This article explains the origin, purpose and rationale behind Speicher elektrisiert. It describes the market situation at the beginning of the 2020s, the role of the MEB platform and the functional gap that the project has closed.
Table of Contents
Initial situation: Electric mobility before the launch of the MEB
At the beginning of 2021, electric cars were neither new nor unknown. Tesla had been around for many years and had built up a clear user group of its own. Models such as the Nissan Leaf, Renault Zoe and BMW i3 had been on the market for a long time.
Nevertheless, electric mobility was not yet an everyday topic for the general public. Tesla’s user base was often seen as a group of pioneers, interested in technology and willing to engage intensively with the product. The other models had lower visibility and only reached certain niches.
With the MEB platform, the VW Group attempted to transfer electric mobility to a volume segment in German-speaking countries. The VW Group was not alone in this endeavour; many premium and volume manufacturers launched a large wave of electric cars around 2020. The VW Group plays a special role here, as it made the new MEB platform (modular electric drive matrix) available to all brands, resulting in a significant number of models coming onto the market at the same time.
The Škoda ENYAQ iV played a central role in this. Its design was similar to familiar combustion engine architectures, but its system behaviour was completely new.
This combination generated high sales potential and, at the same time, a great need for information.
Observable problem: Lack of information in the early stages of the system
When the ENYAQ iV was launched on the market, there was a lack of reliable information about the technology, software, charging behaviour and suitability for everyday use.
The manufacturer’s communications were not designed to cover the multitude of questions that real users had. Dealers had limited knowledge because they themselves were faced with new systems. There was hardly any community knowledge because the platform was new and there was a lack of experience.
Only a few insights could be transferred from other brands because the MEB architecture had its own logic, strengths and error patterns. This created a functional gap: users needed guidance, but the market did not provide it.
Logic behind the development: observation, classification and clear decision-making
Thanks to my professional experience at the interface between product strategy, user behaviour and market logic, I was able to quickly classify this situation. I had been working with digital products in highly complex markets for many years. The ability to recognise patterns early on, combine technical and economic logic, and translate user feedback into clear decisions was a central part of this work.
This led to a sober analysis: there was a clear gap between technical reality, user needs and public communication.
The initial approach was deliberately broad in order to understand the overall market. I spent several months looking at all the models from the relevant manufacturers. However, this proved to be too unspecific because this segment was already occupied.
This was followed at the end of 2021 by a pivot to content exclusively about the ENYAQ iV and Škoda as a brand. The decision was strategically motivated: volume, demand and technical potential were visibly higher in this combination than with other brands.
Approach and methodology: structure instead of opinions
Der Aufbau erfolgte konsequent daten- und problemorientiert. Oft nutzte ich den The structure was consistently data- and problem-oriented. I often used the value proposition approach to identify pains, gains and jobs to be done and then address them.
Real measurements, error messages, software behaviour and user reports were systematically collected and classified. My content was also intended to convey opinions. In particular, to give my viewers (customers) emotional closeness and the feeling of being heard. However, the focus was always on establishing explainable connections.
The approach consisted of three elements:
- Analysing how the system works technically
- Checking how users experience it in real life
- Determining what information is necessary for orientation
YouTube, LinkedIn, websites and forums served as the publishing infrastructure. The focus was on precision, traceability and consistent structure.
Impact on the market: Functional role in an early system phase
This approach resulted in the creation of a knowledge system that filled a specific gap. Users received technical guidance, dealers obtained additional information, and the community developed data points that were incorporated into the content.
Speicher elektrisiert thus became an independent reference for the MEB platform and, in particular, for the Skoda ENYAQ iV. My value proposition helped to understand the behaviour of the vehicles, support decisions in the purchasing process, and make technical relationships transparent.
Summary
Speicher elektrisiert arose from a clearly identifiable gap in the market: a lack of technical guidance and inadequate information available when MEB vehicles were launched. The combination of analytical expertise, data depth and focus resulted in a knowledge system that served a broad user base and significantly improved understanding of the vehicles.