Vehicle manufacturing accumulates a drop of 15.2% in the first quarter of 2022. According to the Spanish Association of Automobile and Truck Manufacturers (ANFAC), “the current situation of International uncertainty is accompanied by the microchip crisis, which has been weighing down the sector since the end of 2020. In addition, there is also a shift to electric mobility, which means a change from engines with more than 4,000 parts to those with less than 500. There is indeed a greater commitment to electric vehicles in the international sector, but are users committed too? It seems that in the Spanish market, consumers are still reluctant, with only 10% of them preferring an electric vehicle.”


Autonomous driving, connectivity and shared mobility are other major challenges facing this sector.

But perhaps the most important change they need is a change of mindset, since there are still a lot of conservative profiles out there. In this context, there are still opportunities for companies to define their place in the value chain. These new perspectives appear if we collaborate with partners from the technological world and emerging companies. 

Some of our competitive advantages include capturing more value from customers, increasing sales efficiency and transforming customer knowledge into marketing and sales actions.

Product strategies, as well as the technology involved, have to adapt to the new challenges and consumption models. 

Reducing the complexity of after-sales service will also maximize profitability in digital after-sales, total cost of ownership, diagnostics, and new business models.

Finally, the sales person must understand future needs, set investment priorities and address a new sales model.

At DOT Consulting, we work side-by-side with our clients and guide them through industry downturns, mitigating risks and identifying opportunities to gain their competitive advantage.

With our expertise in solutions and operations, as well as our passion for all things automotive, we understand and get right to the details of your toughest challenges, whether it's a strategy to hire thousands of software developers now, steady gross revenue growth or a company-wide cost improvement program.

  • Optimization of production operations and team training.
  • Disruptive business models through technology 4.0
  • New commercial network models
  • Customer experience and commercial process
  • Commercial lead management and back office
  • Models for planning and managing production leads
  • Inventory management and purchasing optimization

New model for car selling

The company

The client is a multinational automobile manufacturer founded at the beginning of the 20th century. It is one of the world's leading manufacturers of medium/high-end cars. With 11 production plants in 9 countries, and a production of more than 1.5 million vehicles a year it generates an approximate turnover of 53,000 million euros (both 2021 data). In Spain, the company has more than 100 points of sale distributed throughout the territory.

The challenge

Our client created a new customer service model for their dealerships, based on the redesign of the dealership, the sales process and the roles involved. After the initial test in three dealerships, the company detects a lack of visibility in the degree of implementation of the new model and, consequently, in the impact expected form the project.

Given these circumstances, DOT is asked to help manage the project, helping in the planning, control and monitoring of the implementation. Additionally, DOT proposed to measure the results in order to manage possible resistance, as well as design corrective measures in the event of deviations.

New model for car selling
Our answer

Our methodology, experience and rigor allowed the successful implementation of the project in all the client's dealerships:

  • A system to help monitor and control de project performance and implementation was put in place.
  • Audits of the sales process were carried out to determine the level of implementation of the new model, which, made it possible to detect critical aspects to be reinforced.
  • A management system was implemented, establishing KPI’s to determine the impact of the project on sales, as well as on customer satisfaction.
  • DOT methodology and work allowed the detection of critical improvements in the new sales process and helped evolve the initially designed model.