Richard J. Parkin

Partner

France

Rich Parkin is a corporate and BU strategist focused on demand-side transformation in automotive, commercial vehicles, and construction equipment.

Richard J. Parkin

Education

University of Cambridge
BA and MA (Hons, Cantab)
University of Massachusetts
PhD

Past Experience

Booz & Company/Strategy&
Partner
Weatherhead School of Management at CWRU
Assistant Professor

Richard J. Parkin

Rich Parkin has over 30 years of experience, including over 20 in strategy consulting.  He is based in Paris and serves clients globally. He has worked widely in Europe, MENA, the US, and the UK.

He serves clients in automotive, commercial vehicles, construction equipment, and B2B industrials in corporate and business unit strategy, with a focus on demand-side transformation. His key clients include:

  • A global automotive alliance
  • A manufacturer of construction equipment and power systems and its dealers
  • A MENA-based automotive distributor
  • A Tier 1 automotive supplier
  • Private equity and trading-house clients focused on the transformation of personal mobility (including powertrain transition and Mobility-as-a-Service)

Powering up India’s used car market
Powering up India’s used car market
The used car market is likely to reach approximately US $80 billion in the next five years and is witnessing increased formalization, with technological advancements reducing traditional friction points along the value chain. There is noteworthy market potential, as estimated transactions are expected to double during this period. In this Viewpoint, we explore five key reasons OEMs should reinvigorate their efforts in the used car space and explore ways OEMs can revisit their strategy to win in the used car market.
The future of automotive mobility, 2024
The future of automotive mobility, 2024
TRANSFORMATION IN THE EUROPEAN USED CAR MARKET
TRANSFORMATION IN THE EUROPEAN USED CAR MARKET
The European used car (UC) market is seeing unparalleled attention and investment. While OEMs have long understood the links between new and used markets, they typically exercised only indirect control over second and third transactions. New, well-funded channels have emerged, as OEMs struggle to simultaneously manage the powertrain transition and investments in software-enabled vehicles. OEMs’ pursuit of downstream value is creating a clash with the disruptors: UC supermarkets, vertically integrated competitors, and digital platforms.

Richard J. Parkin

Rich Parkin has over 30 years of experience, including over 20 in strategy consulting.  He is based in Paris and serves clients globally. He has worked widely in Europe, MENA, the US, and the UK.

He serves clients in automotive, commercial vehicles, construction equipment, and B2B industrials in corporate and business unit strategy, with a focus on demand-side transformation. His key clients include:

  • A global automotive alliance
  • A manufacturer of construction equipment and power systems and its dealers
  • A MENA-based automotive distributor
  • A Tier 1 automotive supplier
  • Private equity and trading-house clients focused on the transformation of personal mobility (including powertrain transition and Mobility-as-a-Service)

Powering up India’s used car market
Powering up India’s used car market
The used car market is likely to reach approximately US $80 billion in the next five years and is witnessing increased formalization, with technological advancements reducing traditional friction points along the value chain. There is noteworthy market potential, as estimated transactions are expected to double during this period. In this Viewpoint, we explore five key reasons OEMs should reinvigorate their efforts in the used car space and explore ways OEMs can revisit their strategy to win in the used car market.
The future of automotive mobility, 2024
The future of automotive mobility, 2024
TRANSFORMATION IN THE EUROPEAN USED CAR MARKET
TRANSFORMATION IN THE EUROPEAN USED CAR MARKET
The European used car (UC) market is seeing unparalleled attention and investment. While OEMs have long understood the links between new and used markets, they typically exercised only indirect control over second and third transactions. New, well-funded channels have emerged, as OEMs struggle to simultaneously manage the powertrain transition and investments in software-enabled vehicles. OEMs’ pursuit of downstream value is creating a clash with the disruptors: UC supermarkets, vertically integrated competitors, and digital platforms.

More About Richard
  • University of Cambridge
    BA and MA (Hons, Cantab)
  • University of Massachusetts
    PhD
  • Booz & Company/Strategy&
    Partner
  • Weatherhead School of Management at CWRU
    Assistant Professor