Fisker's intended growth strategy was structured around the sequential introduction of multiple vehicle models that would diversify the product lineup and spread the fixed costs of the Magna manufacturing relationship and the software platform across greater volumes. The Ocean was conceived as the first of several vehicles — the company had announced the Fisker PEAR (an affordable urban compact), the Fisker Alaska (a pickup truck), and the Fisker Ronin (a four-door GT convertible) as future models that would follow the Ocean into production. The international expansion strategy was central to the volume case. European markets — where EV adoption rates were generally higher than in the United States due to fuel cost differentials, regulatory incentives, and infrastructure investment — were a primary target, and the Magna Steyr facility in Graz, Austria was geographically well-positioned to serve European markets. Fisker had signed agreements with dealers and distribution partners in multiple European countries, and the Ocean received European regulatory approvals alongside its U.S. certification. The software and services revenue strategy envisioned a post-sale revenue stream from over-the-air software updates, subscription features, and connected services that would improve gross margins per vehicle over time. This model — familiar from Tesla's approach of selling vehicle capability upgrades through software after the initial purchase — would have provided Fisker with recurring revenue that partially offset the margin pressure on hardware sales. The strategy assumed a functional, reliable software platform, which the Ocean's early quality issues demonstrated had not been fully achieved at launch.