Why VW needs Scout | S&P Global

When the news broke in May 2022 that VW Group would launch an
entirely new brand in North America to make electric SUVs and
pickup trucks, the reaction was mostly startled surprise. That it
would be called Scout only added to the shock. (VW acquired the
rights to the much-loved Scout name with its 2020 acquisition of
Navistar International.)

The new Scout Motors Inc. unit may be VW’s most ambitious plan
for US expansion in some time. But Dave Mondragon, managing
director and VP of automotive incentive and pricing solutions for
S&P Global Mobility, immediately knew why the automaker was
doing it—and the benefits and risks accompanying such a
move.

Mondragon has worked in the auto industry for almost 40 years.
He spent most of that with Ford, rising from an administrative job
at an assembly plant to president and CEO of Ford of Canada. He
then had senior leadership roles in marketing and sales for Ford
and Lincoln in the US until 2017, when he joined S&P Global
Mobility precursor IHS Markit.

What follows is a condensation of a lengthy interview with
Dave.

Why is VW taking this expensive and unexpected step of
launching a new brand?

The story isn’t just about the Scout; it’s about a larger
sandbox for VW to play in. We see three things: First, attract new
customers to your brand who wouldn’t have shopped the brand before.
Dealers like that. Second, it’s about retaining customers already
in your fold—but may migrate out because you don’t have these
types of vehicles. And the third opportunity is about the pricing
power of these vehicles—and not just the trucks themselves but
also the accessories. There’s also the regulatory impact of selling
more EVs as emission standards get tougher and tougher through the
decade.

OK, talk about attracting new customers to VW
Group.

VW won’t cannibalize its other lines because they don’t compete
in the truck space. So, if they can add 50,000 or 75,000, or
100,000 total units, what does it do for their market share? It
brings them new customers, shoppers who would never have set foot
in a VW showroom the way they would have in a Jeep or Bronco, or
Hummer store. We know that because we have data that shows where
those customers come from – how many are loyalists to the brand and
how many are conquests who are new to the brand and where they come
from.

Today, many of their customers are looking at brands like Ford,
with the Bronco (two-door and four-door), the (compact) Bronco
Sport, and possibly more variations down the road. Based on the
brand’s success, they will continue to populate vehicles in that
space. They’re getting more market share and more vehicles in a
segment with a lot of appeal. Jeep did the same, starting a few
decades ago.

Do the math; retaining 50 percent of new customers to your brand
is a tremendous opportunity for OEMs like VW and their dealers to
expand their revenue, customer footprint, and valuation.

Eventually, maybe VW will evolve the Scout brand to separate
showrooms—if so, what does that do to the value for its
dealers? Is it like adding a second franchise? When you look at the
value of a franchise for a dealer, you look at the vehicle lines
they have. If an automaker brings another three vehicles to market
in these growth segments, the franchise’s value exponentially
increases. It’s like buying two different dealerships in one. If
you look at future populations of new vehicles in the market, the
dealership’s value could be worth much more than today with a new
fleet of Scout SUVs in the lineup.

And customer retention? Especially since VW Group has
Audi to migrate to?

At S&P Global Mobility, we have an excellent view of every
brand’s future product. We know if it’s EV or gas, SUV, or pickup.
We see many customers buying Jeeps or Broncos that would have
migrated away if they didn’t have these vehicles.

So, for VW, Scout represents an opportunity to improve loyalty
and retention by having these new vehicles because they will
satisfy customers’ needs more broadly beyond their current lineup.
And if you lose those customers, there’s a high probability they
will become loyalists for a new brand—and you’ll never see them
again. But, on the other hand, if they’ve had a good experience,
they have no reason to leave. Then they’ll cross-shop other vehicle
lines within the brand or dealership, and over time, many will move
up to their premium brand, Audi.

You talked about pricing power, especially in
accessories. Explain?

All our data show that light-duty trucks (SUVs, pickups,
especially 4x4s) transact at higher prices than passenger cars.
Customers like them; OEMs like the higher prices they bring. That’s
why we see cars ebbing and trucks & SUVs dominating. And
off-road-capable trucks often have rich margins even before buyers
start to customize them.

Then there are the accessories. If the OEM manufactures and
sells those parts, the margin—especially in this off-road
space—could be 50 percent or more. I bet some of those
automakers are adding as much as $10,000 worth of accessories to
their average selling price and making a healthy profit on
that.

And the dealer’s getting his share too. Dealers love off-road
vehicles—because the buyers are passionate about them. And they
are willing to spend more on personalization; to the buyer, this
amplifies the experience; to the dealer, it rings the cash
register.



This article was published by S&P Global Mobility and not by S&P Global Ratings, which is a separately managed division of S&P Global.

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