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Manufacturing, buying, selling

CEE’s role in the BEV ecosystem

June 29, 2023

8 min read

June 29, 2023

8 min read

The popularity of electric vehicles has soared in recent times. Sales in the European Union increased 71 per cent in May 2023 and new car registrations grew for the tenth consecutive month, rising 18.5 per cent.  

For Jens Hörning, Partner, CEE Automotive Industry Leader at PwC, this shift towards e-mobility is a global trend driven by consumer demands, regulation and government policies, and in the response of car manufacturers to them.  

“There has been a clear focus globally in recent years on the transformation of the automotive industry, and a large proportion of the discussion focuses on e-mobility, specifically battery-driven e-mobility,” he tells Emerging Europe

Battery-driven cars are obviously a huge part in this transformation, and Europe is now the leading global market in terms of eReadiness, based on PwC data on charging outlook.  

“There must, however, also be a wider discussion,” says Hörning. “E-mobility itself will not transform the automotive industry. It is also about a change in mobility demands and related innovations. This obviously includes electric vehicles, but also the likes of connectivity, charging infrastructure, autonomous driving, public transport, sharing models and more.” 

One big driver of the shift to electric vehicles is the European Green Deal, Hörning believes.  

“This commits all EU countries to reduce CO2 emissions by at least 55 per cent by 2030, and achieve climate neutrality by 2050. The Fit for 55 package increases CO2 emissions targets to 100 per cent by 2035 for all new cars and vans. In order to get close to these targets, car manufacturers invest heavily in climate focused technologies.” 

Central Europe’s role 

For the first time, a CEE country, Poland, has been included in the forthcoming new edition of the PwC eReadiness study, to be released in September 2023. Hörning says that Poland’s inclusion is significant, not just for Poland but also for other countries in the region.  

“While only Poland is included in the upcoming report, preliminary findings point to trends that are, to a large extent, representative of what is happening economically in the Czech Republic, Romania, Hungary and Slovakia,” he says. 

“It is important to note that if we look at the ‘C’ in CEE, the countries I just mentioned are hugely important in terms of automotive manufacturing. There are huge growth projections for manufacturing and ultimately sales. PwC’s EV charging market outlook, for instance, forecasts that by 2035, BEVs will have a 90 per cent market share of new car registrations in Europe.  

“PwC automotive research also forecasts that by 2030, sales of BEVs will constitute 46 per cent of the market in Poland, the Czech Republic, Hungary, Romania and Slovakia. While this represents a huge leap from the two per cent of the market recorded in 2022, and is lower than the Europe-wide projections, across these countries there is clearly a transformation already underway in the automotive sector.” 

Infrastructure challenges 

BEV sales are forecast to increase in CEE despite infrastructure challenges. Hörning says that  

there are a lot of initiatives already underway across the region aimed at addressing low charging station coverage. In the Czech Republic, for instance, Škoda Auto has recently signed a memorandum of cooperation with Orlen Unipetrol to develop fast charging infrastructure for electric vehicles across the country.  

“The region’s status as a manufacturing hub will be a key driver of improving charging capability,” says Hörning.  

“There are many instances of investment in manufacturing infrastructure like fast charging stations for electric cars, and in the manufacture of BEVs themselves. Two recent examples from Slovakia are US investment in electric car charging stations and Volvo’s investment into a new 100 per cent climate neutral and electric cars only manufacturing plant in Košice

“That said, some huge challenges remain to get the charging network up to speed in CEE. While the network is expanding, there is scope for more coordinated work from government at different levels, the manufacturing industries, the energy sector and other stakeholders to streamline work in this area.” 

Electrifying truck fleets 

When it comes to the electrification of the heavy-duty vehicle sector in CEE, there are also challenges, but Hörning views the great progress that has been made in electric light cars as in some ways instructive for the heavy-duty sector.  

“To some extent, it seems a matter of time before the heavy-duty vehicle (HDV) sector catches up,” he suggests. 

“It is not an easy task, however, to electrify the truck fleet. The first challenge is the scale of the industry. For instance, 20 per cent of Europe’s entire HDV fleet is Polish, up to 30 per cent of all mass goods in Europe are transported by Polish operators. CEE is also a very important logistics hub which has obvious implications for emissions. Electrification means ramping up grid capacity, which is currently somewhat inflexible and overburdened, across CEE. 

“In many ways, the main challenge is getting tech solutions for the logistics sector. To a large extent, public transport is showing these sectors the way, with huge strides having been made in recent years in tackling emissions in the region. In Poland, for instance, the number of electric buses passed an important threshold in 2022, outnumbering diesel vehicles for the first time, and this transformation will continue.” 

Bringing down the cost 

Acquisition cost, limited range, and recharging time are usually identified as the top three blockers to purchase a BEV. Hörning admits that upfront cost is a big issue for new BEV models.  

“PwC research shows that Internal Combustion Engine Vehicles (ICE) models from the same brand are typically 11–29 per cent more expensive in Germany than in Poland. On the contrary, BEV models in Germany are typically cheaper or at least on a par with Polish prices,” he says. 

“Government subsidies also have a key impact in reducing prices, and all EU countries have some kind of subsidy programme in place. In the CEE context, the Romanian government’s 10,000 euros subsidy to new buyers directly impacted the sale of electric cars, which increased 50 per cent in 2022 compared to the previous year.  

“BEVs and hybrid cars made up more than 20 per cent of new cars sold inRomania in the first month of 2023. This clearly shows the effect subsidies can have on increasing BEV ownership. As well as Romania, Poland, the Czech Republic, Hungary, and Slovakia also have various significant EV purchase incentives and tax exemptions in place, as well as charging infrastructure and sustainable transport investment programmes.” 

Overall, suggests Hörning, stakeholders in the automotive and energy industries have to work together to build on the progress in improving the charging network.  

“PwC research shows us private ‘slow’ charging from an installed base is most prominent as consumers prefer to charge at home/work where their vehicle is stationary for longer. However, public ‘fast’ charging will become more important—important in broadening appeal and widening the demographic of BEV ownership—and lowering user ‘range anxiety’.” 

Develop an aftermarket 

With rising emissions in CEE and ageing cars compared to Western Europe key challenges for the region, Hörning suggests developing an aftermarket to address these issues. 

“For a long time there has been a pattern in which used cars have made their way to CEE from Western Europe. While there is growing interest in electric cars in the CEE region, we know from recent PwC research that initial cost is a key barrier to ownership,” he says. 

“Electric cars are continuously developing in terms of quality and more advanced technology bringing better models to the market. In first mover BEV adoption markets like Norway, analysis shows a clear increase in used car sales activities. There is also evidence that shows car owners in this market typically change to a BEV earlier than they normally would have bought a new car. The development of an aftermarket, therefore, can help find a way both to move on the surplus in Western countries and replace ageing diesel cars especially with electric models. There is an opportunity for the aftermarket to democratise BEV ownership.” 

Some 55 per cent of customers recently surveyed in Western Europe expressed an interest in buying a BEV in the next year. Currently, figures for CEE are thin on the ground, “but Poland’s inclusion in the next eReadiness survey should give us some indicative numbers,” says Hörning.  

“And the Polish market is quite similar in terms of demand and economy to other nearby countries in the region. In terms of interest, in CEE there is a lot of evidence that interest in sustainability and in greener motoring has been growing. One of the factors of this is the region’s status as an automotive manufacturing hub.” 

OEMs (original equipment manufacturers) and car manufacturing, including supply chains, is an important backbone of the Polish, Czech, Hungarian, Romanian and Slovak economies.  

“This region has a reputation for excellence, demonstrated by Ford’s location of an all-electric car factory, due to open next year, in Craiova, Romania and the announcement from Volkswagen Slovakia that the new future all-electric SUV Porsche Cayenne will be wholly manufactured at their Bratislava plant, as well as Volvo’s aforementioned new all-electric plant in Košice. The point here is that the region’s status as an automotive hub helps in raising awareness and interest in e-mobility,” says Hörning. 

“Also important is that BEVs have made huge progress in quality. Just a few years ago it was perhaps a choice between a Tesla or another model that might not have been seen as attractive. This is changing, with attractive models, higher performance, more choice, lower prices and a maturing aftermarket all raising interest.” 

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.