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Car dealers

Car dealers. Kerensen Vision for Car Dealers M arket. Michel ASSOULINE | March 2014. Un mot de notre CEO. Michel Assouline , Partner & CEO, Kerensen Consulting. Bonjour à tous, j’étais présent hier pour notre exécutif meeting et ai du rentrer sur Paris!

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Car dealers

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  1. Car dealers Kerensen Vision for Car Dealers Market Michel ASSOULINE | March 2014

  2. Un mot de notre CEO • Michel Assouline, Partner & CEO, Kerensen Consulting • Bonjour à tous, j’étais présent hier pour notre exécutif meeting et ai du rentrer sur Paris! Je serai ravi de vous rencontrer très prochainement. Bien à vous, Michel Assouline Michel.assouline@kerensen.com

  3. Cloud Delivery Cloud Advisory Kerensen Consulting • Our positioning • Founded in 2006 • Over 350 projects completed • > 200 consultants • 4000 projects and 1000 consultants with the CCAN • Annual growth of > 50% • Agility, expertise and innovative capacity from a "pure player" • Leader and pioneer in cloud consulting (salesforce.com Platinium Partner) • A comprehensive vision combining business knowledge, processes and technical solutions • Teams of high-quality experts (systematic consultant certification) who have perfect mastery of our methodologies/project management • Comprehensive support, from management consulting, integration, and change management, to a centre of excellence for the post go live Customer For Life (CFL) Performance Management Program Cloud Adoption

  4. Kerensen Consulting International Company • Ability to handle an international deployment International Group and co-founder of "Cloud Computing Accelerator Network (CCAN)", the first global network dedicated to salesforce.com, Kerensen issued successfully in France over 350 CRM projects, 4000 in Europe and in the world. Services Center Solutions Center Technology Center • National Network: • Paris, • Nantes, • Lyon, • Nice, • Strasbourg. South Africa Morocco Israël USA U.K.

  5. Kerensen ConsultingValues • IT Advisory • Business Perfomance • Sales Efficiency • Enterprise Transformation • Finance • Insurance • Real Estate • Retail • Manufacturing • CPG • Automotive • Life sciences • Services • Energy & Utilities • Telco • Media • Hospitality • Vision to value approach • Business Transformation • Change management • Performance management • CMMI level 2 Certified • Project management • Scrum • Agile Methodology • Quality insurance • Marketing Cloud • Service Cloud • Sales Cloud • Platform • Portal • Technical architect • Mobile offline solution • Preconfigured Core Component • Template Accelerators • Connected object

  6. KerensenConsulting Organisation • Pragmatic Mix between Industry expertise and Competencies Bank and Financial Services Retail Manufacturing CPG Automotive Luxury Energy Utilities Telco Medias Hospitality Management Consulting Digital Transformation IT Advisory Business Process Sales Performance Line Of Services (LoS) Business Solutions Sales Cloud Custom Cloud Service Cloud Technology Architecture Platform Mobility We are creatingCustomer Value.

  7. Kerensen Automotive • Our References • Car dealers • Groupe Hess • GroupeCAC • CFAO Motors • Constructor • Nissan Europe LMT • Nissan West • Nissan Europe DND • Nissan Europe Test Drive • Nissan Afrique du Sud (RFP en in progress) • Car part manufacuter • Valeo Service • Fleet Management • Arval • LeasePlan

  8. Sommaire • Car dealers Market • Focus on the car dealers Activity & Challenges • Customer Journey • Kerensen CRM & DMS • Salesforce Automotive CRM demonstration by Kerensen

  9. Car dealers Market • How the economic crisis affect the customer reflection about car ? 67% of French car drivers changed their car travel habits in order to save money 58% By reducing the number of travels 50% By adopting an « environmental friendly » or more efficient drive 40% By reducing the km done 28% By walking more or using a bike 18% By using public transportation … among French drivers: 6%will choose a new vehicle from apremium brand (Audi, BMW, Mercedes…) … But French think that own 48%will choose a second-hand vehicle a vehicle is still the more economic (76%) and practical (74%)way of travelling. 37%will choose a new vehiclefrom auniversal brand(Renault, PSS, Ford…) 9% will choose a new vehicle from alow cost brand (Dacia…) Source: TNA Sofres, Baromètre « Les Français et l’Automobile »

  10. Car dealers Market • Environmentcontext impact French stay attached to french brand … but more and more willing to buyforeign cars… 78%of French car drivers wouldchoose a foreignvehicle but build in France Very attached Quite attached Vs. 52% in 2012 22% of French car drivers wouldchoose a foreignvehiclebuildabroad Vs. 46% in 2011 Vs. 49% in 2010 Source: TNA Sofres, Baromètre « Les Français et l’Automobile »

  11. Car dealers Market • Market trends – Internet, a growing channel in the sales process The rise in mobile technologies and social media is redefining interaction and communication patterns, altering customer behavior as a result. Digitization is revolutionizing the sales and service process, and other industries are already leading the way in innovating their retail formats AutoScout24, Europe ’s biggest online car market place, registers more than300 million visits on profiles of cars on offer per month More than1/3 of customerwouldconsiderbuying a car online Are ready to buy online Won’t do itbecausetheyprefer to see the vehiclebeforebuying Prefermainteninghuman contact with sales person Are worried about after sale service 38% 6% • Car marketshare on internet: • France: 2-3% • US: 7-8% 17% 39% Source: TNA Sofres, Baromètre « Les Français et l’Automobile »

  12. Car dealers market • Second-Hand Vehicles • 9/10 person consults advertisements on internet to look for a second-hand vehicle • There are 2 types of business models on internet: • Owner to owner website like Leboncoin.fr where advertisements are free • BtoB websites like La Centrale.fr or Autoreflex.com where advertisements are charged • La Centrale, leader on his market moved from 60 000 to 250 000 advertisements in 5 years Roughly500,000 Cars are traded on eBay Motors’ Websiteeveryyear Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  13. Car dealers Market • Car dealer Ecosystem and value chain Complementary Services Parts manufacturer Car distributors After Sales Services Constructor Distributor, Car dealer Finance Distributor, Car dealer Retailer Retailer Branch Insurance Agent, authorized representative Branch Garage network Agent, authorized representative Part dealers Long term Car rental Short term

  14. Sommaire • Car dealers Market • Focus on the car dealers Activity & Challenges • Customer Journey • Kerensen CRM & DMS • Salesforce Automotive CRM demonstration by Kerensen

  15. Focus on the Car dealers activity • Overview New car Second-hand car Services • Heavy goodsvehicle • Utility vehicle • Particularvehicle • One /several brands • Heavy goodsvehicle • Utility vehicle • Particularvehicle • Part exchange and resale • Several brands After Sales Other services • Warranty • Service contract • Maintenance • Body • Body shop • Body shop • Car rental • Finance and insurance

  16. Car customer life cycle • 360° customerview Convert Close Delight Attract Strangers Visitors Leads Customers Promoters • Buzz • Event • Marketing campaign • Mobile Apps • Constructorwebsiteintegration • Constructorconfiguratorintegration • Constructor DMS integration • ConstructorDMS integration • Event • Marketing campaign • Loyaltyprocess • Win back process Multi channels Information System Car system and remotely Remotely Dealer’s showroom @

  17. Focus on the Car dealers activity • Challenges • Increase customers traffic in the showroom by improving the performance of marketing actions thanks to a better targeting process, lead tracking process and lead conversion process: buzz on social network, dedicated events, marketing campaign • Develop BtoB partnerships for second-hand vehicles and body shop with other dealers: sharing database • Implement an agile IS capable of quick and smart adaptations Business • Change the showroom organization in order to be more fun and welcoming. The customer should be able to start his discovery in the showroom autonomously. Every visitor should be registered as a lead • Develop and animate community of passionate by brand, region… • Manage activity with real-time and accurate dashboards and pipelines across the dealer’s network • Give staff the needed tool when visiting their customers Organisation Human • Change sales culture and practices and the relationship with the customer: moving from the face to face relation to the side by side relation, gather and keep more information about the lead/customer • Increase collaboration within staff • Train marketing team to become community managers:create buzz and monitor e-reputation • Car manufacturer Website, IS integration & DMS integration • Multi channels integration & Mobile apps integration • Interactive Showroom: tablet, touch screen, big screen • Customer service • Marketing campaign and lead conversion, social network integration • BtoB portal with second-hand reseller • Salesforce 1 & Chatter • Anaplan for Sales performance BI IT

  18. Management concerns Executive Management • Reinforce commercial effort on the strategic product lines • Align sales tactics to the long term management of the constructor brand image • Increase visibility on commercial objectives feasibility • Secure fluidity and synergy among departments • Make loyal to the brand and to the dealer • Maintain identical treatment and service quality on every enterprise service • Insure profitability or the organization Marketing Management Service Management Commercial Management • Quickly and efficiently answer to the customer needs • Follow car life cycle • Supply a high quality technical and functional assistance to the customer • Make the customer “addicted” to the brand • Anticipate the customer needs • Commercial performance management via pertinent KPI and dashboards • Continuously focus on the customer • Measure the commercial performance • Foil the customer knowledge toward the executive management and marketing management. • Manage efficient marketing campaign • Measure the marketing campaign efficiency • Attract new lead and increase customers’ loyalty • Build and maintain a consistent image to the customer

  19. Sommaire • Car dealers Market • Focus on the car dealers Activity & Challenges • Customer Journey • Kerensen CRM & DMS • Salesforce Automotive CRM demonstration by Kerensen

  20. Sales process 1/9 • Customer influences Beforeevenentering the sales process… Attributesinfluencing the nextpurchases Whybuying a car 16%Situation change 20% Pleasure ??? 41% Renewal Source : Observatoire Cetelem Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  21. Sales process 2/9 AVERAGE TIME FOR THE DECISION TAKING • Process duration 15,6 days Brand 12 days 3 monthsis the average time between the researchbeginning and the cars buying Type 10 days Equipment 9,3 days $ 10,7 days Showroom 82% des clients ont pris leur décision en moins de 3 mois 58% des clients ont pris leur décision en moins d’un mois (vs 34% un an auparavant) 3 months Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  22. Sales process 3/9 • Step 1: online research 94% of car buyersstarttheirreseach by looking on internet Almost 90% of customers use dealer Web sites or OEM Web sites in the earlysteps of theirdecisionmaking< Online research 43% of car buyer use internet to completeprofessional information 3 months Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  23. Sales process 4/9 • Step 1: online research RESEARCH TYPE PER DEVICE Computer Smartphone Tablet 34% 33% 31% 19% 19% 18% 13% 13% 13% Equipment benchmark Type comparaison Brand comparaison Advicerequest on type Article reading Price comparaison Useful information research Specificequipmentresearch Type comparaison Online research 3 months Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  24. Sales process 5/9 • Step2: Word to mouth 33% talk of theirresearch to their parents, firends or colleagues « Word to mouth » Online research 3 months Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  25. 47% thinkthatthis information source is more reliablethanconstructors Sales process 6/9 • Step 3: social medias 71% of consumerssaythattheywillbeinfluenced in theirresearch dealer or brand comments 87% Of social media usersconsiderthem as an excellent additional information source during a car buyingprocess Online research 3 months 51% Of car buyers use internet to findadvicesfromothercustomers. = First reason 34% Of new car buyers use social media in theirbuying * CapGemini Cars Online 2011 **Source: Netpop 2010 Study – France Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  26. Sales process Use of videoduring the buyingprocess 7/9 • Step 3: Videoswatching Constructorswebsite 37% Look at the car availability in the dealers stock Dealers website 61% Of buyerssearch for video N°1vector of brand and productadhesion Magazine & specializedwebsites Videos Dealer visit Online research 3 months Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  27. Sales process 8/9 • Showroom visit, trial IMPORTANCE OF KEY ELEMENTS DURING THE DEALER CONSULTATION The averagenumber of customervisits to dealers beforebuying a car has droppedfrom up to 5 to frequentlyjust 1 for some brands in somegeographies Europe 44,4% Videos Dealer visit Online research 3 months

  28. Sales process 9/9 • Showroom visit, trial Videos Dealer visit Online research 3 months 1 millions of websitevisitors 1% of leads  30% are not workable 10% of sales Google Think Insights, Source: Millward Brown Digital/Google VehicleShopperPath to PurchaseStudy, September 2013

  29. The store revolution • New store? Appeal of new store formats to cutomers % of respondentsscored format on a 6 points scale 85% of customerstill use the dealer touch points, but 1 in 4 customersis not satisfiedwithhis dealer experience in the car buyingprocess The future retail setup will have to accommodate various customer profiles along multiple touch points

  30. Summary • Car dealers Market • Focus on the car dealers Activity & Challenges • Customer Journey • Kerensen CRM & DMS • Salesforce Automotive CRM demonstration by Kerensen

  31. Nos domaines d’applications. • 100% alignés avec Salesforce.com

  32. Dealer CRM • Zoom on the Kerensen Automotive Connector The Top 4 DMS editors covers 87% of the market in France DMS Cloud Connector Car Tools Constructors CRM

  33. #5 Salesforce Automotive CRM demonstration by Kerensen

  34. Processus présenté lors de la démonstration CRM Automotive Reporting et tableaux de bords • Création d’une piste depuis le web • Automatisation et Suivi (emails, tâches et évènements) • Transformation • Informations client • Création d’opportunité • Mise à jour des informations client • Proposition d’un essai • Tableau de résumé d’opportunité • Offre de Reprise • Offre d’un Véhicule Neuf • Proposition commerciale

  35. Scenario • Entrée d’un Lead Web • Le site Fiat.fr propose aux visiteurs de configurer un véhicule. • Jérémy Durand est actuellement à la recherche d’un nouveau véhicule. Il configure une fiat 500C sur le site Fiat.fr, et remplis le formulaire pour une demande d’essai. • Le lead est redirigé par Fiat, et arrive directement sur le CRM de la concession concernée.

  36. Scenario • Suivi des prospects • En concession, le commercial reçoit instantanément une tache de rappel pour ce Lead. Il va visiter la page de la Piste et se renseigner sur ses intentions. • Mr Durand est invité personnellement par téléphone à venir essayer la nouvelle Fiat 500C. Il accepte. Le commercial transforme le Lead crée alors une opportunité commerciale. • Lors de celle-ci, il va d'abord mettre à jour les informations du prospect, avant de planifier un essai.

  37. Scenario • Essai: • L'essai ayant été automatiquement ajouté à l'agenda du commercial, ce recevra un rappel à sa première connexion et 15 minutes avant l'évènement par une pop up, lui permettant de préparer au mieux son essai. • Avant l'arrivée de Mr Durand, le commercial se renseigne sur l'historique et les intéretsde celui-ci.

  38. Scenario • Proposition commerciale • Une fois l'essai réalisé, de retour au poste de travail du vendeur, l'essai est mis à jour selon les retours de Mr Durand. • Enthousiasmé par celui-ci, Il aimerait qu'on lui propose une offre pour ce véhicule. • Le commercial va alors paramétrer avec Mr Durant le véhicule, avec les accessoires et options souhaités. Une offre commerciale est alors établie et proposée au client.

  39. Démonstration: Salesforce Automotive CRM by Kerensen

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