The launch of the second generation Nissan Leaf electric vehicle signals the auto equivalent of digitalising business, writes ARTHUR GOLDSTUCK.
Businesses are besieged with warnings that they will not survive if they do not become digital organisations. That means ripping out traditional structures, styles and processes of business, and preparing for a world in which information flow is at the heart of operational activity.
The same thing is about to happen in the automobile industry, but replacing the word “digital” with “electric”. One after another, governments are beginning to set target dates for reduced or even zero emissions from new vehicles. Car brands have to change, or vanish.
However, merely replacing a petrol-driven vehicle with an electric version is the business equivalent of making digital versions of company documents and little more. By not adapting the way the business operates, this “digitisation” creates greater inefficiency by duplicating rather than replacing processes.
So it is with the electric vehicle (EV): merely putting these on the road without changing the ecosystem within which they operate, they have little impact on the environment, or on lifestyles. For this reason, numerous EVs that have taken to the road over the past 70 years have vanished not only from the roads, but also from our memories.
Suddenly, that is changing. The success of two brands – the Tesla and the Nissan Leaf – has acted as an On button for an EV revolution.
Tesla is still primarily an American brand, with a network of charging stations focused on California but beginning to spread across the country. Nissan has it heartland in Japan, where charging stations are almost as common as petrol stations. In South Africa, only a few dozen charging stations dot the country.
Globally, however, Nissan is leading the charge. The Leaf is the world’s best-selling EV, with around 300 000 sold in six years of production. That doesn’t sound like much, given that Nissan sold 5.63-million vehicles in total last year. However, it is becoming clear that the first generation Leaf was as much a proof of concept as a pioneering vehicle.
It’s by no means the first EV in production. That legacy belongs to the 1947 Tama, built in a post-war era when oil was scarce and electricity plentiful in Japan. With a top speed of 35km/h and a range of 96km, it was used mainly as a taxi for the next three years. The 1950 Korean war brought with it an oil boom, and electric vehicles became little more than a fanciful notion. Tama’s manufacturer, Tokyo Electro Automobile, became Prince Motors, and then merged with Nissan in 1966.
It was only in the 1990s that the conceot became viable again, when Nissan and Sony jointly developed the first Lithium-ion battery that could be used in a car. In 1997, it debuted in the Prairie Joy EV, which is famed for having been used for Japan’s Arctic Envoronment Research Centre at the North Pole for six years without a mechanical hitch.
An advanced version of that battery was built into the 2000 Hypermini, used for the world’s first vehicle-sharing trials in Yokohama and Ebina. The trials proved the utility of electric vehicles in urban areas, and persuaded Nissan to proceed with development of the Leaf.
Last week, the second generation Leaf was unveiled in Tokyo, highlighting both the evolution of EVs and of the thinking behind their role in urban environment.
The specs are, of course, the key selling point of the vehicle, and no spec is more important, at this stage in EV history, than range. The limited range of many EVs has even resulted in a new phrase – “range anxiety” – to describe the stress people feel when they think their vehicle will run out of power before they reach a charging station.
That term may soon be considered quaint. Nissan has more than doubled the range of the Leaf, to 400km from less than 200km. This has required a more dense battery, which takes a little longer to charge than the previous version: 14 hours when plugged into a normal power outlet at home or work, compared to 12 hours before, and 40 minutes at a fast-charge station, compared to 30 minutes before. The trade-off for longer range will be welcomed.
At last week’s world premiere of the new Leaf, however, such improvements had equal billing to Nissans EV philosophy. Its thinking is framed in the concept of Nissan Intelligent Mobility, which rests on three pillars: Intelligent Power, Intelligent Driving and Intelligent Integration.
Daniele Schillaci, executive vice president for global marketing and sales at Nissan, summed up the pillars at the premiere:
“The first pillar is Nissan Intelligent Driving, which gives our customers more confidence through safety, control and comfort. This includes our development of autonomous drive technologies and advanced driving systems.
“The second pillar is Nissan Intelligent Power, which makes the drive more exciting but also cleaner and more efficient. This includes zero-emission and electrification technologies.
“The third pillar is Nissan Intelligent Integration, which connects our vehicles to our wider society.”
The Leaf’s autonomous technology, ProPILOT, is likely to capture headlines for bringing the self-driving vehicle closer to reality.
“Once activated, ProPILOT can automatically control the steering, acceleration, and brakes using a speed preset by the driver,” said Hideyuki Sakamoto, executive vice president for product engineering. “It is a single-lane autonomous driving technology that you can use on highways.
“The ProPILOT park controls every operation required for parking including acceleration, braking, shifting, turning the steering wheel and applying the parking brake.
“The combination of the world’s first four omnidirectional cameras and 12 ultrasonic sensors enables you to park precisely wherever you wish in just three steps, at a press of your finger.”
However, it is Intelligent Integration which truly sets the Leaf apart from its growing roster of competitors.
It incorporates vehicle-to-grid and vehicle-to-home systems that allow the car to feed power back into the electricity grid, or to keep a home’s lights and appliances on during a power outage. In Nissan’s hometown of Yokohama, near Tokyo, it is being integrated into city planning.
The future potential is for smart buildings, smart homes and smart cars not only to talk to each other, but also to coordinate resources between them, automatically. Because it extends beyond the car and can have a massive impact on the urban environment at large, intelligent mobility may well represent an even bigger lifestyle shift than self-driving cars. The EV represents the beginning of that shift.
- Arthur Goldstuck is founder of World Wide Worx and editor-in-chief of Gadget.co.za. Follow him on Twitter and Instagram on @art2gee
2017 Nissan LEAF specifications (Japan model)
Specifications for other regions will be announced at the start of sales.
|Overall length (mm)||4,480|
|Overall width (mm)||1,790|
|Overall height (mm)||1,540|
|Track width front/rear (mm)||1,530-1,540/1,545-1,555|
|Minimum ground clearance (mm)||150|
|Coefficient of drag (Cd)||0.28|
|Tires||205/55R16 or 215/50R17|
|Cargo area (VDA)||435 L|
|Gross vehicle weight||1,765-1,795|
|Maximum output||110 kW (150 ps)/3283~9795 rpm|
|Maximum torque||320 N･m (32.6 kgf･m)/0~3283 rpm|
|Cruising range||400 km (JC08)|
|Charging time (normal charging)||16 hours (3 kW)
8 hours (6 kW)
|Charging time from alert to 80% (quick charging)||40 minutes|
Smart grids needed for Africa’s utilities
Power utilities across Africa should rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem, says COLIN BEANEY, Global Industry Director for Asset-intensive and Energy and Utilities at IFS.
Africa’s abundant natural resources and urgent need for power mean that it is one of the most exciting and innovative energy markets in a world that is moving rapidly towards clean, renewable energy sources. The continent’s energy industry is taking new approaches to providing unserved and underserved communities with access to power, with an emphasis on smart technologies and greener energy sources.
Power systems are evolving from centralised, top-down systems as interest in off-grid technology grows among African businesses and consumers. And according to PwC, we will see installed power capacity rise from 2012’s 90GW to 380GW in 2040 in sub-Saharan Africa. Power utilities are needing to rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem.
Energy and utilities providers are transforming from centralised supply companies to more distributed, bi-directional service providers. They can only achieve this through the evolution of “smart grids” where sensors and smart meters will be able to provide the consumer with a more granular level of detail of power usage. This shift from an energy supplier to “lifestyle provider” will require a much more dynamic and optimised approach to maintenance and field service.
African companies must thus embrace digital transformation as an imperative. This transformation begins by embracing enterprise asset management to improve asset utilisation. The subsequent steps are enhancing upstream and downstream supply chain management; resource optimisation; introducing enterprise operational intelligence; embracing new technologies such as the Internet of Things, machine learning, and predictive maintenance; and becoming a smart utility.
Embracing mobility to drive ROI
Getting it right is about putting in place an enterprise backbone that accommodates asset and project management, multinational languages and currencies, new energies and markets, visualisation of the entire value chain, and mobility apps. Mobile technologies that support the field workforce have a vital role to play in driving better ROI from utilities’ investments in enterprise asset management and enterprise resource planning solutions.
Today’s leading enterprise asset management solutions feature powerful functionality for mobile management of the complete workflow of work orders – from logging status changes and updates, from receiving and creating new orders to concluding the job and reporting time, material and expenses. Such solutions are easy to deploy and intuitive for end users to learn and use.
Importantly for organisations operating in parts of the continent with poor telecoms infrastructure, connectivity is not an issue. The solutions work offline and synchronises when network connectivity is available. Users can work on any device—laptops, tablets, and smartphones—commercial or ruggedised.
By ensuring that field technicians have easy access to information and processes, the mobile solution enables technicians and maintenance engineers to easily do the following tasks:
· Create a new work order on the fly and log new opportunities
· Access both historical and planned work information when requested
· Permit customers to sign when the job is completed
· Capture measurements and inspection notes on route work orders
· Create new fault reports on routing
· Facilitate documentation through photo capturing
· Provide easy access to technical data and preventive actions.
The power of mobility allows the engineer to be the origin of all data capture on a service event. They can easily inquire on asset history, record parts used or parts needed for repair, record labour hours, and expenses as they occur, and any notes of repairs performed. When coupled with workforce management tools, such solutions unlock significant productivity gains for utilities who are trying to get the most from their workforce and assets.
Brands fall for app vanity
The experience of a mobile screen full of icons, representing independent apps that your need to open to experience them, is making less sense. Instead, businesses should serve customers with an ‘app-like’ experience inside the digital platform they already use, says PIETER DE VILLIERS, Group CEO at Clickatell.
Many brands remain obsessed with creating mobile apps. This not only defies trends that point to increasing consumer app apathy, but can exclude a sizeable portion of your customers in emerging economies. Companies need to engage with their users where they are rather than forcing them onto an app, in what can only be described as brand vanity.
In 2017 there were around 2.2 million apps available in the iOS app store and over 3 million on Google Play. And, while the number of apps being downloaded continues to rise, analysis shows that consumers are only using 30 apps per month and accessing just 9 on a day-to-day basis.
While these numbers still seem attractively high, in reality the majority of the apps we use are for messaging (like Facebook Messenger, WhatsApp, and WeChat) and our social networking, gaming, leisure, dating or utility activities.
Despite the facts, the application strategy as the holy grail for digital transformation is still being pushed even within large progressive brands. What’s more, some advertising agencies and digital consultants are still pushing apps as the best means for companies to connect with their customers. This has resulted in some organisations stubbornly doubling down on app strategies which are simply not showing return on investment (ROI).
It’s not immediately clear to us whether the fascination with apps is a roll-over from long overdue projects or whether brand owners equate a mobile-first strategy with a mobile app. Mobile-first in 2018 means customer first, and therefore embracing chat commerce in order to deliver services with convenience and simplicity in mind.
Why apps won’t win the internet
The problem with apps goes beyond user fatigue. In the first instance, many apps are poorly designed, assuming technical sophistication which may not match reality for the average customer. Poor user interfaces and attempts to provide complex engagement can result in even the best ideas missing their targets due to lack of engagement.
Secondly, we all know that economic realities drive consumer behaviour. In Africa, new mobile phone users typically opt for feature phones over smartphones. With a longer battery life and a much more accessible price point, feature phones still allow for a basic internet connection, chat platforms like WhatsApp, and call and message functionality. In these regions, the cost of an app – even if it’s free – goes far beyond installing it. Constant updates require reliable and cheap access to the internet. For the average phone owner in an emerging market, this can be a serious challenge.
Thirdly, and most importantly, apps must be relevant to their intended market. Frequency of usage is a key measure of relevance.
Apps which are used on a daily basis, like health and fitness trackers, enjoy constant engagement. New features which are added are eagerly awaited by users who are happy to update their apps.
However, users may well question the relevance of the app if they are required to conduct updates on a monthly or even weekly basis when they are only making use of the app once or twice a year.
On average, I download one app per quarter. Some I use more frequently than others, but all of these apps need to be regularly updated to maintain security, update features, and fix bugs. Many apps are pushing out updates much more frequently. I noticed over the past year that I could go from having all apps updated, to 32 apps requiring an update in five days.
When it comes to a customer-first digital strategy, companies should be asking themselves if an app is really the best way to reach their target audience.
In fact, at the end of 2016, Gartner predicted that by 2019, 20 percent of brands would ditch their mobile app. What’s more, in its 2018 predictions, the company forecast that by 2021, more than 50 percent of corporations would spend more per annum on bots and chatbots than on mobile app development.
So, we need to ask, what is the alternative for CIOs, CDOs, CMOs, and digital leaders who are looking for ways to reach, retain and grow their customer base?
The logical app alternative
The old battle advice goes: fight your enemy where they are not. Military strategists agreed that having your enemy come to you and fight you on your own terms was preferable. In a world where customers have access to thousands of offerings and millions of deals online, we need to flip that idea to Meet Your Customers Where They Are.
Any marketeer will tell you just a how difficult it is to drive app downloads. Development, cross platform testing and user interface aside, the marketing campaign required to get customers to download the app can swallow entire annual budgets and still come up short.
Looking at the facts, it makes infinitely more sense to work within the digital platforms already being used by your target audience.
Clickatell is already enabling chat commerce for some of the leading global brands with its Touch solution. This allows organisations to serve their customers with an ‘app-like’ experience inside the chat or browser platform of their customer’s choice (Twitter, Facebook Messenger, etc.)
Brands can now send an actionable Touch link such as ‘find the nearest ATM’ or ‘reset my password’ within a chat stream that will open an intuitive touch card without the user having to download an app to perform the action. Services can also be linked to the in-app experience for brands not looking to abandon their app efforts.
Working with our clients, many of whom are global innovators and thought leaders, we’ve found that having the courage to design with an ‘end user first’ approach and dealing with the back-end complexity behind the scenes results in cost efficient customer delight and ROI.