Fisker Automotive Midterm Business Case Proposal Example: Marketing Strategy for the Ocean EV

Fisker Automotive Midterm Business Case Proposal Example: Marketing Strategy for the Ocean EV

Fisker Automotive Midterm Business Case Proposal Assignment Brief

Assignment Instructions Overview

Students are required to prepare a mid-term business case paper in the form of a proposal. The paper should simulate the perspective of a principal consultant working for a marketing strategy firm hired by Fisker’s senior leadership team. The assignment will be graded on the clarity, feasibility, and academic grounding of the recommendations.

The proposal must be written in a professional style, with correct grammar, spelling, and organization. Students must use Journal of Marketing citation guidelines when referencing external sources. The paper must demonstrate an understanding of marketing planning concepts covered in lectures, readings, and assigned videos.

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Understanding Assignment Objectives

The objective of this assignment is to help students apply marketing strategy frameworks to a real-world case. Specifically, students are expected to:

• Explain the role of an environmental assessment and outline a structured plan for conducting one.
• Provide a justified SWOT analysis that distinguishes between internal and external factors.
• Clarify the difference between goals and objectives, applying the SMART principle to the Fisker Ocean EV context.
• Identify an appropriate target market, using external evidence to support recommendations.
• Develop a prescriptive competitor assessment plan that can guide Fisker’s internal team.

The emphasis is on combining academic theory with practical application to support decision-making at the senior management level.

The Student’s Role

Students must position themselves as consultants tasked with providing objective, evidence-based recommendations. This involves:

• Using academic knowledge and lecture material to justify each section.
• Presenting insights in a way that is clear, professional, and actionable for a business audience.
• Avoiding personal opinion; instead, relying on credible sources, case context, and structured analysis.
• Writing with a high standard of professionalism to simulate a real-world consultancy proposal.

Competencies Measured

By completing this assignment, students will demonstrate competence in:

• Strategic Marketing Analysis – Ability to conduct an internal, external, and customer environmental assessment.
• Critical Thinking – Skill in applying SWOT frameworks with proper justification and evidence.
• Goal Setting and Planning – Understanding and application of SMART goals and objectives in a business context.
• Market Segmentation and Targeting – Identifying and justifying a primary target market using academic and industry sources.
• Competitive Strategy Development – Outlining structured, step-by-step competitor assessments based on best practices.
• Professional Business Communication – Writing proposals that are grammatically correct, persuasive, and aligned with professional consultancy standards.

Fisker Automotive Midterm Business Case Proposal Example: Marketing Strategy for the Ocean EV

Introduction

The global automotive industry is undergoing a fundamental transformation driven by electrification, sustainability mandates, and shifting consumer preferences toward clean mobility. Fisker Automotive, a company founded with a vision to design emotionally appealing yet environmentally responsible vehicles, has introduced the Ocean EV, a sport utility vehicle positioned to compete in the rapidly expanding electric vehicle (EV) market. The company’s challenge lies not only in differentiating itself from dominant players such as Tesla, Hyundai, and General Motors but also in crafting a sustainable long-term strategy that aligns with evolving market forces, customer expectations, and global environmental policies.

This mid-term business case proposal, presented as if by an external consulting partner, outlines Fisker’s strategic marketing roadmap for the Ocean EV. It directly addresses five core questions posed by senior leadership: (1) how to conduct a comprehensive environmental assessment, (2) how to leverage a robust SWOT analysis, (3) how to define goals and objectives over the next three to five years, (4) how to identify and target the right market segments, and (5) how to develop a structured competitor assessment plan. The intent is to provide actionable insights rooted in current market data, academic frameworks, and industry best practices.

By adopting a disciplined approach grounded in marketing theory, customer research, and competitive intelligence, Fisker can refine its position in the EV market and deliver sustained shareholder and consumer value.

1. Environmental Assessment

A robust environmental assessment is foundational to Fisker’s strategy because it illuminates the contextual factors influencing Ocean EV adoption. This includes internal analysis, external macro and industry analysis, and customer environment exploration.

1.1 Internal Environment

The internal environment consists of Fisker’s resources, culture, and operational capabilities. Key considerations include:

• Brand identity: Fisker is associated with innovation, sustainability, and design aesthetics. The Ocean EV embodies these values through features such as a solar roof and vegan interior materials.
• Financial resources: Compared to Tesla and legacy automakers, Fisker’s capital structure is leaner, making efficient allocation of marketing and R&D spend critical (IEA, 2023).
• Production capacity: Fisker relies on contract manufacturing partnerships, which limits direct control over scalability but reduces capital burden.
• Human resources: The company has expertise in design and marketing but requires stronger distribution and aftersales networks to compete effectively.

1.2 External Environment

The external environment reflects macroeconomic, technological, political, and societal forces:

• Political/regulatory: Government incentives and zero-emission mandates (e.g., the U.S. Inflation Reduction Act and EU Green Deal) favor EV adoption.
• Economic: Inflation and rising interest rates can constrain consumer purchasing power, yet long-term EV demand remains strong (BloombergNEF, 2024).
• Social: Growing environmental consciousness drives preference for sustainable brands, particularly among Gen Z and Millennials.
• Technological: Advances in battery efficiency, charging infrastructure, and AI-enabled driving systems shape competition.
• Environmental: Sustainability remains a critical differentiator; lifecycle emissions and recyclability matter to conscious buyers.

1.3 Customer Environment

Understanding customers requires addressing the 5Ws:

• Who: Environmentally conscious consumers, tech-savvy early adopters, and families seeking sustainable SUVs.
• What: Desire for stylish, functional EVs that balance affordability with innovation.
• When: Purchase timing aligns with availability of government subsidies, rising fuel prices, and charging accessibility.
• Where: Demand is strongest in urban centers with EV infrastructure, notably California, Scandinavia, and Western Europe.
• Why: Customers increasingly view EVs as both cost-saving and environmentally responsible choices.

1.4 Step-by-Step Environmental Assessment Plan

Internal audit of strengths and resource allocation (brand, finances, partnerships).

PESTLE analysis to monitor regulatory, social, and technological trends.

Market research surveys to capture consumer attitudes toward EV affordability and design.

Customer segmentation study applying demographic, psychographic, and behavioral criteria.

Benchmarking competitors across features, pricing, and brand equity.

Feedback loops through post-purchase surveys to track evolving customer satisfaction.

This structured assessment ensures Fisker aligns its strategy with both internal constraints and external opportunities.

2. SWOT Analysis

A SWOT analysis integrates the environmental assessment into actionable insights.

Strengths           

• Distinctive design and sustainability features (solar roof, vegan materials).
• Strong brand positioning as an eco-conscious automaker.
• Competitive pricing compared to luxury EVs.

Weaknesses

• Limited production capacity and reliance on contract manufacturers.
• Weak aftersales service and charging partnerships compared to incumbents.
• Limited financial resources relative to Tesla and Hyundai.

Opportunities

• Expanding EV subsidies and carbon-neutral mandates globally.
• Rising demand for sustainable SUVs among Millennials/Gen Z.
• Partnerships with charging providers to expand accessibility.

Threats

• Intense competition from both established automakers and startups.
• Supply chain disruptions and raw material shortages.
• Regulatory uncertainty in emerging markets.

Justification

• Strengths: Fisker’s differentiation lies in design and sustainability—a segment underserved in the mid-priced SUV category.
• Weaknesses: Contract manufacturing reduces capital intensity but risks quality consistency.
• Opportunities: Global EV demand is forecasted to reach 50% of car sales by 2035 (IEA, 2023), creating growth potential.
• Threats: Competitors like Tesla offer stronger ecosystems (e.g., Supercharger network), posing challenges for brand stickiness.

3. Goals and Objectives (3–5 Years)

3.1 Distinction Between Goals and Objectives

• Goals are broad, aspirational outcomes (e.g., becoming a recognized EV brand).
• Objectives are specific, measurable actions aligned with SMART criteria.

3.2 Proposed Goals

• Establish Ocean EV as a top competitor in the sustainable SUV category.
• Strengthen customer trust through superior service and transparent sustainability practices.
• Build resilient partnerships for charging and distribution.

3.3 SMART Objectives

• Sales: Achieve 150,000 cumulative Ocean EV units sold globally by 2028.
• Market share: Capture 3% of U.S. and 2% of EU EV SUV markets within five years.
• Customer satisfaction: Maintain Net Promoter Score (NPS) above 70 by 2027.
• Sustainability: Ensure 80% of vehicle materials are recyclable by 2028.
• Charging accessibility: Secure at least three major partnerships with charging providers by 2026.

4. Target Market

4.1 Demographic Profile

• Age: 28–45
• Income: $70,000–$150,000 annually
• Geography: Urban/suburban areas in EV-progressive regions (California, Norway, Germany)

4.2 Psychographic Profile

• Environmentally conscious, socially responsible, technology adopters.
• Value authenticity and transparency in sustainability claims.

4.3 Behavioral Profile

• Preference for sustainable products across categories.
• Early adopters of new technology.
• Likely to share experiences on social media, amplifying word-of-mouth.

4.4 Justification

Surveys show Gen Z and Millennials are 50% more likely to consider an EV compared to older generations (McKinsey, 2023). Furthermore, 70% of urban households cite sustainability as a key purchase driver (Deloitte, 2022). This aligns with Fisker’s brand promise and Ocean EV’s positioning.

5. Competitor Assessment Plan

Step-by-Step Framework

1. Competitor Identification: Categorize direct rivals (Tesla Model Y, Hyundai Ioniq 5, VW ID.4) and indirect substitutes (hybrid SUVs).
2. Feature Benchmarking: Evaluate performance, range, technology, and design.
3. Price Analysis: Map Ocean EV’s affordability relative to competitors.
4. Customer Perception Study: Use surveys and sentiment analysis to compare brand reputation.
5. Distribution and Service Network Review: Assess strength of charging and aftersales support.
6. Innovation Tracking: Monitor patents, technological advancements, and software updates.
7. Reporting Mechanism: Quarterly competitor dashboards to inform executive decision-making.

This systematic competitor assessment ensures Fisker adapts proactively to market shifts.

Conclusion

Fisker Automotive’s Ocean EV stands at the intersection of sustainability, design, and affordability, offering significant potential in the competitive EV SUV segment. By conducting a thorough environmental assessment, leveraging a data-driven SWOT analysis, setting SMART objectives, targeting the right consumer segments, and adopting a disciplined competitor monitoring framework, Fisker can solidify its market presence. The next three to five years will be critical for scaling operations, enhancing customer experience, and securing a differentiated competitive position in the evolving EV industry.

References

BloombergNEF. (2024). Electric Vehicle Outlook 2024. Bloomberg New Energy Finance.

Deloitte. (2022). 2022 Global Automotive Consumer Study. Deloitte Insights.

International Energy Agency (IEA). (2023). Global EV Outlook 2023. IEA.

McKinsey & Company. (2023). The Future of Electric Vehicles: Consumer Trends and Industry Implications.

Detailed Assessment Instructions for the Fisker Automotive Midterm Business Case Proposal

Please read the screenshot and videos attached. Proposal needs to formatted Journal of Marketing Guidelines for Citations.  In light of what you have read and viewed on the videos/postings, prepare your mid-term case paper. This is to be written like a PROPOSAL. In doing so, please simulate that you are a principal consultant for a marketing strategy company that has been hired by the Fisker senior leadership team. You will be graded on a thorough articulation addressing the following questions posed by senior leadership back to you in an email.  Note, the instructor will be looking for your understanding (both applied and academically) of marketing planning based on the lectures and assigned readings. Second, each paper must be well written and grammatically correct. Poor writing skills undermine credibility and success of landing business in the real world and in this course.  Finally, you will be assessed with the feasibility and application of your recommendations and written explanations to Fisker and the Ocean product.  If you cite external sources, use the Journal of Marketing guidelines (see Week 1 postings). This is an individual assignment. Emailed Questions from Senior Fisker Management: QUESTION 1 What is the environmental assessment? What are the factors that should be defined/researched that compose a good environmental assessment portion of a marketing plan for Fisker and Ocean. This would include a description of the external and internal environment. Provide details and examples so that we follow your approach.  Provide a step-by-step plan on how to go about conducting an environmental assessment for the company. We do not need a full-blown environmental assessment from your firm, but rather the layout and steps to take with our marketing team (the guide for them). They will prepare the work required internally.  (Note: only provide what the senior team needs.) GRADING RUBIC Student is to completely explain all external environmental factors to be considered that impact Fisker as a company involved with the launch of Ocean. A mere listing of variables is unacceptable. Provide how Fisker should research these variables. Student is to completely explain all elements that comprise the internal environment. A mere listing of variables is unacceptable. Describe how Fisker would ascertain these variables as a management team. Student should describe in detail the customer environment with specific references to the 5W’s discussed on the videos. What are the definitions of these five variables? Cite examples within the answer. Correct grammar, spelling, and citations required. Student cites specific lecture videos and textbook to support answer. QUESTION 2 Based on the information that our marketing team has provided, please provide a SWOT analysis for Ocean (and Fisker if applicable).  Cite sources and provide possible reasons as backup for your SWOT.  Our internal team provided one however we believe they “pulled items out of the air” with no justification. We need a third party that is objective. GRADING RUBIC Student would need define what a SWOT is (components of a SWOT) based on internal factors and external factors. Student provides a justification based on the case for each of the four components of the SWOT analysis. Student may want to use a 2×2 matrix to display the four variables. Correct grammar, spelling, and citations required. Student cites specific lecture videos and textbook to support answer. QUESTION 3 Please provide a 3-5 year outlook relating to goals and objectives. We realize there are differences in goals and objectives, but not sure based on an academic understanding. Please give us some G&O’s that we can discuss internally. Student would need to explain the difference between goals and objectives. Student will be required to explain SMART principle. Student should prepare goals and objectives based on the case in the proper format. Correct grammar, spelling, and citations required. Student cites specific lecture videos and textbook to support answer. QUESTION 4 Who should be our target market for Ocean and why based on your industry knowledge? Provide some back up for your recommendations that is based on objective criteria. GRADING RUBIC Student should explain what a target market is and the likely target market segment for the Ocean. Profile of the primary target market. Student should pull at least 3-5 external citations to prove or support assertions about the target market. Opinions don’t count but rather justification. Correct grammar, spelling, and citations required. Student cites specific lecture videos and textbook to support answer. QUESTION 5 Give us a plan for conducting a competitor assessment based on lectures.  What are the areas that we should consider based on your best practices?  Outline the steps so that we can have our internal team develop a competitor assessment.  (Note: Only answer what the senior team needs). Student should explain the requisite steps covered in the lecture video for conducting a competitor assessment (prescriptive steps). Correct grammar, spelling, and citations required. Student cites specific lecture videos and textbook to support answer. PLEASE READ FOLLOW INSTRUCTIONS TO RECEIVE FULL CREDIT.

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