HOME | COUNTRIES | CITIES | COMPANIES | SPORTS | CARS
news videos images websites wiki



Hello everyone it's a great pleasure to be here today to speak into an interesting round I think a lot of you are entrepreneurs a lot of you are working in startups so I hope that I can provide you with some interesting insights about. The blablacar story and generally some interesting insight that can help your companies grow as well so I'm a gentle on board and I'm the general manager of pro which is the new business unit of blablacar. Focus on mass transportation today what I want to cover with you is how to achieve user growth both through global expansion but also through product expansion and before going right into the topic I will quickly introduce you the concept of BlablaCar I think that everyone. Is probably familiar with it but I'm going to go into a few more details which will help getting up to speed on the rest of the talk and I will start with a little video. Human connection it's an interesting place to end up when you started thinking about efficiency the story goes that Fred our founder created blahblah car after struggling to get a train home from Paris for Christmas on the road he realized that. Even though all the trains were full many of the cars were empty an idea was born but what is often overlooked in this story is where fred was headed Fontanella Kampf france population 15,000 it's incredibly frustrating to get to you know this struggle it's one of those places where you need to drag your luggage down the street to. Catch the bus to get to the metro to get to the station to wait on the platform to catch a train that stops once a day at the closest big. City we then waited a bus stop to ride to the next nearest town so you can wait again for another bus that has. 16 other stops before finally reaching your town center and then you're. Not even done you still need to walk a mile hella taxi or bribe a family member to collect you it's exhausting just thinking about it without a car it's just hard and absurd but it's the way it is isn't it what if you didn't have. To go into town to get out of town what if you remove hurry up and then wait what if going the last minute wasn't the most expensive minute what if you didn't have to change three times to get there what if you could leave all that behind. Now sounds good. Doesn't it but how do you do that by connecting with someone who's nearby and going the same way like your neighbor who leaves every Friday at 7 p.m. or the guy who owns your favorite cafe taking off the weekend or. The girl in the office next door heading. Out the door your destination is on her way on his own there's the convenience of a car without having a car over the last 10 years this is what we focused on a people powered Network a network that connects one of 16 million. Members with another one one with a car and one without making it possible for them to get literally anywhere directly no matter how remote quite easily and quite affordably people riding together sound sensible and awkward right and yet 87% of our members say they had enriching exchanges along the way. Humans connecting through conversation and through the power of what happens when we get together what we do we can go further together reintroducing blah blah car now we look on the outside how we feel on the inside so the concept of what. We do with our carpooling offer think about it is. Pretty simple we take drivers which are driving from one city or their home to another destination and we allow them to share the cost of the journey with passengers which are going in the same direction and by doing so we actually providing passengers with the largest mobility solution existing today in fact when. You think about bus transit when you think about transportation you have the thing that for long distance journeys sojourn in between 100 and 800 kilometers 76% of them are still done by car and the reason for that to happen is that most places are actually not so. Well connected by public transport and so if you want to have the freedom of traveling the car still remains the most use transportation solution is exist today and I. Think that what we do is particularly important because today the largest mobility solution the car is by and large and utilized and the average occupancy rate in Europe of a car is 1.9 people. Per car which means that you have less than two people inside the car. And so that you have two three seats available within it and so what we do is actually we are increasing these occupancy rate from less than two to close to four and so we are filling up an existing vehicle and we are trying to provide by that. What is the largest transportation solution existing. Today and when when you do that a scale and what we have created by doing that is a unique a new travel category that was not existing before we have been created a global footprint of 70. Million plus members and we also are doing something tremendous for the environment because we are reducing the environmental footprint related to travel and transportation and on that i really suggest to look online in. A couple of fixes we are releasing a very very interesting new study on our environmental footprint but the journey has not been simple has not been fast has not been easy and that's what I want to speak to you today the story started actually the idea came to Fred mazzello of a founder. In 2004 and the company was actually created in 2006 between 2006 and 2012 Fred's been actually quite a few years iterating in the model and trying to find what was the right business model to scale the business that he really believed into and is and is not actually until 2011 that we reached the first 1 million members in France. And we started to deploy the model as you know it today with online payments and the ability of people of paying online before that we actually tried modern. I think 6 business models from b2b to advertising and and others also because we knew that also the ultimate goal was going to be to develop a transaction based model that was not making any sense until we would have reached a certain level of liquidity we wanted to leave the platform free to give the opportunity of drivers and passengers. To be able to organize a trip college others and actually decide together what was the best time to the part and the red best departure point to start the journey from when you reach liquidity and you have many more people travel in the same direction is. When you can actually introduce payment so as you seen C is not. Something that happened overnight it took quite some time and has been an. Interesting journey but as soon as the model the business model has been not only conceptualized but became a reality is when the founders very quickly decided to go international and so we went through a new phase of growth a phase of geographical expansion first around neighbor countries in Europe and then to global markets and expanded. Into countries such as Brazil Ukraine India Turkey Brazil and Mexico this is a phase that lasted from 2012 to about 2016 so we launched. Many many countries in a very short period of time and at some point we realized that they were not going to be another market that would allow us to double the. Size of the company because we had lounge hold the principle one where we found that there was the right product market fit and we were had where we had an opportunity to actually win the. Market and so we decided instead of focus on additional market to actually growing through product expansion and that's the new phase of growth that we started in 2017 I personally actually when I joined a company. In 2015 spent quite a bit of time on international expansion and looking in Asian markets and then pivoting into product innovation and thinking what else actually could we be doing that could create value to our ever larger community and by doing so we actually change the mission that. We have for our company for being the leader on carpooling to actually be the. Go-to marketplace for road travel so today I won't be able to tell you everything but I will try to focus with you on the topics of geographical expansion and product expansion and try to give you some tips about our experience that can help your company grow as well so. Before we jump right into the topic of international expansion I think it is important that when you think about going international you ask yourself a couple. Of very very important questions and the first one is where are you coming from what is your home market and have you actually nailed your product in your home market if you're coming from Sweden if you're coming Estonia where the population of your country is very small and you have very large ambition very quickly will come quite organically for. You to think about internationalization and launching new markets but if you started your business in the United States in China or even here in France you can actually get stuck in to continue growing. Your market for quite some time before thinking about launching new ones and what you really have to think about independently is whether you have actually nailed your core product because if you start going international and then you realize. That there's been some crucial issues in your core product that have not. Been solved you will very quickly find yourself trying to solve the core strategy of our business at the same time as you are launching new. Countries which may prove very challenging very time-consuming resource intensive and may actually end up being an average job. On both sides what is also very important when the Sun is whether you have a good product market fit there are some product which are global by inception if you think about gaming for example is something that can be. Very easily expanded into different market without a lot of. Localization but there are. Other business surf for example real estate it actually tend to be much more localized so when you're thinking about entering a new market you have to think is the product the way I have today scalable to this new market because if you manage to have a product. That is scalable. Across markets without much localization you will actually be able to grow 10x faster and then you have to look at competition and that I think is very important because competition can be a factor that should not be underestimated if you are entering. A new market where you have a very strong competitor and you don't have either the resources or you don't have a value complete a very proposition we differentiate your product from the one of the competitor you may very quickly find yourself into a battle that you actually cannot win and you don't want to find. Yourself in in this situation you also have to look at how expensive it's. Going to be for you to launch a new market if you're in an insurance business or finance business most probably you have to look very quickly at regulations do you. Need any particular license and how much is going to cost to operate. Into a new market if you want to expand a product how much localization does it need and how much is that going to cost you and what is actually the cost of marketing or the cost. Of operating the business in a new country digital tall things that you should keep in mind also it's very important and we start going into a new market these will require a lot of bandwidth from your. Founding team and. From your company and so probably one of the founders and normally found in team I made of more than one founder will spend the majority of its time. Focus on international expansion and you have to make sure that this is the right time and you can actually acts or having one key person in the company this focusing from strategy and focusing on geographical expansion last but. Not least cash is king trying to go to the US with some maybe revenues that you have generated from your core business and trying to fight competition and enter a very large market with one or two million it's going to be very very hard and that has been proven over time so if you want to go international you don't. Have to think only about the money that you will have to invest in order to launch the country but also the money that you will need in order to grow to go through the initial. Phase of growth in case hopefully the launch is going to be proven successful there were risk of both entering new markets too late and entering new markets too. Early the risk of entering new markets too late related to competition if competition is. Strong into an market and is growing and if you have a business for example that has very strong network effects if the network's a fad kick in and become entrenched into the market is going to. Be very very difficult for you to actually go and trying to to break those that does not take effect and I can think of one example which I think is quite interesting in Germany the company Shing which has been which. Is a which is similar to what Lincoln in those has created such a strong net worth at for Lincoln has been very very difficult. To compete with this local player in Germany although they have been trying to do that for about 15 years another point and point is the business culture and that's something we really carried about blablacar if you stay in your. Market for too long at some point your operation your product your tech your sales people your culture will be actually very local and so when you think that you can replicate what you have done so far because you have proven to be successful in your home market it may not be so replicable and you might have customized. Your product so much for your home market without having in mind this global strategy that actually growing internationally is going to take you a lot of time and last but not least is to think about copycat I think that the rocket internet has shown us some some very important example if you are successful on your business model and. You have launched a business and someone else is actually taking the same idea and replicated in another market faster and better. With operational excellence if the company is growing much there if the companies end up growing very fast is going to be challenging for you to. Actually enter and compete with this new player but again there is a risk of entering too late but there is also there are also risk of entering too fast and too early the first one I talked about before is already enough of the product so you think you can go you want to go but actually your core product is. Not ready the second one is your home market actually being at risk if your strategy still remains to be the number one play or a very strong player in your home market and you start to go international when actually competition in your home market is growing and increasing that we create a lot of friction. And I can think about a very interesting example the example of before the bike sharing company the Chinese bike sharing company that quickly expanded into Europe but then faced a lot of challenges in China which. Was its core market and so had to come back from the European strategy to be able to compete and focus on what was the core market for them and last I will repeat it again again again but not enough money so if you go too early and you haven't raised the money that you need to go international you. May find yourself with a failed strategy very soon so once you have decided that is the right moment and you want to go international and you're you know ready to put the acceleration mode in it one thing that is absolutely useful and I think that we have been doing actually great at BlablaCar. Is to build playbooks geographical playbook je vais books expansion play books are very important. And very time-saving because they gather all the knowledge and all your thinking the best thing in that you have a certain point in time about how to grow and what are the criteria in order to select a market in order to launch. A market in order to grow a market and and and in BlablaCar we actually had a very strong playbook both in terms. Of determining which country we should launch then how to launch it what is the stage and who are the key people that you need to hire at each stage and what is the right time to grow and how you actually grow and I think that that has been helping. Us saving quite a bit of time and also quite a bit of management time in the. Decision making process and really scaling faster and gathering all the learnings without pitting the same mistakes that you may have done. On the on the previous lounge somewhere else once you have built those playbook and you are entering a new market a thing is also very important that you set your KPI and you have a financial forecast and so that you really look at how much is going to cost you to grow what are the. Key KPIs that you're going to look at to understand whether your new market entry is successful or not and what are designed to double-down versus the one that should tell you stop and I think that this is particularly important because if you haven't said that in. Advance you may be running operation but you may not know what is the right time to actually make the right move and and again this may turn into a big loss of resources I think is also important to have one person responsible for this and. One person responsible for. The lounge for the playbook and for the execution of it we always had one at BlablaCar and. It's and it's proven actually to work out very well including obviously going to the country that you're looking to enter and spending. Quite a bit of time there to understand how the dynamics of the market are in real-life condition so taking a step back what happened at BlablaCar we build a community of. 70 million members and we lounge actually 22 markets in a pretty short period of time going from Europe as I mentioned before to emerging markets okay and not all of them actually have proven to be the same and. Even though you have play books and you gather the best strategy I can tell you that launching Russia has not been. The same as launch in Germany and every market had its own peculiarity and every market gathered a lot of learnings and it's true that you are analyzing everything that can go right and everything. That can go and you really think about why this country should work or not but the truth is that when you're launching a new market you're still making a bet and you don't really know until you're there and until. You're doing it and some bets that we took a blablacar turn out to be extremely successful and we could not have envisaged that Russia would have become our first market by. Usage and some other have been proven more challenging such as for example the UK where we invested a lot of resources and we tried to really do everything for the market to pick up and it works but it's not at the scale of some of the other markets that we. Have seen flourishing before and so today. As I said we are in 22 markets. But only 25% of the activity is actually in our home market and so in France so 75% of the activity of a black car today comes from. International market which shows you that geographical expansion has been at the core of our growth in the last few years how did. We launch new countries I also think is quite interesting because we actually developed quite early on an. M&A strategy so when was possible to acquire companies that were trying to develop a business model that was similar to us we preferred that to launching from scratch why because sometimes you're actually finding country highly motivated. Teams that are super passionate about your business that want to make it happen and so by partnering with them and. Giving them even more resources to do what they are trying to achieve you accelerate your path to entry by a lot and you're proving yourself to embark into a new adventure with a team which is highly motivated when that obviously is not. An option and you don't have a company operating in your same territory or a company that is willing to partner with you then is great obviously. To build a team from the ground or to bring someone you're from your company. To actually launch the market so sometimes you may have a German employee that would like to go back home and maybe actually the best positioned person to launch Germany from from here and so talking about acquisition actually we drew quite a lot of true acquisition and we. Launched a number of countries through small M&A but I will give you a very interesting example which is the example of Germany Germany actually was launched by our Italian country manager who was the founder of an Italian company which we Huck we hired and that was originally Germany German and so very quickly we decided. That on top of being the Italian country manager it should also be the launcher of Germany and deployed the business there however in Germany the situation was a little bit more challenging as for the first time actually at blablacar we. Were faced with a very strong competition so there was a local competitor which was under the name of car pooling dot-com which was operating them in the market and the size of our two companies was actually quite comparable and so when we launched a Germany it was a big bet because. We knew that we had to face for the first time a large player with with capital and that was able to actually grow quite fast and we had to come with a competitive advantage but I told you before and the competitive advantage at that stage was actually that carpooling. Would come was going through monetization and so they were at the moment where they were turning the platform from being free. And Cannes transaction to introducing online payment and a fee in one go and it was a time and when we launch new countries we were always launching new countries with cash. Transaction as as I mentioned to you at the beginning you don't want to introduce online payment until you have enough liquidity which allows transactions to happen very small and so one of the reason. Why we were able to compete was partly a thing because the product that we had was was very good but partly also because we came into a market. Free in a moment where our competitor was actually trying to monetize and very quickly the balance of power shifted towards us and that allow us to start having conversation with this German competitor which ended up in actually an acquisition of carpooling dot-com that at that time was actually the largest acquisition that we had done at BlablaCar last. Point on international expansion is again fundraising and and having enough resources to do it I think that very importantly BlablaCar we continuously have relationship with investors we don't speak to. Investor only at the time of fundraising but we keep on telling our story and we keep on communicated to investors so that they know where we stand and they are educated about our business and when we decided to get started with our international expansion first in neighbor countries in 2012 then across Europe in 2014 and two. More countries outside of Europe in 2015 we did that by raising capital making sure that we had the resources behind in order to sustain the growth that we wanted to achieve and I think that that has been one of the keys also of our success in the various countries that we have lounged so please finish up the topic. Of international expansion and sharing a bit of our. Experience I will move now into a new and another very exciting topic which is our second phase of. Growth around product expansion so as I mentioned to you before after spending 2012 to 2006 seen growing internationally at some point we shifted our strategy into innovation and product. Innovation the reason again was we had lounge oldest. Market summit turned out to be. A success some other less we looked at China and we looked at the US which were the two other very large market that could provide a big opportunity for BlablaCar but we realized that the barriers to entry for China were too high. And the focus that we would have to put into it probably too high for the stage of. The company where we are at and we didn't believe that the US for the US we had a very strong product market fit. And if you take away China. In the u.s. then we started to look at other markets which we could have launched but we knew that those market would not have double triple. Quintuple the size of the company that we had at that stage and so we decided to focus on product expansion we thought that we had such a great community and that we could provide more value to this community by diversification and so we spent a couple of years looking at all kind of business lines we went from Wi-Fi. On car I spend a lot of time on delivery for example and we looked at shorter distances we look at insurance and then we ended up with a few interesting new business lines that we decided to focus on first we decided that we had to strengthen strengthen our core product so we wanted. To increase the matching between driver. And passengers on the carpooling side and so we improved our algorithm to make sure that we could actually capture more demand and more offer coming from places which was which were outside metropolitan area. By allowing drivers to do small detour on their ways then we actually developed an insurance business we started first by providing free insurance to our passengers and to our drivers and we then went on into offering paper trip insurance recently relaunch care insurance. And now we are looking about telematics we also saw a huge opportunity into shorter distances as if you think about the problem of lack of utilization of vehicles generally on the road and if you think about the case of commuting. Actually for commuting the average occupancy rate is 1.09 people per car which. Means that the driver is alone and going to work which makes no sense if you think about the pollution and the traffic congestion that this actually provides so we thought there is something that must be done there and I think that we are the right players to. Tackle it competition is also strong in the sector in the sense that many companies of trying to build to build a program the scope nobody has yet win the market we are still at the beginning of this journey and we will see where this is going to take it but the first results. Actually show some some interesting insights and learning and last and what I'm going to focus on now is actually the new entry into the bus market which which has been quite interesting and so I want to actually drive you to the story of how we decided. To start focusing on buses. And where this crazy idea came from. And he actually the idea came from Russia one. Of the latest market that we had lunch so Russia was one of these successful story we launched Russia as well through an acquisition of a Ukrainian. Company actually with a Ukrainian founder which launched a Russia subsequently after of the Ukraine and both markets started to pick up exponentially and. So today actually we have 20 million members in Russia Russia is our fastest growing market by usage and we seeing phenomenal growth but we also see some differences in the way that this country is operating and. Particularly what we saw interesting is that apart from the carpooling community which was growing and growing and growing there were a lot of buses and minibuses we're trying to bypass our platform in order. To offer trips to our passengers and fill in their vehicles on our side because we were not doing this kind of business we were spending huge amount of resources blocking. Them and we were hiring more and more customer support people trying to block the the the the business drivers at operating. On our platform and we kind of had this hatred towards this part of the community that was interfering with the growth of the carpooling platform but. Then we took a step back we look at it and we. Said wow actually there is a big mark bus market out there the bus market in Russia is huge is a two to three billion dollar market and and is mostly actually offline 95% of. Tickets are today sold online and so this bus company were seeing us as the largest online pool of passengers and they were very interesting in publishing trips on the platform as to leverage our community and so before actually deciding to block. Them completely we decided to make a small test and so we cracked a bit our carpool employed product to be able to offer bus seats in a transparent way because before they were doing and transparently under. The fake figure of a bus and we actually gave them the opportunity to put a real information about their vehicles about the trip etc and to see how passengers would react and what was surprising is that the passenger community was happy with the experience and that the. Same passages that were booking a seat in a car sometimes they would prefer to book a seat in the bus and sometimes they would prefer to book a seat in a car and so we decided that maybe actually it was not so bad. To increase the community and to open up the community to this new segment of this new segment of drivers and very interesting when we deep diving into the case of Russia and we looked at other imagery market we saw that actually similar dynamics of the. Market could be noticed in Ukraine and Brazil and so we said maybe there is something into that and that's why we. Developed a new product which is targeted for bus operators now in Russia that allows bus operators publish trips simply in our platform and for passengers to actually see these trips in a very transparent manner and so we have opened up the community to a new segment of the market in in this in this space and I think. That what is what was great to see is actually the complementarity of the two offers I told you before that one of the focuses of BlablaCar has been to improve the offer of carpooling and what we are building with carpooling. Is the most. Dense transportation network exists in today as we offer a very very strong granularity of the service if you think about Cottonelle in France is a small place which is a. Hundred kilometres from Paris 115 km/h / says yes that's few buses there's no train but actually in a month we have close to 10,000 blablacar that. Pass through this destination and so it is very simple for a car to do a small detour and pick up someone from Cortana and bring them to the final destination at the same time you have also main. Routes you have routes from a big city. To another big city where you have a very large volume of passengers and for that what we actually call at the end buses are nothing else than bigger cars. And if you're trying to provide a larger transportation solution on those main you can simply provide buses and fill it in with all the. Passengers that are looking to travel city to city it has more space for luggage it allows group traveling and the ability to book in advance which is. Something that at times is challenging on Lola car as it tend to be a quite last-minute platform if you take a step back and look at France this is actually the network that we have on the. Carpooling side and this is the network that you have on the bass side so this is actually with us we have 200 destinations on with us and we have 250,000 meeting points on a monthly basis on BlablaCar so if you manage to complement the carpooling offer. With the bus network you're actually creating a very very strong mobility solution and so to summarize in Russia we built a new platform to. Allow bus operators to publish part. Of the inventory on blablacar and so a marketplace model whereas in France we decided to enter the market with the acquisition of Webbys that has been announced a few months back where we're going to actually. Operate entire bus fleets on certain lines in partnership with independent bus providers once again that has been a chord change in our strategy and every time that. We try to grow into a new. Segment we also try to make sure that we have the right funding in order to sustain that growth and that's the reason of our latest fundraising of. 101 million partly provided. By essence F and partly provided by our existing investors to make sure that we are able to grow and compete in this new market the market of buses where we have big plans for the years a head last but not least what I think is very important is that whatever you do with. Your company strategy you always have to also go back to the mean and to go back to what you do and what you stand for as a company what we want to provide is a better mobility solution we want to reduce co2 emission we want to make sure that vehicle utilization increases and actually by providing carpooling and. So filling up cars and by filling up buses we are having a great environmental footprint we are reducing co2 emission and we are providing. A much better transportation net with the one that is used today taking a step back what did we speak about today we actually show some interesting example of how international and product expansion can be at the core of your growth strategy and sometimes those are two completely different strategies which you take from different angles but sometimes. Actually one can. Be an inspiration from the other and that has been the case for us with buses and brought us further in our ambition and in our mission to actually be the goal to marketplace for road travel thank you very much.

 


GM J platform Car News

Thu, 09 May 2019 18:08:00 GMT
Edited Transcript of ROKU.OQ earnings conference call or presentation 8-May-19 9:00pm GMT - Yahoo Finance
Edited Transcript of ROKU.OQ earnings conference call or presentation 8-May-19 9:00pm GMT Yahoo Finance Q1 2019 Roku Inc Earnings Call. SARATOGA May 9, 2019 (Thomson StreetEvents) -- Edited Transcript of Roku Inc earnings conference call or presentation ...
Sun, 14 Apr 2019 07:00:00 GMT
GM talks with electric truck maker Rivian may be dead - Engadget
GM talks with electric truck maker Rivian may be dead Engadget By Sven Gustafson GM will not follow Amazon's lead and take an equity stake in fledgling electric vehicle company Rivian after talks reached an impasse.
Thu, 09 May 2019 14:32:49 GMT
The Daily 202: Facebook's political problems grow as its co-founder calls for breaking up the social network - The Washington Post
The Daily 202: Facebook's political problems grow as its co-founder calls for breaking up the social network The Washington Post With Joanie Greve and Mariana Alfaro. THE BIG IDEA: Mark Zuckerberg's got 99 problems, and Chris Hughes is now one. Hughes, who co-founded Facebook ...
Wed, 08 May 2019 18:56:25 GMT
As Apple (AAPL) Stock Price Declined, Shareholder Gm Advisory Group Has Lowered Its Holding by $581,842; Adobe (ADBE) Market Valuation Rose While Bluestein RH & Company Boosted Its Stake - The EN Herald
As Apple (AAPL) Stock Price Declined, Shareholder Gm Advisory Group Has Lowered Its Holding by $581,842; Adobe (ADBE) Market Valuation Rose While Bluestein RH & Company Boosted Its Stake The EN Herald Gm Advisory Group Inc decreased its stake in Apple Inc (AAPL) by 10.84% based on its latest 2018Q4 regulatory filing with the SEC. Gm Advisory Group Inc sold ...
Sat, 29 Dec 2018 08:00:00 GMT
Future Buick Crossover On New GEM Platform Uncovered - GM Authority
Future Buick Crossover On New GEM Platform Uncovered GM Authority We have discovered a future Buick crossover in the pipeline. The model will be of subcompact dimensions (B-segment) and is assigned project code JBUB.
Fri, 22 Mar 2019 07:00:00 GMT
A New Chevrolet EV Is Coming, Will Be Made in Michigan - Car and Driver
A New Chevrolet EV Is Coming, Will Be Made in Michigan Car and Driver The new model will be built on a next-gen version of the Chevy Bolt EV's platform. The announcement comes in the wake of angry statements from President ...
Tue, 24 Jul 2018 07:00:00 GMT
General Motors wants its customers to rent their cars to other people - The Verge
General Motors wants its customers to rent their cars to other people The Verge GM announced a new peer-to-peer car-sharing *service*, in which owners of GM-branded vehicles would rent their cars to other people.
Fri, 08 Feb 2019 08:00:00 GMT
GM CEO Mary Barra: Next Decade Could Bring Profitable Electric Cars - GM Authority
GM CEO Mary Barra: Next Decade Could Bring Profitable Electric Cars GM Authority General Motors CEO Mary Barra said profitable electric cars could very likely come next decade.
Wed, 03 Oct 2018 07:00:00 GMT
GM’s Cruise will get $2.75 billion from Honda to build a new self-driving car - The Verge
GM’s Cruise will get $2.75 billion from Honda to build a new self-driving car The Verge Cruise Automation, the self-driving unit of General Motors, is teaming up with Honda, on of the world's largest automakers, the company announced on ...
Tue, 19 Feb 2019 08:00:00 GMT
Uber and GM Cruise are making their AV ‘visualization’ tools open source - The Verge
Uber and GM Cruise are making their AV ‘visualization’ tools open source The Verge By now you've probably seen those top-down graphical images of a self-driving car as it navigates through a neon-hued world made up of yellow and purple ...