Born in Aachen on December 9, 1964, Dr Markus Heyn has been a member of the board of management of Robert Bosch GmbH since April 2015. He bears responsibility for mobility solutions sales and marketing worldwide, as well as for the Automotive Aftermarket and Connected Mobility Solutions divisions. In addition, he is also responsible for the subsidiaries ETAS GmbH and Bosch Engineering GmbH, which includes the cross-divisional Commercial Vehicle & Off-Road organisation. He also bears regional responsibility for North and South America. Dr Heyn started his career at Robert Bosch GmbH as a consultant in the corporate office for coordinating productivity and process optimisation in 1999. In 2007, he was promoted as the head of the Passenger Car business unit at Diesel Systems, and five years later in 2012, he became the President of Diesel Systems at Robert Bosch GmbH. Heyn is married and has four children. He studied at RWTH Aachen University, and also completed a doctorate there in mechanical engineering.
What’s your reading of the current market situation in India? Has the slowdown come across as a surprise to Bosch, or has it forced you to restrategise some of your business decisions for this market?
I think, overall, we consider the situation in India as a consequence of not having enough credit, which basically led to the fact that the necessary means to buy vehicles in the market has been constrained. We are monitoring the overall trends in the market, and they are all valid. In terms of demand for mobility and in terms of new technologies coming in, it is all intact and in line with our forecasts, which we are doing since a long time. The market is a bit constrained, but demand in the market will come back both for vehicles as well as other mobility solutions that will be demanded in India.
How do you view this transition from the automotive industry to a mobility industry? What sort of transformations do you see coming in, and what are the kinds of solutions that Bosch is looking at bringing in?
First, there is a fundamental change in the automotive value chain. In the automotive industry, we are used to looking at a rather linear value chain, let’s say from sub-suppliers to suppliers to OEMs and then to the end customers, whoever the end customers might be. In the transition phase, we need to be clear that this value chain is more or less becoming a sort of a value network, where new players are coming, including the mobility service providers and mobile network operators.
The number of players within this mobility value network are simply growing. This also leads to new opportunities for us. If you think about it, the number of customers for us is also growing. I think this is a natural consequence of the change taking place. With the growing number of customers, there are increasing opportunities for us to find who all we can deliver to, which technologies, and also the specific pain points.
Just to give you an example, the pain points of operating a fleet certainly are a little bit different to the pain points for an OEM. So, there are various requirements to which we have to respond with providing the right technology solutions.
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