batteries in energy density.” [63] Indeed, from 2016 to 2018, LFP batteries accounted for just 10 percent of the global EV battery market. [64] But today, LFP batteries account for about 40 percent of the global market for EVs, and as Yang wrote, “It was Chinese companies, particularly CATL, that changed this consensus through advanced research.” [65]

As Max Reid, a senior research analyst for EVs and batteries at research firm Wood Mackenzie, explained, “That’s purely down to the innovation within Chinese cell makers. And that has brought Chinese EV battery [companies] to the front line, the tier one companies.” [66] By February 2023, Ford announced it would invest $3.5 billion to build an LFP plant, licensing “battery cell knowledge and services provided by CATL.” [67] In March 2023, news broke that GM was in discussions with CATL “about establishing a North American battery production facility that would duplicate the licensing agreement Ford arranged with CATL.” [68] That America’s largest auto manufacturers are seeking to license Chinese EV battery technology would certainly seem to validate the innovativeness of that company’s products. The same applies to German carmakers: BMW has produced and exported its iX3 battery EV through a China-based joint venture with Brilliance since 2020. [69]

In April 2024, CATL announced that it had developed its fast-charging “Shenxing Plus” LFP battery, which is capable of a driving range of more than 1,000 km (621 miles) off a single charge. [70] CATL asserts that the battery can achieve a range of 400 km off just a 10-minute charge. [71] A notable innovation in CATL’s “Shenxing” battery is its elimination of dead space within the battery, allowing it to nearly double its energy density. In June 2023, another Chinese EV battery maker, Shenzhen-based Gotion High-Tech. Co. (whose largest publicly listed shareholder is Volkswagen), announced it had designed a lithium-iron-manganese phosphate (LFMP) battery also capable of a 1,000 km range off a single charge. The company asserts its LFMP costs 5 percent less than conventional LFP batteries in terms of dollars per kilowatt hour (kWh), and 20 to 25 percent less than nickel-cobalt units. [72] The company, now China’s fourth-largest EV battery maker, envisions large-scale delivery of the battery to EV assemblers in early 2025. [73]

EV battery technology continues to evolve, and the next generation of EV batteries is expected to be ASSBs. Unlike lithium-ion batteries, which use liquid electrolytes between their electrodes, solid-state batteries employ a solid electrolyte, which can provide a higher energy density, enabling lighter and more efficient EVs with longer driving ranges. [74] As market research firm TrendForce wrote, “ASSB has emerged as the high ground in the competition for next-generation battery technology” and “in the future competition for ASSB, companies from Japan, South Korea, Europe and the US have the opportunity to surpass China and reshape the competitive landscape of [the] future EV battery industry.” [75] BMW intends to launch its first prototype vehicle based on U.S.-based Solid Power’s ASSB technology by 2025, while, “Japanese companies like Toyota and Nissan have stated their intention to achieve mass production of ASSB around 2028.” [76]

But China’s EV battery makers may already be beating competitors to the punch—or will at the very least be well in the mix. In December 2023, Chinese EV maker Nio unveiled its ET7 sedan with a semi-solid state, 150 kWh battery made by Chinese battery company WeLion, which can travel 650 miles on a single charge and which the company’s CEO, William Li, asserted currently represents the “battery pack with the highest energy density in mass production in the world.” [77] In April 2024, Chinese automaker GAC group (also an LFP battery maker) asserted it had developed an ASSB capable of 620 miles per charge that would be production ready at scale for its Hyper vehicles by 2026. [78] The Chinese government has provided 6 billion yuan (nearly $830 million) to Chinese companies including CATL and BYD to research and develop the next generation of solid-state batteries in China. [79]

Perhaps most intriguing is a new entrant, Tailan New Energy, a Chongqing-based start-up formed in 2018 that in April 2024 had developed the first automotive-grade, all solid-state lithium-metal prototype that has a single-cell capacity of 120 amperes (Ah) and a real-world energy density of 720 watt hours per kilogram (wh/kg). [80] If the technology can be mass produced, the battery could in theory support a range of 2,000 km (over almost 1,300 miles) on a single charge. [81] According to Tailan, the company “has achieved several technological breakthroughs in all-solid-state lithium batteries.” [82] Those breakthroughs pertain specifically “to ultra-thin and dense composite oxide solid electrolytes, high-capacity advanced positive and negative electrode materials, and an integrated molding process that culminates into a 120 Ah solid-state lithium metal cell.” [83] While the company asserts its batteries are vehicle grade, it has yet to announce specific plans for passenger vehicle integration. Regardless, companies such as CATL, GAC, Tailan, WeLion, and others certainly seem likely to keep Chinese firms at the forefront of global EV battery innovation in the years ahead.

It should be noted that, broadly, one reason China’s EV battery makers (and thus EV car makers) have been able to innovate so rapidly and cost-effectively in this space pertains largely to the country’s dominance over the middle and lower segments of the EV battery supply chain. For instance, regarding raw materials, China mines over two-thirds of the world’s graphite and 18 percent of its lithium. [84] Overall, China extracts 60 percent of all rare earths mined annually in the world, and Chinese companies own almost half the world’s cobalt mines and one-quarter of lithium ones.

Chinese dominance is even stronger in raw materials processing and refining, where China in 2023 refined 95 percent of the world’s manganese, 70 percent of cobalt and graphite, 67 percent of lithium, and over 60 percent of nickel. [85] Translating these raw materials into EV components, China accounts for nearly 90 percent of cathode active material capacity globally and more than 97 percent for anodes, according to the International Energy Agency (IEA). [86] China also accounts for 78 percent of separator and 82 percent of electrolyte processing. [87] Moreover, IEA research expects China’s dominance to only grow further in coming years, with a new report asserting that “over 90% of battery-grade graphite and 77% of refined rare earths will originate from China by 2030.” [88] Chinese dominance of these supply chains gives its battery makers access to key chemical inputs at lower price points and affords them a first-mover advantage in experimenting with new combinations of materials (not to mention the potential capacity to block competitors’ ability to access these inputs). As Alicia García-Herrero, chief economist for Asia Pacific at Natixis, explained, China’s control of critical chemical materials represents “the ultimate control of the sector, which China has clearly pursued for years well before others even figured that this was something important.” [89]

EV Innovation

As Andrew Bergbaum, global co-leader of the automotive and industrial practice at AlixPartners commented, “The revolution taking place in the global auto industry is driven by the incredible and once unthinkable maturation of Chinese automakers that do a number of things differently.” [90] An important point here is that, as The New York Times’ Keith Bradsher noted, “Beyond the battery itself, China also dominates electric motor production, and in designing high-efficiency systems that tie together batteries and motors.” [91]

Moreover, as with Tesla, Chinese EV makers have intensely focused on innovating beyond the battery itself, particularly in incorporating digital features into the vehicle, such as autonomous driving, driver-assistance features, navigational aids, virtual reality, and even “multiple high-res dashboard screens pimped with generative AI and streaming video.” [92] As Paul Gong, UBS head of China auto research, explained, “New EVs are more like computers with batteries on wheels. Chinese carmakers are now ahead of almost everyone else along the entire EV supply chain.” [93] As the hardware has become simpler, the focus for what makes an appealing product has shifted decisively to software and new features. [94] Ade Thomas, who founded World EV Day, coined the phrase “digital bling” cars to describe the tech-laden EVs now being manufactured in China. [95]

Indeed, as The Wall Street Journal’s Ip wrote, “Chinese EVs feature at least two, often three, display screens, one suitable for watching movies from the back seat, multiple lidars (laser-based sensors) for driver assistance, and even a microphone for karaoke.” [96] Elsewhere, at Auto China 2024, Chinese automaker JiYue (a joint venture between Geely and Baidu) showcased a “stylish saloon that can be entirely controlled by voice commands and a touch screen.” Nio offers $350 augmented reality glasses for each seat in its cars, and has introduced a smartphone that interacts with the car’s self-driving system. [97] Chinese EV makers are also working to develop interactive control systems that can perform functions such as analyzing drivers’ health data and stress levels to provide driving suggestions and allowing drivers and passengers to control car systems by voice and gestures. [98]

However, it’s not just that modern vehicles represent “digital bling,” for in reality, the digital components of modern vehicles—everything from electric steering and power brakes to navigational systems and autonomous driving—are increasingly powered by digital technology. In fact, the contribution of electronics and digital technologies to a vehicle’s cost has increased from just 18 percent in 2000 to over 40 percent today and an estimated 45 percent by 2030. [99]

In May 2024, XPeng Motors said it intends to introduce its AI-powered in-car operating system (the XOS 5.1.0), with the aim of delivering full autonomous driving (Level 4) in China by 2025. [100] The Society of Automotive Engineers (SAE) has defined six levels of driving automation ranging from 0 (fully manual) to 5 (fully autonomous).) [101] In 2023, Mercedes-Benz became the first automaker to offer an SAE Level 3 conditionally automated driving vehicle with its DrivePilot technology. [102] JiYue’s Point-to-Point Autopilot (PPA) offers Level 2 autonomous driving, in which computers take over multiple functions from the driver—and are intelligent enough to weave speed and steering systems together using multiple data sources. [103]

In April 2024, Xiaomi, historically a maker of smartphones and home appliances such as vacuums and rice cookers, which only entered the auto industry in 2021, became China’s eighth-largest EV manufacturer after selling more than 7,000 units of its first model, the Xiaomi SU7. [104] As The Wall Street Journal wrote, Xiaomi “has pulled off what Apple, its longtime rival, couldn’t: Make an electric car and bring it to market. And it did it in three years.” [105] The company has invested over one billion dollars in becoming an EV manufacturer. [106]

Auto industry analysts view Xiaomi’s SU7 as a serious competitor to Tesla’s Model 3, priced about $4,000 cheaper, with an EV battery that has a distance about 200 miles greater and roughly comparable Level 2 autonomy features. For instance, Xiaomi’s Pilot autonomous driving system intelligently adjusts driving paths for seamless navigation and offers object perception with a grid that detects objects from 5 cm to 250 meters away. [107]

Xiaomi’s rapid pace of innovation owes both to fast-follower techniques and genuine and novel innovation efforts. As Sha Hua and Yoko Kubota elaborated in The Wall Street Journal :

To save on time and costs, the company adopted practices from Tesla and other automakers, mined its own product-development know-how and plugged into China’s fast-moving car supply chain. Years of honing laptops, blenders and petcams helped it develop features tailored to a fickle consumer base, including a detachable panel of physical buttons that magnetically clips on below the 16.1-inch center screen for those who don’t like to control their volume or seat via touch screen. [108]

It was Tesla that pioneered the “gigacasting” process for manufacturing vehicle chassis, a metal die-casting process characterized by forcing molten metal under high pressure into a mold cavity. By combining hundreds of manufacturing steps into one, thus saving on components, weight, cost, and time, the technique helped Tesla reduce production costs for the underbody of its Model Y by some 40 percent. [109] As Hua and Kubota wrote, Xiaomi adopted Tesla’s gigacasting process, but “Xiaomi also had to innovate.” [110] Specifically:

The liquid aluminum that gets injected into the die-casting machine has to be a certain variety that can withstand an extraordinary amount of pressure. Xiaomi had to come up with its own material, building an artificial-intelligence program that used a method known as deep learning to simulate how different materials would behave when placed inside the die-cast machine. [111]

Other Chinese EV makers are aggressively adopting die-casting practices. Nio and XPeng supplier Guangdong Hongtu Technology (GHT) have already produced a 6,800-ton die-casting machine. Now GHT has announced it will start developing a 12,000-ton casting machine in partnership with Tesla supplier LK Technology. [112] It’s worth noting that one of the world-leading pioneers of the die-casting process was Brescia, Italy-based Idra srl. A leading manufacturing of aluminum and magnesium die-casting machines, over the last 68 years it has designed, produced, customized, and serviced more than 13,000 machines around the world. [113] However, in 2008, Hong Kong-based LK Technology purchased Idra, another example of Europe allowing the crown jewels of its manufacturing sector, such as the German industrial robot manufacturer, Kuka, to fall into Chinese hands.

Overall, research firm Bernstein estimates that Chinese EVs can cost half as much to make as European ones, even while they can boast of better tech. [114] And while certainly the Chinese government’s efforts to drive the industry have been a key factor in its growth, considerable innovation is now being driven among the automotive firms themselves. As one analyst noted, “The competition is so fierce that it pushes every automaker to develop new technologies.” [115]

Chinese carmakers are innovating many other vehicle features aside from electrification and digital features. For instance, in 2023, Yangwang (BYD’s luxury electric sub-brand) introduced its DiSus-X suspension technology, which enables its quad-motor EV, the U9, to drive on only three wheels and hop up and rotate in the air on all four wheels. [116]

Another affirmation that Chinese EV makers are indeed innovative comes from Western companies’ investments in the firms. For instance, in July 2023, Volkswagen paid $700 million for a 4.99 percent stake in XPeng. [117] In April 2024, the companies agreed to “expand their platform and software partnership” including “[j]oint development of the China Electrical Architecture, [and] a zonal Electrical/Electronic architecture, to make China-specific electric vehicle models fit for the next leap in innovation.” [118] Elsewhere, in May 2024, South Korea’s Hyundai Motor and Kia unveiled plans to work with Chinese Internet giant Baidu on mapping and AI technologies for auto-driving and vehicle software systems in China, while Nissan announced a partnership with Baidu on AI, and Toyota entered an agreement with Tencent to collaborate on AI models, cloud services, and big data. [119] And in October 2023, Stellantis cut a deal with China’s Leapmotor with the latter sharing EV technology and Stellantis launching a European venture to sell and make Leapmotor’s products outside China. [120]

To be sure, there are numerous market-based reasons driving these tie-ups: Tech talent tends to be more available and less expensive in China (certainly than it is in Europe) and foreign players get an opportunity to be closer to local markets, local tastes, and technologies being locally developed. However, another key factor is that the Chinese government is effectively requiring such tie-ups if a foreign company is to be permitted access to information such as mapping data to support vehicle autonomy and navigational aids. For instance, for years, Beijing withheld approvals for data transfers Tesla needed for development of autonomous vehicles for the Chinese market, a factor multiple analysts have noted gave Chinese players crucial time to catch up to Tesla in vehicle autonomy. [121] In fact, only in April 2024 did Tesla receive approval to sell autonomous driving services in China, though Beijing stipulates that they must be based on mapping and navigation functions provided by Chinese technology giant Baidu. [122]

Other Vehicle Innovations

China’s carmakers aren’t innovating only EVs. For instance, in June 2022, a team of researchers from 42 companies and three universities unveiled the Tianjin solar car, which its developers touted as “the country’s first smart vehicle to be powered solely by the sun.” [123] Developed in just five months, the car uses 87 square feet of solar panels, which deliver 7.6 kWh of power per day. Elsewhere, Chinese start-up AutoFlight has developed a proof-of-concept electrical-vertical-takeoff-and-landing air taxi. [124] The vehicle has 10 lift rotors on wing booms for vertical flight and three pusher propellors for cruise flight. The company plans to initially develop an uncrewed cargo version and later an interior cabin accommodating one pilot and four passengers.

Process Innovation

Process innovation refers to the process of development and implementation of new or improved processes, methods, or systems within an organization to enhance efficiency, effectiveness, and value creation. [125] Product and process innovation are often inherently interlinked—biologic drugs, which are derived from and manufactured within living cells, represent a good example of fundamentally intertwined process and product innovation—but they do represent separate steps in the innovation process.

Chinese EV makers do seem distinctively strong at process innovation, and particularly at accelerating speed to market with their products. As Selina Cheng and Yoko Kubota of The Wall Street Journal wrote, “Many Chinese EV makers operate more like startups than legacy automakers.” [126] As they noted, “Chinese automakers are around 30% quicker in development than legacy manufacturers, largely because they have upended global practices built around decades of making complex combustion-engine cars.” [127] In fact, Chinese EV makers offer models for sale for an average of 1.3 years before they are updated or refreshed, compared with 4.2 years for foreign brands. [128] For instance, Nio takes less than 36 months from the start of a project to delivery to customers, compared with roughly four years for many traditional carmakers. For this reason, Chinese EV manufacturers were able to introduce substantially more new and updated EV releases from 2017 to 2023 than did their foreign counterparts. Over that time frame, BYD introduced 19 new vehicles, Nio 9, and XPeng 6, compared with Tesla’s 5, Volkswagen’s 4, and Toyota’s 2. (See figure 9.) Chinese EV makers’ rapid pace of innovation recalls then-Nokia CEO Stephen Elop’s “Burning Platform” memo, in which he famously observed that “Chinese mobile phone makers are bringing out new versions faster than it takes Nokia to polish off a power point presentation.” [129] Chinese EV companies will put at least 71 new models on the market in 2024. [130]

Figure 9: New and updated EV releases in China, 2017–2023 [131]

Several factors explain Chinese EV makers’ rapid pace of process innovation, with digital automation of design practices being a key factor. And, in fact, the use of digital tools and other process innovations has facilitated the pathway for new entrants into the industry. As one article explains, “Chinese EV companies heavily use simulation software to create virtual prototypes and run tests in more iterations and in faster time. Virtual parts and mock-ups can be worked on between teams and 3D printed prototypes allow engineers to go through loops of trial and error much quicker.” [132] As an industry analyst commented at ITIF’s roundtable, “For China’s EV manufacturers, it’s more digital modeling and simulation in the design phase and fewer crash-test dummies.” [133] JiYue asserts it can complete its vehicle product designs in six months.

In 2023, Chinese enterprises deployed more industrial robots than did firms across the rest of the world combined.

Another example of innovative use of digital production systems comes from XPeng, which in 2023 introduced “a new platform architecture for making vehicles” with its Smart Electric Platform Architecture (SEPA) 2.0. It provides a modular, interchangeable vehicle platform that can support a range of vehicle types, such as XPeng’s upcoming G6 coupe SUV. XPeng asserts that SEPA 2.0 will help it shorten the R&D cycle for its future models by 20 percent and cut costs on adaptations for advanced driver assistance systems and smart infotainment systems by 70 percent and 85 percent, respectively. [134]

Chinese EV manufacturers are also devout adopters of a process pioneered by Tesla: leveraging software to update vehicle features. For instance, Nio releases cars with latent technology such as a spare chip that allows it to frequently add new features through software updates. [135] Managing the vehicles’ features more dynamically through software enables another process innovation. As Cheng and Kubota explained, “China’s carmakers are increasingly standardizing their models to cut time. Beyond traditional mechanical platforms, they standardize everything from important software to the digital vehicle operating systems that executives liken to the nerve center of smartcars.” [136] The technique recalls how John Deere can manufacture a single tractor but control the horsepower of its engines through the use of software.

Another factor contributing to Chinese EV makers’ rapid time to market is the depth of the supplier ecosystem within China. As one observer commented, “If customer feedback suggests a display screen in a Chinese EV should be a couple inches bigger, for instance, they can just go down the road to their supplier and have that change made in a couple months. The same process would have to go into a design cycle and might take three or even four years at a Western vehicle manufacturer.” [137] But it’s not just that, as Chinese EV manufacturers “are willing to substitute traditional suppliers for smaller, faster ones.” [138] Certainly the depth of the auto parts supplier ecosystem in China creates agglomeration effects and a time-to-market advantage for China’s EV makers.

Lastly, it’s important to note that Chinese EV makers are using automation processes to the maximum extent possible. As one expert told ITIF, “China’s firms are strong on the hardware side of robots, especially for automotive.” [139] As ITIF has noted, in 2023, Chinese enterprises deployed more industrial robots than did firms across the rest of the world combined. Indeed, Chinese firms are now using industrial robots at 12 times the U.S. rate when controlling for wages. [140] As The New York Times’ Bradsher explained, “[Nio] has invested so extensively in robots that one of its factories employs just 30 technicians to make 300,000 electric car motors a year.” [141]

Market- and Customer-Experience-Driven Innovation

Chinese EV industry analysts have also spotlighted the industry’s use of several additional innovation strategies worth mentioning. Writing in Harvard Business Review , Chengyi Lin noted that Chinese EV makers initially cut their teeth on EV battery technology as early as 15 years ago by experimenting with EV battery technologies in adjacent industries, before transitioning to the consumer vehicle market. As she explained, BYD and Geely “kickstarted their EV development by focusing on adjacent industries—namely, electric buses and motor cycles.… What they learned by tackling these challenges ultimately contributed to their EV manufacturing strategy.” [142] As she continued:

For instance, buses are heavier and carry more passengers than commercial sedans. Additionally, most buses are operational about 18 hours each day. They therefore have greater battery and power storage requirements. And more powerful batteries take longer to charge. By targeting an adjacent industry, BYD began pushing the boundaries of battery technology as early as 2009. BYD featured electric buses as its entry product into North American markets [and they] are now also prevalent in South American markets. [143]

A later section of this report, which examines China’s government policies supporting the EV sector, explores the critical role the Chinese government played in driving the rollout of the EV charging infrastructure that built Chinese consumer confidence in the EV market. But Lin notes that Chinese EV makers have also worked closely with different customer bases to drive adoption. They recognized that taxi operators would essentially need to deploy two fleets of cars daily, a morning and evening rush shift, so they “designed jointly” a schedule that enables the morning fleet to be charged after 8:00 p.m. and the evening shift to be charged overnight. Co-designing the schedule helped overcome initial resistance to EVs from taxi drivers because it “not only addresses the battery constraints of EVs but also helps to flatten the consumption curve of a city’s power grid.” [144] It’s a nice example of the systemic coordination needed to manage the transition to vehicle electrification.

The vignette also amplifies the point that Chinese EV makers tend to be much more attuned to customer desires in the Chinese marketplace. As one observer of Germany’s auto industry commented, “From the German carmaker’s perspective [the approach to the Chinese market was] let’s bring them either a second-tier vehicle that isn’t top of class, or let’s sell them a high-end vehicle that’s been designed with the European market in mind, like a vehicle with a lot of horsepower. Chinese NEV companies have been much better at tapping into local markets and desires.” [145] For instance, Xiaomi was “intimately familiar with [Chinese] customers’ lifestyle preferences” and “could rely on its in-house expertise of household products and gadgets” as it started to develop EVs. [146] Elsewhere, Nio introduced an innovative subscription service for replaceable batteries. [147] Another observer commented that Chinese EV brands have benefited greatly from the “China chic” or “guochao” phenomenon, a consumer preference for domestic products and services. [148]

Lastly, from a “brand innovation” perspective, it’s worth noting that China’s companies have been shrewdly acquiring European vehicle brands as a back door to sell China-produced EVs under European brand names (in Europe and in third-party markets). For instance, the Chinese state-owned enterprise (SOE) Shanghai Automotive Industry Corporation (SAIC) acquired Britain’s fabled MG brand in 2007 and is now exporting inexpensive cars from China under the MG name not just to Britain but also to Australia. [149]

Innovation Inputs to China’s EV Sector

This section examines indicators assessing China’s EV competitiveness at the industry level, considering such factors as R&D intensity, scientific publications, and patenting levels.

R&D Intensity

In terms of automotive companies’ levels of R&D investments (as reported in the “2023 EU Industrial R&D Investment Scoreboard”), China places 8 of the top 15 in the study. U.S.-headquartered Fisker and Lordstown ranked first and second, although these are largely pre-revenue start-ups, which significantly skews their R&D intensity. Nio and XPeng were the leading Chinese companies, with an R&D intensity of about 21.3 percent of its revenue. That is ahead of well-known automotive manufacturers including Ferrari and Aston Martin. (BYD was not listed in the 2023 EU report, though ITIF research finds its R&D intensity to be roughly 6.7 percent.)

Table 1 : Leading automotive R&D investors in the 2023 EU Industrial R&D Investment Scoreboard [150]

Scientific Publications

In 2021, Chinese institutions surpassed European ones in producing the most top-10 percent-cited publications in automotive engineering. In 2012, Chinese institutions only published about 26 such papers in automotive engineering; by 2022, that number had increased sevenfold, as Chinese institutions published about 184 top-cited papers. (See figure 10 .)

Figure 10: Number of automotive engineering publications in top 10 percent of most-cited publications [151]

The number of Chinese scientific publications regarding EV research (relative to trillions of GDP) began to significantly accelerate around 2011, increasing from 25 papers then to 86 by 2020. (See figure 11.)

Figure 11: Number of EV scientific publications in China (per trillion $ GDP) [152]

The Australian Strategic Policy Institute does not track publications on automobiles or EVs in its Technology Tracker, per se. However, it does track publications for electric batteries, which serve as the critical input for EVs. In 2023, Chinese institutions held a 20 percent share of all scientific publications in the EV battery field. And as ASPI noted, “The Chinese Academy of Sciences is a stand-out performer in the Critical Technology Tracker datasets. It leads in six of the eight energy and environment technologies [and is] no. 1 globally for electric batteries.” [153]

ASPI finds that Chinese institutions account for 65.4 percent of the high-impact publications for electric batteries, substantially outpacing the United States’ 11.9 percent, South Korea’s 3.8 percent, Germany’s 2.8 percent, and Australia’s 2.4 percent. (See figure 12.) And as ASPI wrote, “For electric batteries, China has a 5.5 times lead over the US in its share of high-impact research, and eight of the top 10 institutions are based in China.” [154]

Figure 12: Top five countries for high-impact publications about electric batteries in the ASPI Critical Technology Tracker dataset [155]

Similarly, the H-index represents a quantitative metric that estimates the impact of a scientist’s or scholar’s research contributions; effectively, it signals the extent to which other scholars are referencing the original scholar’s work. China’s score on the H-index for scientific publications in electric barriers is the highest in the world, one-quarter greater than the United States’. (See figure 13 .) In sum, China is a leader not only in the quantity of publications, but also in “high-quality” publications.

Figure 13: H-Index for scientific publications in electric batteries, 2023 [156]

China’s number of Patent Cooperation Treaty (PCT) patent publications in motor vehicle technologies increased from 25 in 2013 to 201 in 2023. (See figure 14 .) That represents about a 700 percent increase over that period (albeit from a low base). By contrast, the United States and EU only increased these patents by about 32 percent and 19 percent, respectively.

Figure 14: Number of PCT patent publications in motor vehicles (B62D) [157]

When considering global shares of PCT patent publications, China’s global share increased 11.9 percentage points between 2013 and 2023. (See figure 15 ). By contrast, the global shares of patent publications for the EU and Japan declined by about 4.8 percentage points and 9.2 percentage points, respectively.

Figure 15: Global shares of PCT patent publications in motor vehicles (B62D) [158]

A related technology area is electric propulsion technology, which goes into the design of parts for EVs. In this area, China went from only 31 patent publications in 2013 to 660 patent publications in 2023. That’s an astonishing increase of over 2,000 percent. (See figure 16 .) By comparison, the United States increased its number of patent publications in this field by about 242 percent over that timeframe. Japan produced about 46 percent fewer patent publications in this area in 2023 than in 2013.

Figure 16: Number of PCT patent publications in electric propulsion technology (B60L) [159]

When considering global shares of PCT patent publications in this field, China’s share increased from 2.4 percent in 2010 to 26.9 percent in 2020. (See figure 17 .) That represents a 24.5 percentage point increase over that period. The United States also experienced an increase in its global share by about 6.5 percentage points. By contrast, the global share in this field for Japan declined by about 34.9 percentage points.

Figure 17: Global shares of PCT patent publications in electric propulsion technology (B60L) [160]

Company Case Studies

This section provides case study analyses of two Chinese EV companies: BYD and Li Auto. They were intentionally selected as representative from Chinese EV companies included on the “2023 EU Industrial R&D Investment Scoreboard” report.

BYD, the pinyin initials of the company’s Chinese name, Biyadi, was founded in 1995 in Shenzhen, China. The company’s name has now been “back-formed” into the Western-friendly slogan "Build Your Dream.” [161] BYD entered the automotive sector through the acquisition of Qinchuan Automobile in 2003. BYD’s initial focus was manufacturing batteries for ICE vehicles, although the company manufactured its first PHEV in 2008. In 2023, BYD became the world’s largest manufacturer of EVs. It is also a significant manufacturer of EV batteries. Overall, BYD’s product range covers the entire industrial chain of NEVs, including passenger vehicles, commercial vehicles, batteries, and automotive electronics.

In FY 2023, BYD’s revenues reached 602 billion yuan ($82 billion), with EVs accounting for approximately 70 percent as the company accounted for 37 percent of EVs produced in China (a share analysts expect to reach 50 percent by 2026). [162] In 2022, BYD manufactured 4 of the top 10 EVs sold worldwide. [163] Overall, BYD is the world’s largest producer of rechargeable batteries, including NiMH batteries, lithium-ion batteries, and NCM batteries. [164] In 2023, BYD manufactured 117 gigawatt hours (GWh) worth of EV battery production, compared with CATL’s 243.3. [165] In 2020, BYD launched its then-revolutionary long-range Blade LFP battery, which is far less prone to spontaneous combustion than other EV batteries. [166] In April 2024, BYD introduced its second-generation blade battery pack, which the company asserted “will be lighter, smaller and more efficient than BYD’s first-generation LFP batteries” with “as much as 190 kWh density enabling up to 1000 km range.” [167] Beyond the Blade Battery, BYD’s other core technologies include the (cell-to-body) CTB-integrated battery technology and the e^4 drive system.

BYD has received much recognition for its innovation and leadership in the industry. In fact, from 2020 to 2023, BYD received over 191 international awards in regions outside China, highlighting its global recognition and leadership within its sector. These accolades include the Zayed Future Energy Prize, the Japan EV of the Year, the UN Energy Special Award, nominations among the top three for the World Car of the Year and World Urban Car at the Geneva Motor Show, and Automotive Innovation Awards in Germany.

As of year-end 2023, BYD’s R&D team comprised 69,700 personnel (significantly outnumbering Tesla’s estimated 10,000 to 13,000 employees). The number of BYD R&D personnel increased 66 percent from 2021 to 2022, with BYD’s R&D team representing 12.2 percent of the company’s workforce. At year-end 2023, the team included 36,018 individuals with bachelor’s degrees, 7,827 with master’s degrees, and 590 with doctorates. [168] By July 2024, BYD reported employing 102,000 R&D personnel. In 2023, BYD hired some 30,000 university graduates (under- and post-graduate) with research personnel accounting for 80 percent of the total intake. [169] In 2023, BYD allocated 39.92 billion yuan ($5.5 billion) to R&D, which gave the company an R&D intensity of approximately 6.7 percent.

By year-end 2023, BYD held 29,201 patents globally, with 18,968 active. Annually, since 2016, BYD has consistently filed between 2,000 and 3,000 new patents. Within this portfolio, 23,346 patents were filed in mainland China, while 1,300 were registered in the European region, and 1,009 in the United States. Notably, of the U.S. filings, 893 patents originated from BYD’s automobile business, with close to 570 receiving formal approval. [170]

BYD is a “privately-owned” company, although, of course, under Article 19 of China’s Company Law , all SOEs or private Chinese companies have a Chinese Communist Party (CCP) cell that management must listen to, if not necessarily obey. [171] Article 19 in essence codifies CCP influence over corporate governance and business decisions in China. [172] From 2017 to 2022, BYD received government subsidies amounting to approximately $4.175 billion for NEV purchases and $0.92 billion in direct subsidies, reflecting significant government support for the NEV industry.

Founded in 2015 and headquartered in Beijing, Li Auto is an NEV company specializing in the design, development, manufacturing, and sale of EVs, particularly PHEVs. The company’s current products include Li MEGA, a high-voltage BEV; Li L9, a six-seat flagship family SUV; Li L8, a six-seat family SUV; and Li L7, a five-seat flagship family SUV. In 2023, Li Auto sold 376,030 vehicles, an increase of over 180 percent from the year prior; this placed Li Auto as China’s seventh-largest EV maker, with a 4.9 percent market share. [173] For the 12 months ending March 31, 2024, Li Auto earned $10.2 billion in revenues, a 182 percent increase year over year.

Li Auto has been developing technologies such as EREV4 Powertrain (combining battery power with range extension), BEV technologies, and autonomous driving. The company’s intelligent system technology for EVs in the context of digital transformation made it the winner of the 2023 IDC China Future Enterprise Awards Excellence Award. Li Auto was also the first Chinese automaker to receive the world’s highest MSCI ESG global “AAA” rating, which acknowledges its development and use of clean technology for environmental sustainability. Li Auto introduced its advanced integrated drive module (iDM220) to the company’s EVs in 2023.

Li Auto took different development and innovation strategies compared with its domestic and global peers. Li Auto is backed by some of China’s largest tech giants, such as Meituan and ByteDance. Having been in the Internet sector for two decades before starting the company, Li, the founder, took a different route from other Chinese EV start-ups by focusing on plug-in hybrids rather than pure EVs. Unlike BYD’s more mass-market models, Li Auto’s offerings are more niche, such as SUVs or larger multi-purpose vehicles targeting wealthier Chinese consumers with bigger families. The company has only recently entered the full BEV space with its Li MEGA.

In terms of its R&D and patent activity, Li Auto’s R&D investments reached 1.3 billion yuan ($193 million), 742 million yuan ($103 million), and 61 million yuan ($8.5 million) in 2022, 2021, and 2020, respectively. [174] In 2022, Li Auto’s R&D investment increased 87 percent over the prior year, although its R&D intensity for the year only reached about 3 percent (about half that of BYD’s). Li Auto employed 4,318 R&D personnel at year-end 2022, accounting for 22.3 percent of its employees. The company states that it had 2,028 granted patents and 5,887 pending patent applications in China as of the end of 2022. Most of Li Auto’s patents have been filed and granted in China. [175]

China’s Government Policies Supporting the EV Sector

While Chinese EV enterprises have become increasingly innovative in their own right, there’s little doubt that China’s current leadership in EVs and EV batteries stems from a conscientious strategy and set of industrial policies designed to make it so. Indeed, as Gregor Sebastain, an analyst with the Rhodium Group, explained, “Without government-led industrial policy, the EV sector wouldn’t be nearly what it is today in China.” [176]

Or, as Erica Downs, an expert in Chinese energy markets at Columbia University’s Center on Global Energy Policy explained, “The government in China went all in on EVs.” [177]

The Chinese government began investing in EV-related technologies as early as 2001, when EV technology was introduced as a priority science research project in China’s 10th Five-Year Plan. [178]  However, observers credit much of China’s EV vision to Wan Gang (a Chinese citizen employed as a Germany-based fuel-cell engineer at Volkswagen-Audi early in his career) who became China’s minister of science and technology in 2007. Gang convinced Chinese leaders that China was unlikely to catch up to global leaders in ICE technologies but could potentially develop NEVs as a leapfrog technology. [179] One of China’s earliest EV policy promulgations, from 2009, pledged 10 billion yuan ($1.375 billion) to support the industry over the ensuing three years and extended one-off purchase subsidies for NEVs to public sector companies in 13 cities. [180]

The support of China’s government (at both the federal and provincial levels) has been instrumental at every stage in advancing China’s EV industry.

While initially China wished to expand domestic vehicle production as a source of economic and employment growth, as former Chrysler executive (and current China auto industry analyst) Bill Russo explained, “The primary motivation for China to push for EVs was energy security,” notably to reduce China’s need for imports of oil (and autos). “Second was industrial competitiveness, and a far distant third was sustainability.” [181] That said, Chinese leaders today bill sustainability—notably meeting the country’s 2060 carbon-neutral climate goal—as a key rationale for EV deployment, and one study finds that EVs could help reduce China’s GHG emissions from the transportation sector by up to 6.2 percent by 2030 with a 20 percent EV penetration rate (of the total Chinese vehicle fleet). [182]

Indeed, the support of China’s government (at both the federal and provincial levels) has been instrumental at every stage in advancing China’s EV industry, from setting strategic direction to financing R&D to providing the industry with tens of billions of dollars of subsidies to deploying charging infrastructure to incentivizing EV adoption through a range of policies from government procurement to consumer tax credits to readily providing licenses for electric (but not gas-powered) vehicles.

While all these factors have moved China’s EV market forward, subsidies have far and away been the most substantial. Scott Kennedy and colleagues at the Center for Strategic and International Studies (CSIS) estimated that, from 2009 to 2023 alone, China channeled $230.9 billion in subsidies and other support to its domestic EV sector. [183] (Note: $25 billion of this amount was R&D investment, which ITIF would generally not characterize as a market-distorting subsidy, so long as a country makes enterprises from all nations eligible for R&D tax credits or the ability to win R&D grants.) CSIS found that Chinese EV subsidies have only increased in recent years, with an estimated $120.9 billion in subsidies over just the previous three years ($30.1 billion in 2021, $45.8 billion in 2022, and $45.3 billion in 2023), compared with a total of $49 billion in subsidies the three years prior, and $60.7 billion in subsidies from 2009 to 2017 (then at a $6.74 billion annual rate). [184] In 2023, the Chinese government extended $809 million in subsidies to EV battery maker CATL (more than double the $401 million it provided in 2022) and $208.9 million to EVE Energy (China’s fourth-largest EV battery producer). [185] From 2018 to 2023, the Chinese government extended a total of $1.8 billion in subsidies to CATL alone.

CSIS’s estimates calculate five forms of subsidy support for China’s EV sector: nationally approved buyer rebates, exemption from the 10 percent sales tax, government funding for infrastructure (primarily charging infrastructure), R&D programs for EV makers, and government procurement of EVs. [186] CSIS found that from 2009 to 2017, buyer’s rebates accounted for 62 percent of the Chinese government’s support for the sector, but with the Chinese government reducing the buyer’s rebate in 2022 and eliminating it as of 2023, the largest form of support (87.4 percent of the total, or $39.6 billion) in 2023 came from sales tax exemptions. [187]

From 2009 to 2023 alone, China channeled $230.9 billion in subsidies and other support to its domestic EV sector.

A key reason why Chinese subsidies to the EV sector (just like any other advanced-technology sector) are so pernicious is that they enable Chinese companies to both sustain themselves in industries where they wouldn’t be able to subsist if they had to earn market-based rates of return and, similarly, sell products below cost and sustain losses while still being able to build economies of scale. As The New York Times’ Bradsher explained, China automaker Nio lost $835 million from April through June 2023, equivalent to a loss of $35,000 for each car it sold. [188] (A separate study finds that China BYD’s profitability per vehicle in Q3 2023 was just $1,460, compared with $5,330 for Tesla, noting that BYD was underpricing its vehicles to build market scale.) [189] Moreover, if this aggressive strategy of selling vehicles below costs fails, China steps in to rescue the automaker. As Bradsher observed, “When Nio nearly ran out of cash in 2020, a local government immediately injected $1 billion for a 24 percent stake, and a state-controlled bank led a group of other lenders to pump in another $1.6 billion.” [190]

Thus, an important point is that it’s both the Chinese government and provincial governments that are providing financing and subsidies for Chinese EV players. As the U.S.-China Economic and Security Review Commission explained, “Local governments, rather than central ministries, [have] played the leading role in deploying consumer subsidies for EV purchases.” [191] This matters because it means Chinese provincial governments have played a key role in propping up uncompetitive firms and contributing to overcapacity (and also inefficiency) in the sector. Local governments in China have given auto manufacturers nearly free land, loans at near-zero interest, and other subsidies. [192] (A World Bank report found that, in 2022, China’s automotive sector as a whole received loans with interest rates of roughly 2 percent, half the weighted average for all commercial and industrial loans.) [193] As CSIS’s Ilaria Mazzocco elaborated, “Local governments denied subsidies for EVs made in other provinces, and public officials supported local firms by procuring solely from manufacturers located in the same city. This created a highly fragmented market with hundreds of EV manufacturers, many of which failed to bring a car into production.” [194] The essential point is that subsidies at all levels of Chinese government have contributed considerably to industrial overcapacity in EVs and explain why there are over 200 EV car manufacturers currently operating in China. [195]

JVs and Technology Transfer Requirements

As The Economist wrote, Chinese EV subsidies “come on top of the ransacking of technology from joint ventures with Western carmakers and South Korean battery-makers.” [196] Indeed, China has long employed a practice called “trading technology for market,” conditioning foreign companies’ access to Chinese markets on the transfer of technology and IP (and/or opening research or production facilities in China). In fact, China introduced its inaugural “Law on Joint Venture Using Chinese and Foreign Investment” in July 1979, and it yielded some important deals, including Volkswagen in 1994 signing a 25-year contract to build vehicles and engines in Shanghai. [197] However, over time, China’s approach to attracting foreign direct investment, and thus technology transfer, evolved from attraction to compulsion, especially as its growing market gave it an increasing ability to dictate detailed terms. For instance, as ITIF wrote in its 2011 book Innovation Economics: The Race for Global Advantage , “Ford Motor Company has opened several automobile plants in China, but as a condition of access had to do so as part of a joint venture with a Chinese auto firm. Moreover, the Chinese government required Ford to open an R&D laboratory employing at least 150 Chinese engineers.” [198]

However, as several analysts noted, “While certainly boosting production, the intention to also transfer critical internal combustion engine (ICE) capability to Chinese partners largely failed.” [199] Indeed, it was this recognition that, despite tech transfer requirements and industrial upgrading efforts, Chinese firms simply weren’t going to catch up in ICE vehicles that precipitated China’s embrace of EVs as a potential alternative leapfrog technology. Nevertheless, Chinese tech transfer requirements forced Western automakers to divulge key clean energy technologies, especially in the early years.

For instance, as The New York Times wrote in 2011, “The Chinese government is refusing to let the Volt qualify for subsidies totaling up to $19,300 a car unless G.M. agrees to transfer the engineering secrets for one of the Volt’s three main technologies to a joint venture in China with a Chinese automaker.” [200] That said, as one observer noted, if anything, the reality in the EV industry today is the concept of “reverse joint ventures,” where Chinese firms are sharing EV technology with Western companies (in exchange for market access or financing). [201]

Nevertheless, whatever EV IP or technologies Chinese entities can’t acquire by enticing foreign enterprises to barter away, China seeks to acquire through state-sanctioned IP theft. As Nicholas Eftimiades, author of the book Chinese Intelligence Operations and who has extensively documented Chinese industrial espionage activities over his four-decade career, wrote, “Out of 724 cases of Chinese espionage, we find about 500 are directed toward main technologies, [including] aerospace technologies, IT technologies, clean energy technologies, and automotive, electric vehicle technology.” [202]

In fact, in 2020, Federal Bureau of Investigation director Christopher Wray warned explicitly that “China is placing a priority on stealing electric car technology,” as the Chinese government is “fighting a generational fight to surpass our country in economic and technological leadership.” [203] As Wray elaborated, “We see Chinese companies stealing American intellectual property to avoid the hard slog of innovation, and then using it to compete against the very American companies they victimized—in effect, cheating twice over.” [204] In February 2020, William Evania, director of the National Counterintelligence and Security Center, singled out two fields where China is putting a priority on technology theft: EVs and aircraft. [205]

Whatever IP or technologies can’t acquire by enticing foreign enterprises to trade away, China seeks to acquire through state-sanctioned IP theft.

Indeed, U.S. EV companies are feeling the brunt of coordinated Chinese efforts to pilfer their technology. In September 2023, Tesla sued Chinese chip designer and auto parts maker Bingling for infringing its IP and stealing its trade secrets, both related to the integrated circuits (i.e., semiconductors) Tesla uses in its vehicles. [206] In June 2024, Klaus Pflugbell (a Canadian and German national living in China) pleaded guilty to conspiring to sell trade secrets (about EV batteries) that belonged to a leading U.S.-based EV company to Chinese entities. [207]

Favoring Domestic Enterprises

The Chinese government has long worked to favor domestic over foreign suppliers in automotive supply chains. For instance, China’s “Made in China 2025” strategy (released in 2015) stipulates that more than 70 percent of the one million-plus EVs and plug-in hybrids (then sold annually) in China should be from homegrown brands by 2020. The target set for 2025 was 80 percent of the market (or a then-estimated three million vehicles). [208]

More recently, in March 2024, the Chinese government reportedly asked EV makers from BYD to Geely Automobile Holdings Ltd. to sharply increase their purchases from local auto chipmakers, part of a campaign to reduce reliance on Western imports and boost China’s domestic semiconductor industry. [209] China’s Ministry of Industry and Information Technology (MITI) has directly instructed Chinese automakers to avoid foreign semiconductors if at all possible. [210] The Ministry had previously “set an informal target for automakers to source a fifth [of] their chips locally by 2025.” [211]

Other Policies

While most of the aforementioned Chinese policies to support the EV and EV batteries sectors have been innovation mercantilist in nature, certainly some policies have been legitimately or smartly designed to promote innovation in EVs and batteries or adoption of these technologies. For instance, China directed an estimated $25 billion toward R&D activities in its EV industry from 2009 to 2023. [212] As ITIF has written, countries electing to compete in advanced-technology industries through constructive policies such as investments in R&D or education can produce genuine innovations that benefit humankind. [213]

Certainly, Chinese policymakers have put their thumb on the scale for electric as opposed to ICE vehicle adoption among consumers. For instance, Shanghai authorities have long offered EV owners license plates at no cost. [214] In many Chinese cities, EVs are not restricted by traffic control measures (policies to limit the number of cars on the road during a prescribed period), are allowed to use bus lanes, and are offered free parking. [215]

China has also established the world’s largest public charging infrastructure network, with its public charger stock reaching 1 million—51 percent of the global total—and a total rated power exceeding 56 gigawatts as of 2022. [216] Several Chinese cities have established widely distributed public charging networks in their urban cores, in which virtually 100 percent of EV drivers can find a public charger within 20 minutes of driving time. [217] However, observers note that China has a considerable way to go with EV charging coverage in rural (and even suburban) areas and that “highways are a particular weak spot of China’s public charging infrastructure network” with a highway public charger density one-sixth that of Norway. [218]

Active government procurement of EVs has also played an important role in creating a market for (and driving adoption of) EVs in China. In 2014, China required that the central government, as well as some cities and public organizations, have at least 30 percent of their vehicle fleet consist of EVs by 2016, a goal which increased to 50 percent in 2016. [219] One study finds that public sector entities across China’s provinces had already procured over 550,000 EVs by the end of 2020. [220] CSIS estimates that China directed $18 billion in government procurement to EVs from 2009 to 2023. [221]

Chinese regulators also appear more predisposed to permit innovative automotive technologies to reach roadways more quickly. For instance, as Bradsher wrote, “In the United States, Tesla’s so-called Autopilot feature has been the subject of a series of government safety investigations. But in China, regulators and the general public have tended to see the technology as safer than relying on human drivers.” [222]

Analysis of Chinese Policies Supporting the EV Sector

Should China’s success with EVs be viewed as beneficial to the global economic system and to global concerns such as mitigating global warming? The Economist wrote, “Now China’s carmakers are enjoying an astonishing rise. That stokes fears of another ruinous shock. In fact, the successes of Chinese cars should be celebrated, not feared.” [223] That would be true if competitive Chinese EVs were genuinely and solely the result of compelling innovations and efficient production processes, but as this report has shown, that’s not truly the case. While Chinese EV makers have shown some degree of domestic innovation, the sector has benefitted tremendously from state-sponsored IP theft, massive industrial subsidization, and innovation mercantilist practices that distort the economics of the industry and severely disadvantage foreign automakers—and the employees who work at them. For instance, the auto industry supports 4.3 million U.S. jobs; these are as much at risk as the hundreds of thousands of jobs making solar panels or telecommunications networking equipment Americans have lost due to Chinese economic predation. The Economist is dead wrong to suggest that this is a cause of celebration; rather, it’s one more salvo against the rules-based global trade order that The Economist otherwise professes to hold so dear.

It's also worth noting that the United States would likely be doing just fine in batteries (and EVs) had not a government artificially inflated supply, and demand, far ahead of vehicles’ technological capabilities well beyond what consumers were ready to accept. But an authoritarian state such as China can massively distort markets and reap the benefits.

What Should America Do?

U.S. sales of EVs surpassed the one-million-unit mark in 2023 (an increase of 52 percent over the prior year), as the EV market share in the United States reached 7.5 percent. [224] There are now over 4.5 million EVs on America’s roads. In contrast, more than half of EVs currently on the world’s roads are found in China.

U.S. policy has already done much to stimulate EV production and adoption. As noted, between the 2021 Infrastructure Investment and Jobs Act and the subsequent Inflation Reduction Act, the U.S. Congress has allocated over $245 billion in public expenditures toward EVs. [225] As of July 2024, Americans who purchase new EVs may be eligible for a tax credit of up to $7,500, and buyers of used electric cars may qualify for up to a $4,000 credit. [226] In June 2024, the U.S. Department of the Treasury and Internal Revenue Service announced that American consumers had saved more than $1 billion in upfront costs on their purchase of more than 150,000 clean vehicles since January 1, 2024. [227] Since January 2023, the prices of EV vehicles sold in the United States have decreased by 20 percent, and the number of publicly available charging points has grown by 70 percent. [228] There are continued efforts to push out more charging points through both public and private investment, and U.S.-based production of fast chargers has increased. [229]

On January 18, 2024, the Department of Energy (DOE) announced over $130 million in funding for research, development, and technology integration projects for zero-emission vehicles and mobility, with the funds also to be used to launch an advanced battery R&D consortium. That funding built on an additional $32 million DOE for the same program earlier in the month. [230]

On July 11, 2024, the Biden administration announced $1.7 billion in grants to GM, Stellantis, and other carmakers to help restart or expand EV manufacturing and assembly in eight U.S. states. The grants will cover many parts of the automotive supply chain, including parts for electric motorcycles and schools buses, hybrid powertrains, commercial truck batteries, and electric SUVs. [231]

In May 2024, the Biden administration quadrupled U.S. tariffs on Chinese EVs entering the country, from 25 percent to 100 percent (that aside from an additional 2.5 percent duty that applies to all automobiles imported into the United States). [232] For its part, on June 12, 2024, the EU announced it would introduce, starting on July 1, 2024, tariffs that ranged from 17.4 percent to 38.1 percent on Chinese vehicle imports, on top of the EU’s standard 10 percent car duty. [233]

The Inflation Reduction Act contains provisions whose intent is to impede imports of batteries and critical materials from companies from “foreign entities of concern” over the ensuing two years. [234] In particular, starting in 2025, buyers of vehicles using Chinese suppliers will become ineligible for the $7,500 clean energy vehicle tax credit.

For all this, as ITIF has written, clean energy technologies won’t generally become competitive with existing ones until they reach P3 with them. So, for example, P3 for EVs will be achieved when the life cycle costs of EVs are the same as equivalent ICE vehicles, and have approximately the same performance in terms of reliability, refueling, range, acceleration, cargo capacity, etc. [235] Policymakers must also recognize that price signals, regulations, and subsidies alone will be insufficient to drive clean energy transformation. Instead, innovation- and technology-advancing policies, such as investments in research and the development and commercialization of next-generation alternatives, are the best solution. [236]

In 2012, ITIF called for policymakers to organize a “BatteryShot Initiative” that would coordinate government battery research, development, and demonstration (RD&D) with the goal of producing a battery with a total system cost of less than $250/kWh and a range of at least 300 miles per charge. [237] While the targets will have changed in the 12 years since, the U.S. lag in the EV batteries space vis-à-vis China suggests the next administration should launch such a “BatteryShot Initiative” with the goal of producing a battery with a total system cost of less than $200/kWh and a range of at least 1,000 miles per charge. Such a BatteryShot effort could be part of the previously mentioned battery R&D consortium DOE said in January 2024 it would establish.

Created in 2014, the Manufacturing USA network aims to secure the United States’ leadership in advanced manufacturing product and process technologies, and therefore an additional institute should be stood up for EVs and EV batteries. Manufacturing USA currently houses innovation institutes across five key sectors—electronics, materials, energy and the environment, digital and automation technologies, and biomanufacturing—and its commitment to clean energy manufacturing and manufacturing supply chains could be furthered by the addition of an EV institute, which could fall under the purview of the DOE-sponsored institutes. [238]

American drivers won’t adopt EVs if they lack confidence in the existence of a comprehensive, reliable, and dependable national EV charging infrastructure. While some progress has been made in this area, much more needs to be done. For this reason, U.S. government entities at all levels (federal, state, and local) should increase their coordination to create an easier-to-navigate environment for planning, funding, permitting, and infrastructure investments for EV charging stations. [239] In particular, governments should implement interoperability and open access requirements for technical equipment while ensuring that they don’t constrain the deployment of charging stations and pick “winners and losers.” [240]

It was difficult to watch the 2024 European Championship and Copa America soccer tournaments without noticing that Chinese brands have become the events’ dominant marketing partners. The Euros alone featured the Chinese brands Alibaba (AliExpress and Alipay+), BYD, Hisense, and Vivo. It should be galling—if not an exigent warning of a looming European industrial crisis—that Volkswagen refrained from becoming the leading 2024 Euro corporate partner (the tournament was played on German soil) due to “cost discipline” reasons, thus opening the door for BYD to become the lead automotive partner. This point aside, American (and European and Asian) policymakers should pass legislation that precludes companies from countries of concern, such as China, from marketing their products in cases where 1) that country does not allow similar products from U.S. firms to be sold (and or marketed) in Chinese markets (i.e., lack of reciprocity), or 2) if products from such companies are benefitting from stolen technology or IP.

For example, as a requirement of joining the World Trade Organization (WTO) in 2001, China committed to opening its financial markets to Western competitors. China slow-walked this commitment for years, and in 2012, the WTO ruled that China illegally protected UnionPay by not allowing foreign competition. Despite China losing the case, phase one of the resolution did not go into effect until 2020, inhibiting almost a decade’s worth of competition and profit for American companies such as Visa and Mastercard. [241] China still blocks various U.S. cloud and digital services products from its markets today. [242] Where this is the case, the United States and Europe should preclude equivalent Chinese firms from marketing their products in our markets.

This report has documented the extensive set of innovation mercantilist policies—including rampant IP theft and massive industrial subsidization—that has abetted China’s rise in the EV and EV battery space. Section 337 of the 1930 Tariff Act allows the U.S. International Trade Commission (USITC) to bar imports when domestic industries suffer harm due to unfair competition. [243] The next administration should designate a special task force to identify and document any Chinese or third-party countries’ EV or EV battery companies that have benefited from innovation mercantilist practices and work with the United States Trade Representative and USITC to prevent such products from entering the U.S. market. Historically, U.S. trade law, through trade tools such as Section 337, has conducted investigations to ascertain if specific products (such as aluminum foil of less than 8 microns of thickness) from specific companies have violated U.S. trade rules (such as dumping or IP theft). [244] This represents a very narrowly tailored instrument that makes it easy for foreign infringers to hop between infringing products and often evade effective prosecution. U.S. policymakers should reform U.S. trade law such that, only for companies from nations identified as specific countries of concern, if a company is found guilty of selling more than three products in U.S. markets benefitting from pilfered IP (in any 10-year period), they are added to the U.S. entity list and wholesale blocked from selling its products in the U.S. market.

To circumvent U.S. tariffs, many Chinese companies are eyeing Mexico as an attractive back door to start manufacturing their products and export them to the United States, taking advantage of the United States-Mexico-Canada’s (USMCA) rules-of-origin provisions. [245] Indeed, there is strong evidence that Trump administration tariffs on China did decrease U.S. imports from China but increased imports from countries such as Mexico, and that’s in part because more Chinese companies are establishing operations in Mexico. [246] Addressing this challenge will certainly be a key element in the upcoming 2026 review of the USMCA, but for the purposes of this report, U.S. policy should make clear that EVs and EVs batteries manufactured by Chinese enterprises that have benefitted from IP theft or massive industrial subsidization will be subject to the aforementioned 100 percent tariff level no matter from which nation the Chinese company attempts to export.

As noted, China dominates supply chains for the mining and refining of minerals and rare earths, giving its EV battery makers a cost and first-mover advantage. The United States must lead an alliance of like-minded nations to build alternative EV battery input supply chains outside of Chinese control. On June 22, 2023, India agreed to join the Minerals Security Partnership (MSP), a collaboration of 13 countries and the European Union designed to catalyze public and private investment in responsible critical minerals supply chains globally. [247] The MSP coordinates member nations to address four major critical minerals challenges: 1) diversifying and stabilizing global supply chains; 2) investment in those supply chains; 3) promoting high environmental, social, and governance standards in the mining, processing, and recycling sectors; and 4) increasing recycling of critical minerals. [248] Efforts here should be redoubled and more allies brought into the partnership.

Sourcing of clean energy and raw materials, as well as recycling of batteries, helps to lower production costs and should be encouraged. The next administration should invest resources into clean recycling of batteries, which could meet as much as 18 percent of the cobalt demand and 17 percent of nickel demand by 2035. [249]

From manufacturing just 5,200 passenger vehicles in 1985 to manufacturing 26.8 billion this year, China has become a major player in the global automotive industry. Collectively, Chinese EV and EV battery enterprises have at least equaled—and in some cases surpassed—their Western peers in innovation capacity and product quality. While certainly the highest-end Western firms such as BMW and Tesla remain at the forefront, Chinese firms such as BYD, Xiaomi, and Li Auto are competing effectively at the luxury EV level, while in the mid-market, BYD, JiYue, Nio, and others are excelling at delivering attractive, cost-competitive EVs. China’s leadership in EVs certainly began as a result of intentional industrial policy and guidance, especially through market-making activities such as intensive industrial subsidization. However, from that base, Chinese EV players have become increasingly capable, innovative, and competitive in their own right. Much is to be done if the United States is to recapture leadership in this critically important technological field.

Acknowledgments

ITIF wishes to thank the Smith Richardson Foundation for supporting research on the question, “Can China Innovate?” Other reports in this series will cover artificial intelligence, biopharmaceuticals, chemicals, consumer electronics, nuclear power, semiconductors, robotics, and quantum computing. The author would also like to thank Robert Atkisnon, Ian Tufts, Leah Kann, and Meghan Ostertag for their assistance with this report. (Search #ChinaInnovationSeries on itif.org.)

Any errors or omissions are the author’s responsibility alone.

About the Author

Stephen Ezell is vice president for global innovation policy at the Information Technology and Innovation Foundation (ITIF) and director of ITIF’s Center for Life Sciences Innovation. He also leads the Global Trade and Innovation Policy Alliance. His areas of expertise include science and technology policy, international competitiveness, trade, and manufacturing.

The Information Technology and Innovation Foundation (ITIF) is an independent 501(c)(3) nonprofit, nonpartisan research and educational institute that has been recognized repeatedly as the world’s leading think tank for science and technology policy. Its mission is to formulate, evaluate, and promote policy solutions that accelerate innovation and boost productivity to spur growth, opportunity, and progress. For more information, visit itif.org /about .

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[2] .     Laura He, “A brutal elimination round is reshaping the world’s biggest market for electric cars,” CNN , April 24, 2024, https://www.cnn.com/2024/04/24/business/china-ev-industry-competition-analysis-intl-hnk/index.html ; Tim Levin, “Chinese Brands Will Sell A Third Of The World's Cars By 2030: Study,” InsideEVs, June 30, 2024, https://www.msn.com/en-us/money/markets/chinese-brands-will-sell-a-third-of-the-world-s-cars-by-2030-study/ar-BB1p9P6U?item=flightsprg-tipsubsc-v1a .

[3] .     “How China rose to lead the world in electric vehicles,” Abdul Latif Jameel, April 17, 2024, https://alj.com/en/perspective/how-china-rose-to-lead-the-world-in-electric-vehicles/ .

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[5] .     Greg Ip, “China’s EV Juggernaut Is a Warning for the West,” The Wall Street Journal , June 7, 2023, https://www.wsj.com/articles/chinas-ev-juggernaut-is-a-warning-for-the-west-1389f718 .

[6] .     Scott Kennedy, “The Chinese EV Dilemma: Subsidized Yet Striking” (CSIS, June 20, 2024), https://www.csis.org/blogs/trustee-china-hand/chinese-ev-dilemma-subsidized-yet-striking .

[7] .     Carlton Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel,” Wired , October 14, 2023, https://www.wired.com/story/how-chinas-ev-boom-caught-western-car-companies-asleep-at-the-wheel/ .

[8] .     Jamie Gaida et al., “ASPI’s Critical Technology Tracker: The global race for future power” ( Australian Strategic Policy Institute (ASPI), Policy Brief Report No. 69, 2023), 18, https://www.aspi.org.au/report/critical-technology-tracker .

[9] .     Alliance for American Manufacturing (AAM), “On a Collision Course” (AAM, 2023), https://www.americanmanufacturing.org/wp-content/uploads/2024/02/on-a-collision-course-report-final-022324.pdf ; Anan Ashraf, “Chinese EV Entry Could Trigger 'Extinction-Level Event' For US Auto Industry, Report Warns,” Benzinga , February 26, 2024, https://www.benzinga.com/government/24/02/37313622/chinese-ev-entry-could-trigger-extinction-level-event-for-us-auto-industry-report-warns .

[10] .   Sandra Barbosu, “Not Again: Why the United States Can’t Afford to Lose Its Biopharma Industry” (ITIF, February 2024), https://itif.org/publications/2024/02/29/not-again-why-united-states-cant-afford-to-lose-biopharma-industry/ .

[11] .   Courtney Lindwall, “Why the Electric Vehicle Revolution Can Benefit Everyone,” Natural Resources Defense Council, April 18, 2023, https://www.nrdc.org/stories/why-electric-vehicle-revolution-can-benefit-everyone .

[12] .   U.S. Department of Energy, “The History of the Electric Car,” September 15, 2014, https://www.energy.gov/articles/history-electric-car .

[13] .   Ibid., 1

[14] .   Stephen Edelstein, “After chiding Ford for US CATL battery plan, GM may be seeking its own,” Green Car Reports , April 1, 2024, https://www.greencarreports.com/news/1142723_gm-seeks-american-catl-ev-battery-deal ; Matt Blois, “Lithium iron phosphate comes to America,” Chemical and Engineering News , January 29, 2023, https://cen.acs.org/energy/energy-storage-/Lithium-iron-phosphate-comes-to-America/101/i4 .

[15]    TrendForce, “[Insights] China’s Position in EV Battery Market to be Shaken as the Mass Production Race of All-Solid-State Battery Industry Speeds up?” news release, April 17, 2024, https://www.trendforce.com/news/2024/04/17/insights-chinas-position-in-ev-battery-market-to-be-shaken-as-the-mass-production-race-of-all-solid-state-battery-industry-speeds-up/ .

[16] .   David Ferris, “GM’s ‘all-in’ electric future now includes gasoline,” E&E News , January 31, 2024, https://www.eenews.net/articles/gms-all-in-electric-future-now-includes-gasoline/ .

[17] .   Statista, “Projected production of electric vehicles and plug-in hybrid electric vehicles in selected countries between 2018 and 2023,” https://www.statista.com/statistics/270537/forecast-for-electric-car-production-in-selected-countries/ .

[18] .   American Automakers AAPC, “U.S. Economic Contributions,” https://www.americanautomakers.org/us-economic-contributions ; Kim Hill, Adam Cooper, and Debra Menk, “Contribution of the Automotive Industry to the Economies of all Fifty State and the United States” (Center for Automotive Research, April 2010), https://www.cargroup.org/publication/contribution-of-the-automotive-industry-to-the-economies-of-all-fifty-state-and-the-united-states/ .

[19] .   Alliance for Automotive Innovation, “Driving the U.S. Economy,” https://www.autosinnovate.org/initiatives/the-industry .

[20] .   Mathilde Carlier, “Global automotive research and development spending between 2020 and 2021, with a forecast for 2022,” Statista , March 28, 2024, https://www.statista.com/statistics/1345699/global-automotive-research-and-development-spending/ .

[21] .   ElectricCarHome, “BEV, PHEV, HEV, ICE—What Do They Mean,” https://electriccarhome.co.uk/electric-cars/bev-phev-hev-ice/ .

[22] .   Rystad Energy, “China in the EV-driving seat, as the US and EU struggle to keep up,” news release, February 6, 2024, https://www.rystadenergy.com/news/china-ev-driving-seat-us-and-eu-struggle-to-keep-up .

[23] .   Ibid.

[24] .   Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[25] .   Rystad Energy, “China in the EV-driving seat, as the US and EU struggle to keep up.”

[26] .   Dwayne Oxford, “Are Chinese electric vehicles taking over the world?” AlJazeera , April 20, 2024, https://www.aljazeera.com/economy/2024/4/20/are-chinese-evs-taking-over-the-car-market .

[27] .   Lei Kang, “China EV production projected to exceed 10 million units in 2024,” CNEVPost , June 26, 2024, https://cnevpost.com/2024/06/26/china-ev-production-to-exceed-10-m-2024/ .

[28] .   Ibid.

[29] .   IEA, “Global EV Data Exporter,” data export for “EV sales, cars, World, 2010-2023,” accessed July 16, 2024, https://www.iea.org/data-and-statistics/data-tools/global-ev-data-explorer .

[30] .   Caroline Chen, “BYD Set to Challenge Tesla for the Crown in EV Sales in 2024, Says TrendForce,” TrendForce, February 20, 2024, https://www.trendforce.com/presscenter/news/20240220-12030.html .

[31] .   Counterpoint Research, “BEV Sales to Hit 10 Million in 2024; Hybrids Growth to Beat BEVs, ICE to Decline,” news release, July 2, 2024, https://www.counterpointresearch.com/insights/bev-sales-10-million-2024-hybrid-growth-surpass-bevs-ice-decline/ .

[32] .   Chen, “BYD Set to Challenge Tesla for the Crown in EV Sales in 2024, Says TrendForce.”; Marcus Lu, “Visualizing Global Electric Vehicle Sales in 2023, by Market Share,” Visual Capitalist, March 10, 2024, https://www.visualcapitalist.com/visualizing-global-electric-vehicle-sales-in-2023-by-market-share/ .

[33] .   Ibid.

[34] .   Phate Zhang, “Automakers' NEV market share in China in 2023: BYD 35%, Tesla 7.8%, Nio 2.1%,” CNEVPost , January 10, 2024, https://cnevpost.com/2024/01/10/automakers-nev-market-share-in-china-in-2023/ .

[35] .   Ibid.

[36] .   TrendForce, “China’s Position in EV Battery Market to be Shaken as the Mass Production Race of All-Solid-State Battery Industry Speeds up?” April 17, 2024, https://www.trendforce.com/news/2024/04/17/insights-chinas-position-in-ev-battery-market-to-be-shaken-as-the-mass-production-race-of-all-solid-state-battery-industry-speeds-up/ .

[37] .   International Energy Agency (IEA), “Global EV Outlook 2023: Catching up with climate ambitions” (IEA, 2024), 104, https://iea.blob.core.windows.net/assets/dacf14d2-eabc-498a-8263-9f97fd5dc327/GEVO2023.pdf .

[38] .   Liza Lin and Rachel Liang, “China’s Battery Champion Says Geopolitical Tensions Won’t Derail U.S. Expansion,” The Wall Street Journal , March 25, 2024, https://www.wsj.com/business/autos/chinas-battery-champion-says-geopolitical-tensions-wont-derail-u-s-expansion-92af1c7b .

[39] .   TrendForce, “China’s Position in EV Battery Market to be Shaken as the Mass Production Race of All-Solid-State Battery Industry Speeds up?”

[40] .   National Science Foundation, Science & Engineering Indicators (Production and Trade of Knowledge- and Technology-Intensive Industries), Table SKTI-13: Value added of motor vehicles, trailers, and semi-trailers industry, by region, country, or economy: 2002–19; accessed April 18, 2024, https://ncses.nsf.gov/pubs/nsb20226/data .

[41] .   Keith Bradsher, “How China Rose to Lead the World in Cars and Solar Panels,” The New York Times , May 14, 2024, https://www.nytimes.com/2024/05/14/business/china-exports-manufacturing.html .

[42] .   Joseph Webster, “China has become an electric vehicle export behemoth. How should the US and EU respond?” New Atlanticist , February 29, 2024, https://www.atlanticcouncil.org/blogs/new-atlanticist/china-has-become-an-electric-vehicle-export-behemoth-how-should-the-us-and-eu-respond/ .

[43] .   IEA, “Global EV Outlook 2023: Catching up with climate ambitions,” 104.

[44] .   Keith Bradsher, “China’s E.V. Threat: A Carmaker That Loses $35,000 a Car,” The New York Times , October 5, 2023, https://www.nytimes.com/2023/10/05/business/nio-china-electric-vehicles.html .

[45] .   François Godement, “Europe Needs a Systemic Response to China’s Car Offensive” (Institut Montaigne, October 2024), https://www.institutmontaigne.org/en/expressions/europe-needs-systemic-response-chinas-car-offensive .

[46] .   Keith Bradsher, “China Is Flooding the World With Cars,” The New York Times , September 6, 2023, https://www.nytimes.com/2023/09/06/business/china-car-exports.html .

[47] .   “An influx of Chinese cars is terrifying the West,” The Economist , https://www.economist.com/leaders/2024/01/11/an-influx-of-chinese-cars-is-terrifying-the-west .

[48] .   Bradsher, “China Is Flooding the World With Cars.”

[49] .   Shizuka Tanabe, “BYD to deploy fleet of 8 car carriers to underpin global EV expansion,” Nikkei Asia , March 5, 2024, https://asia.nikkei.com/Spotlight/Electric-cars-in-China/BYD-to-deploy-fleet-of-8-car-carriers-to-underpin-global-EV-expansion .

[50] .   Elena Luchian, “BYD's Explorer No. 1 Embarks on Maiden Voyage, Can Carry 7,000 Cars,” Auto Evolution , January 15, 2024, https://www.autoevolution.com/news/byd-s-explorer-no-1-embarks-on-its-maiden-voyage-it-can-transport-7000-cars-227650.html .

[51] .   Bradsher, “China Is Flooding the World With Cars.”

[52] .   Andrew Batson, “Peak Globalization and China’s EV Exports,” The Tangled Woof , July 12, 2023, https://andrewbatson.com/2023/07/12/peak-globalization-and-chinas-ev-exports/ ; Roland Irle, “Global EV Sales for 2022,” EV Volumes , February 6, 2023, https://ev-volumes.com/news/ev/global-ev-sales-for-2022/ .

[53] .   The Observatory of Economic Complexity, “Electric Motor Vehicles,” https://oec.world/en/profile/hs/electric-motor-vehicles .

[54] .   UN Comtrade Database, Trade Data (Exports, HS Code 870380 (Vehicles; with only electric motor for propulsion), 2017, 2023), https://comtradeplus.un.org/TradeFlow .

[55] .   Luke Patey, “The Great EV Glut” (Danish Institute of International Studies, May 19, 2024), https://www.thewirechina.com/2024/05/19/the-great-ev-glut-european-union-electric-vehicle-china-chinese-electric-vehicles-evs-eu/ .

[56] .   Remarks of China EV industry experts at ITIF roundtable on April 11, 2024.

[57] .   Moktar Hossain, “How Chinese Companies are Dominating Electric Vehicle Market Worldwide,” California Management Review , March 25, 2024, https://cmr.berkeley.edu/2024/03/how-chinese-companies-are-dominating-electric-vehicle-market-worldwide/ .

[58] .   Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[59] .   Oxford, “Are Chinese electric vehicles taking over the world?”

[60] .   Larry Keeley, The Ten Types of Innovation (Hoboken, New Jersey: Wiley Books, 2013).

[61] .   Zeyi Yang, “How did China come to dominate the world of electric cars?” MIT Technology Review , February 21, 2013, https://www.technologyreview.com/2023/02/21/1068880/how-did-china-dominate-electric-cars-policy/ .

[62] .   Casey Crownhart, “Meet the new batteries unlocking cheaper electric vehicles,” MIT Technology Review , February 17, 2023, https://www.bloomberg.com/news/articles/2023-06-05/china-s-ev-battery-sector-is-preparing-another-technology-breakthrough .

[63] .   Zeyi Yang, “How EV Batteries Are Becoming the Next Source of Tension for China and the U.S.,” MIT Technology Review , February 22, 2023, https://www.technologyreview.com/2023/02/22/1069032/ev-batteries-politicization-china-us/ .

[64] .   Crownhart, “Meet the new batteries unlocking cheaper electric vehicles.”

[65] .   Yang, “How EV Batteries Are Becoming the Next Source of Tension for China and the U.S.”

[66] .   Ibid.

[67] .   Ford, “Ford Taps Michigan For New Battery Plant,” news release, February 13, 2023, https://media.ford.com/content/fordmedia/fna/us/en/news/2023/02/13/ford-taps-michigan-for-new-lfp-battery-plant--new-battery-chemis.html .

[68] .   Jonathon Ramsey, “GM reportedly in talks with CATL to license LFP battery tech,” Auto Blog, April 5, 2024, https://www.autoblog.com/2024/04/05/gm-reportedly-in-talks-with-catl-to-license-lfp-battery-tech/ .

[69] .   Ilaria Mazzocco and Gregor Sebastian, “Electric Shock: Interpreting China’s Electric Vehicle Export Boom” (Center for Strategic and International Studies, September 14, 2023), https://www.csis.org/analysis/electric-shock-interpreting-chinas-electric-vehicle-export-boom .

[70] .   “Chinese EV battery maker CATL unveils LFP battery with 1,000 km range,” Reuters , April 25, 2024, https://www.reuters.com/business/autos-transportation/chinese-ev-battery-maker-catl-unveils-lfp-battery-with-1000-km-range-2024-04-25/ .

[71] .   Yasmeta Oon, “China creates groundbreaking electric car battery that fully charges in just 10 minutes,” MSN, May 20, 2024, https://www.msn.com/en-us/autos/news/china-creates-groundbreaking-electric-car-battery-that-fully-charges-in-just-10-minutes/ar-BB1mInh2 .

[72] .   Annie Lee, “China’s EV Battery Sector Is Preparing a New Breakthrough,” Bloomberg , June 5, 2023, https://www.bloomberg.com/news/articles/2023-06-05/china-s-ev-battery-sector-is-preparing-another-technology-breakthrough .

[73] .   Daniel Ren, “Volkswagen-backed Chinese EV battery maker Gotion takes on rival CATL with superfast-charging LFP product,” South China Morning Post , May 20, 2024, https://www.scmp.com/business/china-business/article/3263300/volkswagen-backed-chinese-ev-battery-maker-gotion-takes-rival-catl-superfast-charging-lfp-product .

[74] .   Edis Osmanbasic, “Solid-state EV batteries are closer than you think,” engineering.com , February 22, 2024, https://www.engineering.com/story/solid-state-ev-batteries-are-closer-than-you-think .

[75] .   “China’s Position in EV Battery Market to be Shaken as the Mass Production Race of All-Solid-State Battery Industry Speeds Up?” TrendForce, April 17, 2024, https://www.trendforce.com/news/2024/04/17/insights-chinas-position-in-ev-battery-market-to-be-shaken-as-the-mass-production-race-of-all-solid-state-battery-industry-speeds-up/ .

[76] .   Ibid.

[77] .   Emily Dreibelbis, “Semi Solid-State Battery Powers Chinese EV's 650-Mile, 14-Hour Drive,” NextCar , December 18, 2023, https://www.pcmag.com/news/semi-solid-state-battery-powers-chinese-evs-650-mile-14-hour-drive .

[78] .   Jill Shan, “China’s GAC declares a breakthrough in all-solid-state battery development,” TechNode , April 16, 2024, https://technode.com/2024/04/16/chinas-gac-declares-a-breakthrough-in-all-solid-state-battery-development/ .

[79] .   Jacky Wong, “China and U.S. Both Eye Breakthrough EV Technology,” The Wall Street Journal , July 2, 2024, https://www.wsj.com/business/autos/china-and-u-s-both-eye-breakthrough-ev-technology-597903ce .

[80] .   UltiumTech, “Chinese Startup's NEW Solid-State Battery STUNS The EV Industry!” April 2024, https://www.youtube.com/watch?v=1vG6zP1KiAM .

[81] .   Ibid.

[82] .   Scooter Doll, “This new solid-state battery cell claims to set industry records, could offer over 1,300 mile range,” Electrek , April 3, 2024, https://electrek.co/2024/04/03/new-solid-state-battery-cell-claims-industry-records-1300-mile-range/ .

[83] .   Ibid.

[84] .   TrendForce, “China’s Position in EV Battery Market to be Shaken as the Mass Production Race of All-Solid-State Battery Industry Speeds up?”

[85] .   Jackie Northam, “China dominates the EV batter industry. Can the rest of the world catch up?” NPR , July 22, 2023, https://www.npr.org/2023/07/22/1189580644/china-dominates-the-ev-battery-industry-can-the-rest-of-the-world-catch-up .

[86] .   Wong, “China and U.S. Both Eye Breakthrough EV Technology.”

[87] .   TrendForce, “China’s Position in EV Battery Market to be Shaken as the Mass Production Race of All-Solid-State Battery Industry Speeds up?”

[88] .   Oon, “China creates groundbreaking electric car battery that fully charges in just 10 minutes.”

[89] .   Yang, “How did China come to dominate the world of electric cars?”

[90] .   Levin, “Chinese Brands Will Sell A Third Of The World's Cars By 2030: Study.”

[91] .   Bradsher, “China’s E.V. Threat: A Carmaker That Loses $35,000 a Car.”

[92] .   Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[93] .   Sha Hua and Yoko Kubota, “A Chinese Phone Maker Did Something Apple Couldn’t: Make an EV,” The Wall Street Journal , May 22, 2024, https://www.wsj.com/business/autos/a-chinese-phone-maker-did-something-apple-couldnt-make-an-ev-3523186a .

[94] .   Ibid.

[95] .   Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[96] .   Greg Ip, “China’s EV Juggernaut Is a Warning for the West,” The Wall Street Journal , June 7, 2023, https://www.wsj.com/articles/chinas-ev-juggernaut-is-a-warning-for-the-west-1389f718 .

[97] .   Bradsher, “China’s E.V. Threat: A Carmaker That Loses $35,000 a Car.”

[98] .   Huang, “To Survive in China, Global Automakers Tap Local Tech Giants.”

[99] .   Mackenzie Hawkins et al., “China Urges EV Makers to Buy Local Chips as US Clash Deepens,” Bloomberg , March 15, 2024, https://www.bloomberg.com/news/articles/2024-03-15/china-urges-byd-ev-makers-to-buy-chinese-chips-as-tensions-with-us-escalate .

[100] . Zhai Shaohui and Han Wei, “Self-Driving Cars Will Be on China’s Roads by 2025, Says XPeng Boss,” Caixin Global , May 22, 2024, https://www.caixinglobal.com/2024-05-22/self-driving-cars-will-be-on-chinas-roads-by-2025-says-xpeng-boss-102198814.html .

[101] . Synopsys, “The 6 Levels of Vehicle Autonomy Explained, https://www.synopsys.com/automotive/autonomous-driving-levels.html .

[102] . Mercedes-Benz, “Automated driving revolution: Mercedes-Benz announces U.S. availability of DRIVE PILOT – the world’s first certified SAE Level 3 system for the U.S. market,” news release, September 27, 2023, https://media.mbusa.com/releases/automated-driving-revolution-mercedes-benz-announces-us-availability-of-drive-pilot-the-worlds-first-certified-sae-level-3-system-for-the-us-market .

[103] . Kevin Williams, “We Tried A Tesla 'Full-Self-Driving' Competitor From China. It's Better Than You Think,” InsideEVs , May 8, 2024, https://insideevs.com/news/718970/jiyue-01-ppa-test-china/ .

[104] . “Xiaomi becomes 8th largest EV upstart in China after successful SU7 launch,” Reuters , May 15, 2024, https://www.msn.com/en-ca/money/topstories/xiaomi-becomes-8th-largest-ev-upstart-in-china-after-successful-su7-launch/ar-BB1mpd0Z?ocid=BingNewsSerp .

[105] . Hua and Kubota, ““A Chinese Phone Maker Did Something Apple Couldn’t: Make an EV.”

[106] . Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[107] . Waqas Mubbushir, “Xiaomi SU7: A Game Changer in the EV Market,” April 3, 2024, https://www.linkedin.com/pulse/xiaomi-su7-game-changer-ev-market-waqas-mubbushir-zouwe/ .

[108] . Hua and Kubota, ““A Chinese Phone Maker Did Something Apple Couldn’t: Make an EV.”

[109] . The Green Living Guy, “Tesla Die-Casting Process Revolutionizes Underbody Production, https://greenlivingguy.com/2023/09/tesla-die-casting-technology-reduces-model-y/ .

[110] . Hua and Kubota, ““A Chinese Phone Maker Did Something Apple Couldn’t: Make an EV.”

[111] . Ibid.

[112] . Steven Loveday, “NIO, XPeng Supplier Planning Massive Giga Press W/ Tesla Supplier,” Inside EVs, January 25, 2022, https://insideevs.com/news/563092/nio-xpeng-casting-machines-tesla/ .

[113] . Alessandra Vecchi “An analysis of Chinese acquisitions of Italian firms in the manufacturing sector” International Journal of Business and Emerging Markets Vol. 8, Issue 3 (2016): 276-306, https://web.archive.org/web/20170921232640id_/http://ualresearchonline.arts.ac.uk/8461/1/__INF-FS02_STAFF_m_mgramstadt_Desktop_IJBEM080303%20VECCHI.pdf .

[114] . “Jam-packed: Chinese EV-makers are leaving Western rivals in the dust,” The Economist , May 4, 2024, https://www.economist.com/business/2024/05/01/chinese-ev-makers-shine-at-beijings-car-jamboree .

[115] . Bradsher, “China Is Flooding the World With Cars.”

[116] . Nico Demattia, “This Chinese Electric Supercar Can Drive on Three Wheels, Jump in the Air,” The Drive , April 11, 2023, https://www.thedrive.com/news/this-chinese-electric-supercar-can-drive-on-three-wheels-jump-in-the-air .

[117] . Monica Raymunt, “Volkswagen Takes $700 Million Xpeng Stake for EV Pact to Win Back China,” Bloomberg , July 26, 2023, https://www.bloomberg.com/news/articles/2023-07-26/vw-takes-700-million-xpeng-stake-for-ev-pact-to-win-back-china .

[118] . Zachary Shahan, “Volkswagen Gets Critical Tech Boost in China from Xpeng,” Clean Technica , April 2024, https://cleantechnica.com/2024/04/19/volkswagen-gets-critical-tech-boost-in-china-from-xpeng/ .

[119] . Jiahui Huang, “To Survive in China, Global Automakers Tap Local Tech Giants,” The Wall Street Journal , May 8, 2024, https://www.wsj.com/business/autos/to-survive-in-china-global-automakers-tap-local-tech-giants-1f64e1ea .

[120] . “Stellantis takes $1.6 bln Leapmotor stake to revive China fortunes,” Reuters , October 26, 2023, https://www.reuters.com/business/autos-transportation/chinas-zhejiang-leapmotor-will-issue-shares-worth-11-bln-stellantis-2023-10-25/ .

[121] . Daniel Leussink and Liam Mo, “In China, Elon Musk scores wins on the path to self-driving cars,” Reuters , April 29, 2024, https://www.yahoo.com/tech/boss-battery-giant-catl-visits-030559945.html .

[122] . Raffaele Huang, “Musk Wins China’s Backing for Tesla’s Driver-Assistance Service,” The Wall Street Journal , April 29, 2024, https://www.wsj.com/tech/tesla-wins-chinas-backing-for-driver-assistance-service-20816802 .

[123] . Erin Feiger, “China just unveiled a futuristic, sun-powered car that can basically drive itself — and it took just 5 months to develop,” TCD , May 29, 2023, https://www.thecooldown.com/green-tech/tianjin-solar-powered-car-china-ev-2/ .

[124] . Graham Warwick, “China’s AutoFlight Lays Out Path to eVTOL Certification,” Aviation Week , June 20, 2023, https://aviationweek.com/shownews/paris-air-show/chinas-autoflight-lays-out-path-evtol-certification .

[125] . IdeaScale, “What Is Process Innovation,” https://ideascale.com/blog/what-is-process-innovation/ .

[126] . Selina Cheng and Yoko Kubota, “How China Is Churning Out EVs Faster Than Everyone Else,” The Wall Street Journal , March 4, 2024, https://www.wsj.com/business/autos/how-china-is-churning-out-evs-faster-than-everyone-else-df316c71 .

[127] . Ibid.

[128] . Ibid.

[129] . Eric Pfanner, “Nokia Chief Sees Company on ‘Burning Platform,’ According to Leaked Memo,” The New York Times , February 9, 2011, https://www.nytimes.com/2011/02/10/technology/10nokia.html .

[130] . Keith Bradsher, “China’s Electric Cars Keep Improving, a Worry for Rivals Elsewhere,” The New York Times, May 1, 2024, https://www.nytimes.com/2024/05/01/business/china-electric-vehicles.html .

[131] . Cheng and Kubota, “How China Is Churning Out EVs Faster Than Everyone Else.”

[132] . Ibid.

[133] . Remarks of China EV industry experts at ITIF roundtable on April 11, 2024.

[134] . Meghavi Singh, “After Tesla, rival Xpeng to cut costs in China with new vehicle manufacturing platform,” Seeking Alpha , April 17, 2023, https://seekingalpha.com/news/3956779-after-tesla-rival-xpeng-to-cut-costs-in-china-with-new-vehicle-manufacturing-platform .

[135] . Cheng and Kubota, “How China Is Churning Out EVs Faster Than Everyone Else.”

[136] . Ibid.

[137] . Remarks of China EV industry experts at ITIF roundtable on April 11, 2024.

[138] . Cheng and Kubota, “How China Is Churning Out EVs Faster Than Everyone Else.”

[139] . Robert Atkinson, “How Innovative Is China in the Robotics Industry?” (ITIF, March 2024), https://itif.org/publications/2024/03/11/how-innovative-is-china-in-the-robotics-industry/ .

[140] . Robert D. Atkinson, “China using industrial robots at 12x US rate,” Asia Times , September 17, 2023, https://asiatimes.com/2023/09/china-using-industrial-robots-at-12x-us-rate/ .

[141] . Bradsher, “China’s E.V. Threat: A Carmaker That Loses $35,000 a Car.”

[142] . Chengyi Lin, “3 Drivers of China’s Booming Electric Vehicle Market,” Harvard Business Review , January 3, 2024, https://www.hbsp.harvard.edu/product/H07YQ4-PDF-ENG .

[143] . Ibid.

[144] . Ibid.

[145] . Remark of German and China EV industry expert at ITIF roundtable on April 11, 2024.

[146] . Hua and Kubota, ““A Chinese Phone Maker Did Something Apple Couldn’t: Make an EV.”

[147] . Kennedy, “The Chinese EV Dilemma: Subsidized Yet Striking.”

[148] . Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[149] . Bradsher, “China Is Flooding the World With Cars.”

[150] . European Commission (EC), “The 2023 EU Industrial R&D Investment Scoreboard” (EC, 2023), https://publications.jrc.ec.europa.eu/repository/handle/JRC135576 .

[151] . OECD Data Explorer, Bibliometric indicators, by field (Fractional counts of scientific publications among the world's 10% top-cited scientific publications, Automotive Engineering, 2008, 2022), https://data-explorer.oecd.org/ .

[152] . Milad Haghani et al., “Trends in electric vehicles research” Transportation Research Part D Vol. 123 (2023), 5, https://www.sciencedirect.com/science/article/pii/S136192092300278X .

[153] . Gaida et al., “ASPI’s Critical Technology Tracker: The global race for future power.”

[154] . Ibid., 20.

[155] . Ibid., 53.

[156] . Ibid., 6.

[157] . World Intellectual Property Organization (WIPO), WIPO statistics database (6 - PCT publications by IPC class; B62D; 1995, 2023; accessed May 20, 2024), https://www3.wipo.int/ipstats/ips-search/patent . B62D is the Cooperative Patent Classification (CPC) for motor vehicles, trailers, etc.

[158] . Ibid., 8.

[159] . WIPO, WIPO statistics database (6 - PCT publications by IPC class; B60L; 1995, 2023; accessed May 20, 2024), https://www3.wipo.int/ipstats/ips-search/patent . B60L is the CPC for propulsion of electrically propelled vehicles.

[160] . Ibid., 10.

[161] . Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[162] . Statista, “BYD Group: revenue 2010-2023,” https://www.statista.com/statistics/279209/revenue-of-byd-in-china/ .

[163] . Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[164] . BYD, “New Energy,” https://www.bydglobal.com/cn/en/BYD_ENProductAndSolutions/NewEnergy_mob.html/ .

[165] . “Which manufacturer supplied the largest volume of EV batteries in 2023?” AutoVista24 , February 9, 2024, https://autovista24.autovistagroup.com/news/which-manufacturer-supplied-the-largest-volume-ev-batteries-in-2023-podcast/ .

[166] . Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[167] . Damion Smy, “BYD to introduce new second-generation 1000km battery technology,” Drive , April 11, 2024, https://www.drive.com.au/news/byd-to-introduce-new-second-gen-1000km-battery-technology/ .

[168] . BYD, “BYD 2022 Annual Report,” https://file.finance.sina.com.cn/211.154.219.97:9494/MRGG/CNSESZ_STOCK/2023/2023-3/2023-03-29/8922681.PDF .

[169] . Jill Shen, “BYD hires record number of graduates in R&D,” TechNode , July 31, 2023, https://technode.com/2023/07/31/byd-hires-record-number-of-graduates-in-rd/ .

[170] . Author’s analysis of World Intellectual Property Organization and U.S. Patent and Trademark Organization data.

[171] . United States Trade Representative’s Office, “2020 Report to Congress on China’s WTO Compliance” (USTR, January 2021), 9, https://ustr.gov/sites/default/files/files/reports/2020/2020USTRReportCongressChinaWTOCompliance.pdf ; Clyde Prestowitz, The World Turned Upside Down: America, China, and the Struggle for Global Leadership (New Haven, Connecticut: Yale University Press, 2021), 78.

[172] . Stephen Ezell, “False Promises II: The Continuing Gap Between China’s WTO Commitments and Its Practices” (ITIF, July 2021), https://itif.org/publications/2021/07/26/false-promises-ii-continuing-gap-between-chinas-wto-commitments-and-its/ .

[173] . Zhang, “Automakers’ NEV market share in China in 2023: BYD 35%, Tesla 7.8%, Nio 2.1%.”

[174] . Li Auto, “Li Auto 2022 Annual Report,” April 21, 2023, 118, https://liauto.gcs-web.com/system/files-encrypted/nasdaq_kms/assets/2023/04/21/6-18-44/Li%20Auto%20%2020-F.pdf .

[175] . Phate Zhang, “Factbox: How many employees do Nio, Xpeng, Li Auto have?” July 2023, https://cnevpost.com/2023/07/26/how-many-employees-does-nio-xpeng-li-auto-have/.

[176] . Gregor Sebastian interview with Stephen Ezell.

[177] . Rishi Iyengar and Christina Lu, “A Chinese EV Company Has Taken Tesla’s Crown,” Foreign Policy , January 4, 2024, https://foreignpolicy.com/2024/01/04/byd-tesla-sales-electric-cars-ev-china/ .

[178] . Yang, “How did China come to dominate the world of electric cars?”

[179] . Ibid.; Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[180] . You Xiaoying, “The ‘new three’: How China came to lead solar cell, lithium battery and EV manufacturing,” Dialogue Earth , November 7, 2023, https://dialogue.earth/en/business/new-three-china-solar-cell-lithium-battery-ev/ .

[181] . Reid, “How China’s EV Boom Caught Western Companies Asleep at the Wheel.”

[182] . Qinyu Qiao and Harry Lee, “The Role of Electric Vehicles in Decarbonizing China’s Transportation Sector” (Belfer Center for Science and International Affairs Harvard Kennedy School, March 2019), 28-29, https://www.belfercenter.org/sites/default/files/files/publication/RoleEVsDecarbonizingChina.pdf .

[183] . Kennedy, “The Chinese EV Dilemma: Subsidized Yet Striking.”

[184] . Ibid.

[185] . Ibid.

[186] . Ibid.

[187] . Ibid.

[188] . Bradsher, “China’s E.V. Threat: A Carmaker That Loses $35,000 a Car.”

[189] . “Can China’s EV makers overtake their rivals?” South China Morning Post podcast, March 8, 2024, https://www.scmp.com/video/scmp-explains/3254659/overtaking-bend-how-chinas-ev-industry-charged-ahead-dominate-global-market .

[190] . Bradsher, “China’s E.V. Threat: A Carmaker That Loses $35,000 a Car.”

[191] . U.S.-China Economic and Security Review Commission (USCESRC), “2023 Annual Report to Congress” (USCESRC, 2023), 61, https://www.uscc.gov/annual-report/2023-annual-report-congress .

[192] . Bradsher, “China Is Flooding the World With Cars.”

[193] . Kennedy, “The Chinese EV Dilemma: Subsidized Yet Striking.”

[194] . USCESRC, “2023 Annual Report to Congress”; Ilaria Mazzocco, written testimony to the U.S.-China Economic and Security Review Commission, Hearing on China’s Current Economy: Implications for Investors and Supply Chains, August 21, 2023, 2.

[195] . He, “A brutal elimination round is reshaping the world’s biggest market for electric cars.”

[196] . “An influx of Chinese cars is terrifying the West,” The Economist .

[197] . Xue, Wei, and Greeven, “China’s automotive odyssey.”

[198] . Robert D. Atkinson and Stephen Ezell, Innovation Economics: The Race for Global Advantage (New Haven, Connecticut: Yale University Press, 2011).

[199] . Xue, Wei, and Greeven, “China’s automotive odyssey.”

[200] . Keith Bradsher, “Hybrid in a Trade Squeeze,” The New York Times , September 5, 2011, https://www.nytimes.com/2011/09/06/business/global/gm-aims-the-volt-at-china-but-chinese-want-its-secrets.html .

[201] . Xue, Wei, and Greeven, “China’s automotive odyssey.”

[202] . Hannah Ng and Tiffany Meier, “Intellectual Property Theft Enables China to Dominate EV Industry: Former US Intelligence Official,” The Epoch Times , February 26, 2023, https://www.theepochtimes.com/china/intellectual-property-theft-enables-china-to-dominate-ev-industry-former-us-intelligence-official-5081118 .

[203] . Michael Gauthier, “FBI Warns Automakers That China Is Placing A Priority On Stealing Electric Car Tech,” CarScoops , February 9, 2020, https://www.carscoops.com/2020/02/fbi-warns-automakers-that-china-is-placing-a-priority-on-stealing-electric-car-tech/ .

[204] . Ibid.

[205] . Alex Lauer, “China Really Wants to Steal EV Tech, Warns U.S. Counterintelligence,” InsideHook , February 10, 2020, https://www.insidehook.com/autos/china-steal-electric-vehicle-tech-counterintelligence .

[206] . Vishakha Saxena, “Tesla Sues Chip Designer for ‘Stealing Tech Secrets’,” Asia Financial , September 6, 2023, https://www.asiafinancial.com/tesla-sues-china-chip-designer-for-stealing-tech-secrets .

[207] . U.S. Department of Justice, “Resident of China Pleads Guilty to Conspiracy to Send Leading Electric Vehicle Company’s Trade Secrets to an Undercover U.S. Agent,” news release, June 13, 2024, https://www.justice.gov/usao-edny/pr/resident-china-pleads-guilty-conspiracy-send-leading-electric-vehicle-companys-trade .

[208] . Xiaoying, “The ‘new three’: How China came to lead solar cell, lithium battery and EV manufacturing.”

[209] . Hawkins et al., “China Urges EV Makers to Buy Local Chips as US Clash Deepens.”

[210] . Ibid.

[211] . Ibid.

[212] . Kennedy, “The Chinese EV Dilemma: Subsidized Yet Striking.”

[213] . Stephen Ezell and Robert D. Atkinson, “The Good, the Bad, and the Ugly of Innovation Policy” (ITIF, October 2010), https://itif.org/publications/2010/10/07/good-bad-and-ugly-innovation-policy/ .

[214] . Rebecca Kanthor, “Electric vehicles are gaining popularity across China as govt creates incentives,” The World , September 29, 2022, https://theworld.org/stories/2022/09/29/electric-vehicles-are-gaining-popularity-across-china-govt-creates-incentives .

[215] . Brian Le Shier, “Comparing U.S. and Chinese Electric Vehicle Policies” (Environmental and Energy Study Institute, February 2018), https://www.eesi.org/articles/view/comparing-u.s.-and-chinese-electric-vehicle-policies .

[216] . Hongyang Cui et al., “Charging Up China’s Transition to Electric Vehicles” (The International Council on Clean Transportation, January 2024), https://theicct.org/wp-content/uploads/2024/01/ID-93-%E2%80%93-China-charging-Report-A4-70131-v6.pdf .

[217] . Ibid.

[218] . Ibid.

[219] . Shier, “Comparing U.S. and Chinese Electric Vehicle Policies.”

[220] . Yiran Liu et al., “Impact of policy incentives on the adoption of electric vehicle in China” Transportation Research Part A: Policy and Practice Vol. 176 (October 2023), https://www.sciencedirect.com/science/article/abs/pii/S0965856423002215?via%3Dihub .

[221] . Kennedy, “The Chinese EV Dilemma: Subsidized Yet Striking.”

[222] . Bradsher, “China’s Electric Cars Keep Improving, a Worry for Rivals Elsewhere.”

[223] . “An influx of Chinese cars is terrifying the West,” The Economist .

[224] . Stephanie Brinley, “US EV sales grew nearly 52% in 2023. So why are automakers slowing EV investments?” S&P Mobility Blog , March 6, 2024, https://www.spglobal.com/mobility/en/research-analysis/us-ev-sales-grew-nearly-52-in-2023.html .

[225] . Lindwall, “Why the Electric Vehicle Revolution Can Benefit Everyone.��

[226] . Sabrina Parys, “EV Tax Credit: Rules and Qualifications for Electric Vehicle Purchases,” NerdWallet , July 1, 2024, https://www.nerdwallet.com/article/taxes/ev-tax-credit-electric-vehicle-tax-credit .

[227] . U.S. Department of the Treasury, “U.S. Department of the Treasury Announces More Than $1 Billion in Upfront Savings for Consumers on Electric Vehicle Sales,” news release, June 12, 2024, https://home.treasury.gov/news/press-releases/jy2403 .

[228] . The White House, “FACT SHEET: Biden- ⁠ Harris Administration Announces New Actions to Cut Electric Vehicle Costs for Americans and Continue Building Out a Convenient, Reliable, Made-in-America EV Charging Network,” January 19, 2024, https://www.whitehouse.gov/briefing-room/statements-releases/2024/01/19/fact-sheet-biden-harris-administration-announces-new-actions-to-cut-electric-vehicle-costs-for-americans-and-continue-building-out-a-convenient-reliable-made-in-america-ev-charging-network .

[229] . Ibid.

[230] . Ibid.

[231] . Matthew Daly, “Biden awards $1.7 billion to boost electric vehicle manufacturing and assembly in 8 states,” Associated Press , July 11, 2024, https://apnews.com/article/electric-vehicle-manufacturing-biden-union-jobs-2acc1ce107dcec60f8596fb7dce6038e.

[232] . Andrew Duehren and Andrew Restuccia, “Biden to Quadruple Tariffs on Chinese EVs,” The Wall Street Journal , May 10, 2024, https://www.wsj.com/economy/trade/biden-to-quadruple-tariffs-on-chinese-evs-203127bf .

[233] . Philip Blenkinsop, “EU hits Chinese EVs with tariffs, drawing rebuke from Beijing,” Reuters , June 12, 2024, https://www.reuters.com/business/autos-transportation/eu-impose-multi-billion-euro-tariffs-chinese-evs-ft-reports-2024-06-12/ .

[234] . Lin and Liang, “China’s Battery Champion Says Geopolitical Tensions Won’t Derail U.S. Expansion.” Tesla exports of EVs made in China to Europe would be impacted by the EU tariffs, although the European Commission has said it might get an “individually calculated” rate if duties are definitively imposed. David McHugh and Ken Moritsugu, “Europe is slapping tariffs on Chinese electric vehicles — for now. Here’s what to know,” Associated Press , July 4, 2024, https://apnews.com/article/europe-china-electric-vehicles-customs-trade-705e8f18964b2e77ec076675522bcc83#.

[235] . Robin Gaster, Robert D. Atkinson, and Edward Rightor, “Beyond Force: A Realist Pathway Through the Green Transition” (ITIF, July 2023), https://www2.itif.org/2023-p3-green-transition.pdf .

[236] . Clifton Yin and Matthew Stepp, “Shifting Gears: Transcending Conventional Economic Doctrines to Develop Better Electric Vehicle Batteries” (ITIF, October 2012), https://www2.itif.org/2012-shifting-gears-electric-vehicle-batteries.pdf .

[237] . Ibid.

[238] . Manufacturing USA, Key Initiatives , https://www.manufacturingusa.com/key-initiatives .

[239] . Climate Group EV100, “Key Policies to Drive the Electric Vehicle Transition in the U.S.” 5, https://www.theclimategroup.org/sites/default/files/2021-09/Key%20Policies%20to%20Drive%20the%20Electric%20Vehicle%20Transition%20-%20Updated.pdf .

[240] . Ibid.

[241] . United States Trade Representative, “2024 National Trade Estimate Report of Foreign Trade Barriers” (2024), 69, https://ustr.gov/sites/default/files/2024%20NTE%20Report_1.pdf .

[242] . Nigel Cory, “Testimony Before the United States-China Economic and Security Review Commission’s Panel on China’s Cloud Market as Part of its Hearing “A Net Assessment of the Chinese Communist Party’s Economic Ambitions, Plans, and Metrics of Future Success” (ITIF, April 2021), https://www.uscc.gov/sites/default/files/2021-04/Nigel_Cory_Testimony.pdf .

[243] . Robert D. Atkinson, “How to Mitigate the Damage From China’s Unfair Trade Practices by Giving USITC Power to Make Them Less Profitable” (ITIF, November 2022), https://itif.org/publications/2022/11/21/how-to-mitigate-the-damage-from-chinas-unfair-trade-practices/ .

[244] . U.S. International Trade Commission, “Aluminum Foil from China” (USITC, 2023), https://www.usitc.gov/publications/701_731/pub5459.pdf .

[245] . Will Grant, “How Chinese firms are using Mexico as a backdoor to the US,” BBC , April 21, 2024, https://www.bbc.com/news/business-68825118 .

[246] . Caroline Freund et al., “Is US Trade Policy Reshaping Global Supply Chains?” (preliminary paper, May, 2023), https://www.imf.org/-/media/Files/News/Seminars/2023/fragmentation-conference/session-5-paper-2-reconfiguration-of-global-value-chains.ashx#:~:text=This%20paper%20examines%20the%20reshaping,chains%20remain%20intertwined%20with%20China .

[247] . U.S. Department of State, “Minerals Security Partnership,” https://www.state.gov/minerals-security-partnership/ .

[248] . Ibid.

[249] . Alexander Laska and Ellen Hughes-Cromwick, “Electric Vehicles: Policies to Help America Lead” (Third Way, November 2022), https://www.thirdway.org/memo/electric-vehicles-policies-to-help-america-lead .

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TechBullion

Exploring the case industry: trends and innovations in phone case manufacturing.

The case industry has seen significant growth in recent years, driven by the increasing demand for smartphone protection and personalization. From basic silicone covers to advanced, multifunctional cases, the industry offers a wide range of products catering to different consumer needs. In this article, we’ll explore the trends and innovations shaping the case industry and how phone case suppliers are adapting to meet these changes.

Understanding the Case Industry

The case industry encompasses the production and distribution of protective cases for smartphones, tablets, and other electronic devices. These cases are not just about protection; they also serve as a means of personal expression, allowing users to showcase their style and preferences.

Key Components of the Case Industry

• Diverse Materials : The industry utilizes various materials, including silicone, TPU (thermoplastic polyurethane), polycarbonate, leather, and more. Each material offers unique benefits in terms of protection, aesthetics, and functionality.
• Innovative Designs : Phone case suppliers constantly innovate, creating designs that cater to different tastes and needs. This includes everything from minimalist designs to rugged cases that offer maximum protection.
• Customization : Many companies offer customizable options, allowing consumers to add personal touches such as photos, text, or unique patterns to their cases.
• Sustainability : There is a growing trend towards eco-friendly materials and production processes, as consumers become more environmentally conscious.
• Functionality : Beyond protection, cases are increasingly designed with additional features like card holders, stands, and even battery packs.

Trends in the Case Industry

The case industry is dynamic, with new trends emerging regularly. Here are some of the key trends currently shaping the industry.

1. Sustainable and Eco-Friendly Cases

With increasing awareness of environmental issues, the demand for eco-friendly phone cases is on the rise. Phone case suppliers are responding by using recycled materials, biodegradable options, and sustainable production practices.

2. Technologically Advanced Cases

Cases that integrate technology, such as wireless charging compatibility, RFID-blocking features, and built-in LED lights, are becoming more popular. These advancements provide added convenience and functionality to consumers.

3. Fashion-Forward Designs

The line between fashion and function is blurring in the case industry. Many phone case suppliers are collaborating with fashion brands or artists to create stylish, limited-edition cases that appeal to trend-conscious consumers.

4. Customization and Personalization

Personalized cases are highly sought after, as they allow individuals to express their unique style. Companies offer a range of customization options, from simple monograms to fully custom designs.

5. Durability and Protection

As phones become more expensive, consumers are looking for cases that offer robust protection. This has led to an increase in demand for rugged cases designed to withstand drops, impacts, and other forms of damage.

Choosing the Right Phone Case Supplier

Selecting the right phone case supplier is crucial for both retailers and consumers. The quality, variety, and reliability of the supplier can significantly impact customer satisfaction.

Factors to Consider When Choosing a Phone Case Supplier

• Product Quality : Ensure the supplier offers high-quality materials and durable construction. This is essential for providing adequate protection for devices.
• Range of Products : A good supplier should offer a wide range of designs, materials, and features to cater to different customer preferences.
• Customization Options : If personalization is important, look for suppliers who offer customization services, allowing you to create unique and personalized cases.
• Sustainability Practices : As eco-friendly products gain popularity, consider suppliers who prioritize sustainable materials and ethical production practices.
• Reputation and Reviews : Check the supplier’s reputation through customer reviews and ratings. This can give insight into their reliability, product quality, and customer service.

FAQs About the Case Industry

1. what materials are commonly used in phone cases.

Common materials include silicone, TPU, polycarbonate, leather, and metal. Each material offers different benefits, such as flexibility, durability, and aesthetic appeal.

2. Are eco-friendly phone cases effective?

Yes, eco-friendly phone cases are effective and durable. They are made from sustainable materials like recycled plastics, biodegradable materials, and even organic substances.

3. Can phone cases affect wireless charging?

Some phone cases, especially those made of thicker materials or with metal components, can interfere with wireless charging. Always check if a case is compatible with wireless charging before purchasing.

4. How can I choose the best phone case for my needs?

Consider factors such as the level of protection needed, your style preferences, and any additional features you might want, like card slots or a stand. Also, ensure the case is compatible with your phone model.

5. Where can I find high-quality phone case suppliers?

High-quality phone case suppliers can be found online through marketplaces, dedicated websites, or at trade shows. Look for suppliers with positive reviews, a wide range of products, and good customer service.

The case industry is a vibrant and evolving sector that continues to innovate in response to consumer demands. Whether you’re looking for a stylish accessory, robust protection, or an eco-friendly option, there’s a phone case to meet your needs. As the industry grows, we can expect even more exciting developments and trends to emerge. When choosing a phone case, consider both the aesthetic and functional aspects to find a product that suits your lifestyle and preferences.

For more insights and to explore a variety of phone cases, visit reputable online retailers or check out industry reports for the latest trends. The right phone case not only protects your device but also allows you to express your personality and style.

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Utilizing excess assets in a defined benefit plan for effective workforce reduction

The challenge: incentivizing a workforce reduction

A Milliman client sponsored two frozen defined benefit plans. The larger plan had approximately 4,000 participants, 60% of which were active or terminated vested employees; the smaller plan had approximately 300 participants, 35% of which were active or terminated vested employees. Both plans had been frozen for at least 10 years and had been sufficiently overfunded such that neither had a Minimum Required Contribution for approximately 10 years.

The client wanted to reduce their workforce as a part of a larger corporate restructuring. An early retirement window offer to allow lump sum payments would not be an option, as both plans already allowed participants to elect their retirement benefit as a lump sum. Further, the client felt that many participants were not likely to voluntarily retire early without an additional inducement. The challenge was to find another way to incentivize employees to elect early retirement.

The solution: early retirement incentives and benefit increases

After consultation with the client, it was determined that the plan sponsor could incentivize participants to retire by including a benefit increase in the window offer. This benefit increase would be structured so that the additional liability would still leave the plans overfunded, thereby requiring no additional cash contributions from the plan sponsor.

The Milliman team performed numerous demographic analyses of the plans in order to determine the optimal group to whom to offer the incentive. The plan sponsor wanted to balance the cost of any benefit increases with the reduction in payroll and benefit costs for the target group. In addition, several options were considered to increase the frozen benefit amounts, such as adding years of service or increasing final salaries. Based upon the age and service distributions of the plans, it was determined that the incentive would be offered to certain active participants based on an attained age criterion. It was further proposed that the incentive be structured so as to increase a participant’s benefit by a certain percentage for every year of employment, such that even a participant hired shortly before the plan freeze could still see a valuable increase in his or her benefit. Participants could elect their enhanced benefit in any of the plans’ optional forms, including a lump sum payment.

The Milliman team performed preliminary nondiscrimination testing based upon the assumption that 100% of those offered the incentive would accept it and take their benefit as a lump sum. This assumption was used in order to estimate the maximum potential payments from the plan during the window period and the workforce management implications for the plan sponsor. The Milliman team conducted further preliminary studies to determine the impact on the plans’ funded status on an accounting basis and the effect on the plans’ future net periodic pension cost.

As the incentive program was refined, the client expanded it, after consultation with their attorney, to also include current employees who met the age criteria but were no longer active plan participants because they either had previously terminated employment and received their benefit as a lump sum or as an annuity and were then rehired after their respective plan froze, or had been eligible for an in-service distribution. The Milliman team calculated the incentive in the same manner as for other participants but it was based upon their benefit at retirement and the percentage increase was based on elapsed time since their original date of hire, but excluding any time not employed by the plan sponsor.

An additional component of the retirement incentive was the offer of continued employer medical coverage until Medicare eligibility (age 65) for the employee and covered family members, if applicable. Employees not participating in employer medical coverage or who were already Medicare eligible would receive a one-time cash payment.

The outcome: successful workforce reduction to meet business goals

The incentive was ultimately offered to approximately 300 individuals, of which approximately 180 took advantage of the incentive, for a take-up rate of 60%. Of those who took the offer, approximately 75% elected a lump sum.

The incentive continued to pass nondiscrimination testing under the actual election circumstances. From an accounting perspective, the retirement window resulted in several special events: a curtailment due to early retirement on the parts of the participants, a settlement due to the payment of lump sums, and special termination benefits due to the benefit enhancement and health care bridge benefits.

The client was pleased with the result of the incentive program on both their workforce and on the plans’ balance sheets. Milliman was able to tailor a solution that satisfied regulatory constraints, kept the plans in a strong funded position, and met the client’s broader business goals.

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We detail how we helped a pension plan sponsor incentivize certain participants to retire in order to meet workforce reduction goals while maintaining surplus funding levels.

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Upadacitinib Effective for Rare Granulomatous Disorder in Case Series

Edited by Manasi Talwadekar

August 02, 2024

Upadacitinib, an oral Janus kinase (JAK) 1 inhibitor, showed an 80% complete response rate in patients with granulomatous cheilitis, with no serious adverse events, in a small retrospective case series.

METHODOLOGY:

• Granulomatous cheilitis is a rare, non-necrotizing granulomatous inflammatory disorder characterized by intermittent or persistent swelling of the lips.
• In a retrospective case series of five patients (median age, 30 years; four women) with granulomatous cheilitis resistant to systemic treatments at a Belgian hospital between June 2023 and March 2024, all five were treated with a high dose of upadacitinib (30 mg daily).
• The primary endpoint was objective clinical improvement in lip swelling and infiltration over a median follow-up of 7.2 months.
• Three patients had concomitant dormant Crohn's disease (CD); a secondary outcome was disease activity in these patients.
• Upadacitinib treatment resulted in a complete response in four patients (80%) within a median of 3.8 months and a partial response in one patient.
• CD remained dormant in the three patients with CD.
• The safety profile of upadacitinib was favorable, and no serious adverse events were reported. Two patients experienced headaches, acne, mild changes in lipids, and/or transaminitis.

IN PRACTICE:

"Upadacitinib was effective in treating patients with recalcitrant and long-lasting granulomatous cheilitis, even in cases of concomitant CD, which could substantially improve the quality of life of affected patients," the authors wrote. More studies are needed to confirm these results in larger groups of patients over longer periods of time, "and with other JAK inhibitors," they noted.

The study was led by Axel De Greef, MD, Department of Dermatology, Cliniques universitaires Saint-Luc, Université catholique de Louvain (UCLouvain), Brussels, Belgium. It was published online on July 31, 2024, in JAMA Dermatology .

LIMITATIONS:

The small sample size and short follow-up may limit the generalizability of the findings to a larger population of patients with granulomatous cheilitis.

DISCLOSURES:

The study did not report any funding sources. Some authors reported receiving nonfinancial support and personal fees from various pharmaceutical companies outside the submitted work.

This article was created using several editorial tools, including AI, as part of the process. Human editors reviewed this content before publication.

Send comments and news tips to [email protected] .

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Panasonic Connect Announces Strategic Capital Partnership And Establishment Of New Company To Operate Projector Business

Aiming for sustainable business growth and market expansion..

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Wiesbaden, DE. 31 st July 2024 Panasonic Connect Co., Ltd. today announced that it has reached an agreement on a strategic capital partnership with ORIX Corporation in regard to the company’s projector business and related operations. The two companies plan to establish a new company to operate the business aiming for continued growth. This decision was made today at the board of directors meeting of Panasonic Holdings Corporation concerning the following details.

1. Overview

Together with ORIX, Panasonic Connect will establish a new company based on its Media Entertainment Business Division (MEBD), aiming for further growth of the business. Regarding the new company, ORIX will hold 80% of the shares, and Panasonic Connect will hold 20%. After the capital partnership, target products will continue to carry the Panasonic brand, and the new company will also use the Panasonic name for the time being.

2. Background and Objectives

Since the commercialization of its first cathode ray tube (CRT) projector in 1975, the company’s commercial projector and display business has launched a wide range of products utilizing proprietary device control technology *1 . Over the past 50 years, the company has earned the trust of customers around the globe, and with a leading market share in the high-brightness projector market *2 , the company has established a strong position in the visual solutions business.

On the other hand, in this market the importance of integrating software along with advanced hardware has increased, and significant changes in the competitive environment have arisen due to the emergence of applied technologies and the demand for immersive experiences. In order to achieve in-organic growth and further market expansion going forward, the company has deemed that it will be necessary to strengthen operations and make continual investments.

In light of these circumstances, Panasonic Connect and ORIX have determined that further growth can be achieved by leveraging the former’s technological expertise and customer base, along with the investment power ORIX holds and the knowledge and experience cultivated through business investments in numerous companies, including manufacturing and large corporations.

ORIX, with which the company has decided to form this capital partnership, is a corporation that engages in diverse financial services and is committed to business operations with a medium- to long-term perspective. Through this capital partnership, the company aims to leverage ORIX's wealth of business investment experience and pursue strategies for in-organic growth, along with continuous investment for technological development in hardware technology and the construction and execution of strategic alliances on a global scale.  

3. About the New Company

In April 2025, the new company will be established out of the Media Entertainment Business Division of Panasonic Connect. Additionally, overseas subsidiaries will be established from the sales functions of that division in North America, Europe, China, Australia, Singapore and other regions to be operated by the new company. In Japan, Panasonic Connect’s Gemba Solutions Company will continue to handle domestic sales.

*Note: A special purpose company (SPC) will be established as the successor, in which ORIX and Panasonic will hold 80% and 20% of the shares respectively.

4. About Strategic Capital Partner: ORIX Corporation

*1: Detailed control technology for core devices that enable compact, lightweight, high-brightness, and high-quality projectors. *2: Source: PMA PMA_2023CYQ2_WorldwidePJCensusRevenues, sales amount for Pro only, excluding D-Cinema, 10,000lm or more. *3: We are currently negotiating with overseas sales companies to establish the new company.

About Panasonic Connect

Panasonic Connect Co., Ltd. was established on April 1, 2022, as part of the  Panasonic Group’s switch to an operating company system. With roughly 28,300 employees worldwide and annual sales of JPY1,202.8 billion the company plays a central role in the growth of the Panasonic Group’s B2B solutions business and provides new value to its customers by combining advanced hardware, intelligent software solutions, and a wealth of knowledge in industrial engineering accumulated in its over 100-year history. The company’s purpose is to “Change Work, Advance Society, Connect to Tomorrow.” By driving innovation in the supply chain, public services, infrastructure, and entertainment sectors, Panasonic Connect aims to contribute to the realization of a sustainable society and to ensure well-being for all.

About Panasonic Connect Europe GmbH

Panasonic Connect Europe began operations on October 1 st , 2021, creating a new Business-to-Business focused and agile organisation. With more than 400 employees and led by CEO Hiroyuki Nishiuma, the business aims to contribute to the success of its customers with innovative products and integrated systems and services – all designed to deliver its vision to Change Work, Advance Society and Connect to Tomorrow. 

Panasonic Connect Europe is headquartered in Wiesbaden and consists of the following business divisions: 

• The  Mobile Solutions Business Division  helps mobile workers improve productivity with its range of Toughbook rugged notebooks, business tablets and handhelds.
• The  Media Entertainment Business Division  incorporating  Visual System Solutions  offers a range of high brightness and reliable projectors as well as high quality displays; and  Broadcast & ProAV  offers Smart Live Production solutions from an end-to-end portfolio consisting of PTZ and system cameras, camcorders, the Kairos IT/IP platform, switchers and robotic solutions that are widely used for live event capture, sports production, television, and xR studios.
• Business and Industry Solutions  delivers tailored technology solutions focused on Retail, Logistics and Manufacturing, using its unique Gemba Process Innovation approach. Its purpose is to increase operational efficiency and enhance customer experience, helping businesses to perform at their best, every day.
• Panasonic Factory Solutions Europe  is helping to make smart factories a reality with its wide range of automated solutions including electronics manufacturing solutions, robot and welding systems and software solutions engineering.

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