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