Scale, Partner, Sell: How ays‑Consulting Helps Mobility Businesses Achieve Their Next Leap

In the fast‑evolving world of mobility—whether in electric vehicles, charging infrastructure, shared mobility, or parts & components—growth isn’t just about having a great product. It’s about having the right network, the right partners, the right sales strategy, and the agility to make hard decisions (including selling parts of your business) when necessary.

At ays-Consulting, we help mobility companies do exactly that. If you want to improve your distribution network, bring in new partners, explore divestment of business segments, or redefine your sales approach, we have the tools, experience, and mindset to guide you there.

What Mobility Businesses Are Facing

Here are typical challenges companies in the mobility ecosystem come up against:

Fragmented or inefficient distribution networks: delays, redundancy, geographic gaps.

Lack of strong partner relationships: missing supply chain stability, market access, or co‑marketing opportunities.

Complex decisions about what to focus on vs. what to spin off or sell off for greater strategic clarity.

Outdated or misaligned sales strategies: missing digital channels, not enough data, or unclear go‑to‑market plans.

These challenges can slow down growth, increase costs, erode margins, and reduce competitive advantage.

How ays-Consulting Helps

Here’s how we work with you to address those challenges — with concrete interventions and structured support.

Distribution Network Optimization

We analyze your current channels and routes, map geographic performance, assess cost structures, and identify under‑served markets. We design refined network strategies (e.g. direct vs. indirect, hybrid models), and help you implement better logistics or partner‑based distribution solutions.

Improved delivery speed, lower logistics/transportation costs, better coverage, higher fulfillment reliability.

Finding & Managing New Partners

We help you identify potential partners (suppliers, distributors, channel resellers, OEMs), assess them (capabilities, cultural fit, contractual & legal risks), and set up onboarding, performance metrics, incentives, and governance.

Stronger partner network, more reliable supply or sales channels, shared risk, mutual growth.

Strategic Divestments / Selling Parts of the Business

If part of your business is under‑performing, non core, or would realize more value with another owner, we support you in valuation, preparing the business for sale (cleaning up operations, documentation, financials), identifying buyers, and managing negotiations & transition.

Unlocking capital, refocusing on core strengths, reducing distraction, potential for stronger returns.

Designing & Deploying New Sales Strategies

From digital & e‑commerce channels to OEM or B2B sales, subscription models, or usage‑based pricing— we help you define which sales models make sense, build the internal capability (processes, team training, systems), and measure performance. We also help with refining go‑to‑market messaging, branding, and customer journey. More predictable revenue growth, higher sales conversion rates, scalable sales operations, better customer acquisition & retention.

Case Example (Hypothetical / Composite)

Here’s a scenario based on real challenges we’ve seen in the mobility sector:

Client: A component manufacturer for electric vehicles, selling mostly through direct contracts with OEMs and a few distributors.

Challenges:

  • Too much lead time due to lack of local distributors in certain markets.

  • High cost of warehousing and shipping abroad.

  • Some business units are low margin, dragging overall profitability.

  • Sales team focused on OEMs, with limited capacity or strategy for smaller regional installers or aftermarket.

Intervention by ays-Consulting:

  1. Conducted a distribution network audit, built heat maps of demand vs delivery time & cost. Identified 3 regions where partnering with local distributors reduced lead times by 35%.

  2. Identified & evaluated 5 potential local partners; negotiated contracts with performance KPIs; set up shared inventory points.

  3. Performed business unit profitability analysis; prepared a non‑strategic unit for sale; got valuation, found buyer, transitioned smoothly.

  4. Developed a dual channel sales strategy: maintaining OEM relationships for scale, while building a new aftermarket sales channel for smaller customers; restructured sales compensation; introduced digital tools for sales tracking & customer feedback.

Results: Reduced costs, faster delivery, improved margins, freed up capital from divested unit, new revenue stream from aftermarket channel, stronger growth outlook.

Our Process

To deliver results like that, our process is structured but flexible:

Discovery & Diagnostics

Understand your current operations, distribution, partners, sales channels, financials. Benchmarks, performance data, SWOT.

Strategy & Roadmap Creation

Define which levers to pull (optimize distribution / partner expansion / divestment / sales retooling). Create a timeline, metrics, risk assessment, resource needs.

Implementation

Work with your team (or help recruit if needed) to implement changes: partner engagement, sales training, system setup, legal & financial prep for divestment if applicable.

Monitoring, Feedback, Adjustment

Track performance (KPIs like delivery time, cost per unit, sales conversion, partner performance). Adjust where needed.

Sustainability & Scaling

Ensure the changes are embedded in your culture: training, process ownership, continuous improvement, scalable systems.

Why AYS‑Consulting Is Your Best Choice

Deep Expertise in Strategy & Execution — It’s not just about planning; we’ve helped execute change, often in technology‑intensive or mobility adjacent businesses.

Tailored Work — No one‑size‑fits‑all: we adapt to your market, geography, partner landscape, and business unit structure.

Hands‑on & Data‑Driven — We use real data, benchmarks, diagnostics, not just theory.

Risk‑Aware — Divestments or partner contracts can be tricky; we help you navigate legal, financial, and operational risks.

Getting Started: First Steps

If you’re ready to move, here’s how to begin:

Workshop / Diagnostic Session: Let’s sit down (virtually or in person) to map out your distribution & partner network, sales model, and any business units under consideration.

Define Goals & Priorities: Do you want faster delivery? Higher margin? Fewer logistical headaches? Is selling part of your business a priority, or just an option?

Pilot / Proof of Concept: Pick one region, product line, or partner channel to test new strategies before rolling out broadly.

Measure & Iterate: Set concrete KPIs off the start. Track, learn, adapt.

Final Thoughts

In mobility, speed, flexibility, and network strength make the difference. Whether you're expanding into new markets, want to streamline your product distribution, seeking new partners, considering selling a part of your operations, or rethinking how you sell—these are not isolated challenges. They are interlinked pieces of growth strategy.

At ays-Consulting, we don’t just help you imagine the future—you get the plan, the partners, the execution, and ultimately the outcomes. If these ambitions resonate with you, let’s talk and plot your next phase of growth.