BENCHMARKER IS GLOBAL: Presently there are five different quarterly editions of BenchMarker focused on sharing best practice strategies in the numerous markets where Sewells Group operates. There are digital editions of issue 4/2012 for email and Web distribution to dealers and OEM executives in China, India, Thailand, Indonesia and the Philippines and a printed copy South African edition. Each of these different editions has a core of features and articles which are common to all, and some pages which are localised to suit the different areas of distribution.
BenchMarker Issue 4 2012 -- India EditionSewells MSXI
The article discusses 5 common mistakes that car dealers make when posting on Facebook. They are: 1) Posts that are too wordy, exceeding 250 characters; 2) Lack of consistency in posting; 3) Irrelevant content that does not engage the local community; 4) Lack of valuable content such as maintenance tips; 5) No calls for interaction or ways for users to engage with the content. The article provides tips on how to improve Facebook presence, such as keeping posts short, posting regularly at peak times, including local community content, and providing value to users.
BenchMarker Issue 4 2012 -- China EditionSewells MSXI
BENCHMARKER IS GLOBAL: Presently there are five different quarterly editions of BenchMarker focused on sharing best practice strategies in the numerous markets where Sewells Group operates. There are digital editions of issue 4/2012 for email and Web distribution to dealers and OEM executives in China, India, Thailand, Indonesia and the Philippines and a printed copy South African edition. Each of these different editions has a core of features and articles which are common to all, and some pages which are localised to suit the different areas of distribution.
BENCHMARKER IS GLOBAL: Presently there are five different quarterly editions of BenchMarker focused on sharing best practice strategies in the numerous markets where Sewells Group operates. There are digital editions of issue 4/2012 for email and Web distribution to dealers and OEM executives in China, India, Thailand, Indonesia and the Philippines and a printed copy South African edition. Each of these different editions has a core of features and articles which are common to all, and some pages which are localised to suit the different areas of distribution.
BenchMarker Issue 4 2012 -- South Africa EditionSewells MSXI
BENCHMARKER IS GLOBAL: Presently there are five different quarterly editions of BenchMarker focused on sharing best practice strategies in the numerous markets where Sewells Group operates. There are digital editions of issue 4/2012 for email and Web distribution to dealers and OEM executives in China, India, Thailand, Indonesia and the Philippines and a printed copy South African edition. Each of these different editions has a core of features and articles which are common to all, and some pages which are localised to suit the different areas of distribution.
The fast moving consumer goods (FMCG) sector in emerging economies is expanding rapidly due to large populations, rising incomes, and low penetration rates of products. The FMCG market in India is expected to grow to $4-6 trillion by 2020 due to a young population, increasing rural consumption, and a growing middle class. While competition is intensifying in India's FMCG sector, the industry stands to benefit from favorable government policies around foreign direct investment, exports, and tax rates.
2011 deep research report on china wind turbine control systems industrysmarter2011
This document is a 320-page research report published in May 2011 on China's wind turbine control systems industry. It provides an overview of the industry, profiles 11 domestic and 4 foreign manufacturers, and analyzes production capacities, market shares, pricing trends, and demand forecasts out to 2015. The report sells for $2500 for the hard copy or PDF version, or $3000 for both. It was produced by the QYResearch Wind Energy Research Center.
BenchMarker Issue 4 2012 -- India EditionSewells MSXI
The article discusses 5 common mistakes that car dealers make when posting on Facebook. They are: 1) Posts that are too wordy, exceeding 250 characters; 2) Lack of consistency in posting; 3) Irrelevant content that does not engage the local community; 4) Lack of valuable content such as maintenance tips; 5) No calls for interaction or ways for users to engage with the content. The article provides tips on how to improve Facebook presence, such as keeping posts short, posting regularly at peak times, including local community content, and providing value to users.
BenchMarker Issue 4 2012 -- China EditionSewells MSXI
BENCHMARKER IS GLOBAL: Presently there are five different quarterly editions of BenchMarker focused on sharing best practice strategies in the numerous markets where Sewells Group operates. There are digital editions of issue 4/2012 for email and Web distribution to dealers and OEM executives in China, India, Thailand, Indonesia and the Philippines and a printed copy South African edition. Each of these different editions has a core of features and articles which are common to all, and some pages which are localised to suit the different areas of distribution.
BENCHMARKER IS GLOBAL: Presently there are five different quarterly editions of BenchMarker focused on sharing best practice strategies in the numerous markets where Sewells Group operates. There are digital editions of issue 4/2012 for email and Web distribution to dealers and OEM executives in China, India, Thailand, Indonesia and the Philippines and a printed copy South African edition. Each of these different editions has a core of features and articles which are common to all, and some pages which are localised to suit the different areas of distribution.
BenchMarker Issue 4 2012 -- South Africa EditionSewells MSXI
BENCHMARKER IS GLOBAL: Presently there are five different quarterly editions of BenchMarker focused on sharing best practice strategies in the numerous markets where Sewells Group operates. There are digital editions of issue 4/2012 for email and Web distribution to dealers and OEM executives in China, India, Thailand, Indonesia and the Philippines and a printed copy South African edition. Each of these different editions has a core of features and articles which are common to all, and some pages which are localised to suit the different areas of distribution.
The fast moving consumer goods (FMCG) sector in emerging economies is expanding rapidly due to large populations, rising incomes, and low penetration rates of products. The FMCG market in India is expected to grow to $4-6 trillion by 2020 due to a young population, increasing rural consumption, and a growing middle class. While competition is intensifying in India's FMCG sector, the industry stands to benefit from favorable government policies around foreign direct investment, exports, and tax rates.
2011 deep research report on china wind turbine control systems industrysmarter2011
This document is a 320-page research report published in May 2011 on China's wind turbine control systems industry. It provides an overview of the industry, profiles 11 domestic and 4 foreign manufacturers, and analyzes production capacities, market shares, pricing trends, and demand forecasts out to 2015. The report sells for $2500 for the hard copy or PDF version, or $3000 for both. It was produced by the QYResearch Wind Energy Research Center.
2011 deep research report on china wind turbine industrysmarter2011
The document is a 466-page research report from 2011 on China's wind turbine industry published by QY Research Group. It provides an overview of the wind turbine market and manufacturing industry in China, analyzing 42 manufacturers in detail. The report covers topics such as market size, production capacity, costs, policies and development trends for the years 2010-2015. It aims to give an in-depth look into the country's wind turbine supply, demand, manufacturers and feasibility of wind power projects.
2012 deep research report on global and china solar eva industrysmarter2011
This document provides a summary of the 2012 Deep Research Report on Global and China Solar EVA Industry published by QY Research Group. The 143-page report includes analysis of the solar EVA market, production capacities and market shares of 30 global companies, costs and profits from 2009-2016, as well as profiles of 30 solar EVA manufacturers worldwide with details on production capacities, product specifications, clients and expansion plans. The report finds that China has become the world's largest producer and consumer of solar EVA, and provides a feasibility analysis of a hypothetical 4 million square meter solar EVA project.
2011 deep research report on china pv inverter industrysmarter2011
This document is a 134-page research report from July 2011 on China's PV inverter industry published by QY Research Group. It provides an overview of PV inverters and the industry chain. It also includes detailed information on 20 major Chinese manufacturers, such as annual production and capacity for 2009-2015 of different power levels. Finally, it analyzes the supply, demand and feasibility of a 200MW PV inverter project in China.
2011 deep research report on global and china wind turbine tower industrysmarter2011
The document provides a detailed report on the global and China wind turbine tower industry from 2009-2015. It analyzes key metrics such as production capacity and sales of the top 31 Chinese manufacturers. Some key findings include:
- China's total wind turbine tower production capacity grew from around 1 million sets in 2009 to over 2 million sets in 2015.
- The top manufacturers like Shandong Tongli and Jiangsu Shenshan accounted for over 50% of the market from 2009-2015.
- Demand for 1.5MW and 2.0MW towers rose significantly from 2009-2015 as these became the dominant turbine models installed in China.
BenchMarker Issue 2/2012 Indian EditionSewells MSXI
This document discusses how Team Hutchinson Ford in Christchurch, New Zealand has successfully operated as a "virtual dealership" since their physical location was damaged in the 2011 earthquake. Despite operating without a traditional dealership facility for over a year, they have exceeded sales targets and remain ahead of the national average. The dealership leveraged their website and social media presence to conduct sales remotely. This highlights how automotive retailers can utilize digital tools and online channels to continue operations even without a physical space.
2012 deep research report on china pv power station operatorsmarter2011
The document is a 139-page research report from 2012 on China's PV power station operators. It provides an overview of China's solar energy resources and industry, analyzes data from 23 major operators, and discusses the trends in China's PV power market. The report also includes an investment return analysis of a 10MW PV power station project based on China's solar subsidies at the time. It aims to provide an in-depth look at China's PV power station industry through market statistics, case studies of operators, and conclusions on industry developments.
2011 deep research report on china pv glass industrysmarter2011
This document is a 278-page research report on China's PV glass industry from 2011. It provides an overview of the PV glass industry, including definitions and applications of different types of PV glass. It then describes the manufacturing processes and key upstream and downstream companies. It analyzes historical production, demand, supply, prices, and profits of China's major PV glass manufacturers. Finally, it evaluates a proposed 250-ton per day PV glass project and provides conclusions on industry trends. The report is based on interviews and surveys of experts and companies across the PV glass supply chain.
This document discusses key concepts in marketing including definitions of marketing, the 4 P's of marketing (product, price, place, promotion), the marketing concept, and changes in the modern marketplace. Marketing is defined as the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services. Successful marketing requires being profitable, offensive, integrated, strategic and effective. The modern marketplace faces challenges from globalization, technology, and deregulation.
The Team Hutchinson Ford dealership in Christchurch, New Zealand was severely damaged in the 2011 earthquake and has since operated as a "virtual dealership" without a physical building for over a year. Despite the challenges, they have exceeded their monthly sales targets since the earthquake by leveraging their website and social media as their "virtual dealership" and having sales consultants work remotely. Their success demonstrates that an automotive dealership can be successfully operated without a traditional physical facility through innovative use of modern communications and technology.
BenchMarker Issue 2/2012 Australian VersionSewells MSXI
The document discusses how Team Hutchinson Ford in Christchurch, New Zealand has been able to successfully operate as a "virtual dealership" without a physical location since their dealership was damaged in the 2011 earthquake. They have exceeded sales targets since moving to an online model over a year ago. The article also discusses how social media can help automotive brands and dealers build customer loyalty, advocacy, and influence by fostering trust and a positive customer experience. Dealers need to leverage social platforms to help customers feel loyal to the brand and encourage them to advocate for the dealership to others.
PVSEC - Business Forum - Keynote Speech - Paul BrodyPaul Brody
This document summarizes a presentation by Paul Brody from IBM about lessons the photovoltaic industry can learn from the semiconductor industry. Some key points:
1) Both industries have seen rapid growth and consolidation, with many early players no longer existing.
2) Successful companies in both industries are globally integrated, collaborate strongly, and focus intensely on customers.
3) The soaring costs of capacity, technology advancement, and price competition have driven consolidation in semiconductors, and similar dynamics are occurring in photovoltaics.
The document discusses trends in mergers and acquisitions (M&A) and provides an overview of an M&A Leaders Forum presentation. The presentation covers global M&A activity and trends in 2012, highlights of M&A deals and activity in Israel in 2012, and best practices for M&A processes including developing an M&A strategy, conducting thorough due diligence, planning the integration process, and knowing when to abandon a potential merger. The presentation was given by representatives from S.G. Sustainable Growth, an Israeli consulting firm specialized in M&A advisory services.
2011 deep research report on china wind turbine industrysmarter2011
The document is a 466-page research report from 2011 on China's wind turbine industry published by QY Research Group. It provides an overview of the wind turbine market and manufacturing industry in China, analyzing 42 manufacturers in detail. The report covers topics such as market size, production capacity, costs, policies and development trends for the years 2010-2015. It aims to give an in-depth look into the country's wind turbine supply, demand, manufacturers and feasibility of wind power projects.
2012 deep research report on global and china solar eva industrysmarter2011
This document provides a summary of the 2012 Deep Research Report on Global and China Solar EVA Industry published by QY Research Group. The 143-page report includes analysis of the solar EVA market, production capacities and market shares of 30 global companies, costs and profits from 2009-2016, as well as profiles of 30 solar EVA manufacturers worldwide with details on production capacities, product specifications, clients and expansion plans. The report finds that China has become the world's largest producer and consumer of solar EVA, and provides a feasibility analysis of a hypothetical 4 million square meter solar EVA project.
2011 deep research report on china pv inverter industrysmarter2011
This document is a 134-page research report from July 2011 on China's PV inverter industry published by QY Research Group. It provides an overview of PV inverters and the industry chain. It also includes detailed information on 20 major Chinese manufacturers, such as annual production and capacity for 2009-2015 of different power levels. Finally, it analyzes the supply, demand and feasibility of a 200MW PV inverter project in China.
2011 deep research report on global and china wind turbine tower industrysmarter2011
The document provides a detailed report on the global and China wind turbine tower industry from 2009-2015. It analyzes key metrics such as production capacity and sales of the top 31 Chinese manufacturers. Some key findings include:
- China's total wind turbine tower production capacity grew from around 1 million sets in 2009 to over 2 million sets in 2015.
- The top manufacturers like Shandong Tongli and Jiangsu Shenshan accounted for over 50% of the market from 2009-2015.
- Demand for 1.5MW and 2.0MW towers rose significantly from 2009-2015 as these became the dominant turbine models installed in China.
BenchMarker Issue 2/2012 Indian EditionSewells MSXI
This document discusses how Team Hutchinson Ford in Christchurch, New Zealand has successfully operated as a "virtual dealership" since their physical location was damaged in the 2011 earthquake. Despite operating without a traditional dealership facility for over a year, they have exceeded sales targets and remain ahead of the national average. The dealership leveraged their website and social media presence to conduct sales remotely. This highlights how automotive retailers can utilize digital tools and online channels to continue operations even without a physical space.
2012 deep research report on china pv power station operatorsmarter2011
The document is a 139-page research report from 2012 on China's PV power station operators. It provides an overview of China's solar energy resources and industry, analyzes data from 23 major operators, and discusses the trends in China's PV power market. The report also includes an investment return analysis of a 10MW PV power station project based on China's solar subsidies at the time. It aims to provide an in-depth look at China's PV power station industry through market statistics, case studies of operators, and conclusions on industry developments.
2011 deep research report on china pv glass industrysmarter2011
This document is a 278-page research report on China's PV glass industry from 2011. It provides an overview of the PV glass industry, including definitions and applications of different types of PV glass. It then describes the manufacturing processes and key upstream and downstream companies. It analyzes historical production, demand, supply, prices, and profits of China's major PV glass manufacturers. Finally, it evaluates a proposed 250-ton per day PV glass project and provides conclusions on industry trends. The report is based on interviews and surveys of experts and companies across the PV glass supply chain.
This document discusses key concepts in marketing including definitions of marketing, the 4 P's of marketing (product, price, place, promotion), the marketing concept, and changes in the modern marketplace. Marketing is defined as the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services. Successful marketing requires being profitable, offensive, integrated, strategic and effective. The modern marketplace faces challenges from globalization, technology, and deregulation.
The Team Hutchinson Ford dealership in Christchurch, New Zealand was severely damaged in the 2011 earthquake and has since operated as a "virtual dealership" without a physical building for over a year. Despite the challenges, they have exceeded their monthly sales targets since the earthquake by leveraging their website and social media as their "virtual dealership" and having sales consultants work remotely. Their success demonstrates that an automotive dealership can be successfully operated without a traditional physical facility through innovative use of modern communications and technology.
BenchMarker Issue 2/2012 Australian VersionSewells MSXI
The document discusses how Team Hutchinson Ford in Christchurch, New Zealand has been able to successfully operate as a "virtual dealership" without a physical location since their dealership was damaged in the 2011 earthquake. They have exceeded sales targets since moving to an online model over a year ago. The article also discusses how social media can help automotive brands and dealers build customer loyalty, advocacy, and influence by fostering trust and a positive customer experience. Dealers need to leverage social platforms to help customers feel loyal to the brand and encourage them to advocate for the dealership to others.
PVSEC - Business Forum - Keynote Speech - Paul BrodyPaul Brody
This document summarizes a presentation by Paul Brody from IBM about lessons the photovoltaic industry can learn from the semiconductor industry. Some key points:
1) Both industries have seen rapid growth and consolidation, with many early players no longer existing.
2) Successful companies in both industries are globally integrated, collaborate strongly, and focus intensely on customers.
3) The soaring costs of capacity, technology advancement, and price competition have driven consolidation in semiconductors, and similar dynamics are occurring in photovoltaics.
The document discusses trends in mergers and acquisitions (M&A) and provides an overview of an M&A Leaders Forum presentation. The presentation covers global M&A activity and trends in 2012, highlights of M&A deals and activity in Israel in 2012, and best practices for M&A processes including developing an M&A strategy, conducting thorough due diligence, planning the integration process, and knowing when to abandon a potential merger. The presentation was given by representatives from S.G. Sustainable Growth, an Israeli consulting firm specialized in M&A advisory services.
Nissan has strong financial performance due to growing revenue over recent years. It has established strategic partnerships that provide technologies and synergies, such as its alliance with Renault. Nissan also has an innovative culture where it invests heavily in R&D, helping it develop the popular Nissan Leaf electric vehicle. However, past product recalls have hurt its brand reputation. Opportunities exist in growing demand for environmentally friendly vehicles and expanding partnerships. Threats include intensifying global competition and rising raw material prices.
See the Roland Berger Strategy Consultants (http://www.rolandberger.us/) 2014 study on The Next Challenge Of The US Auto Industry.
http://tinyurl.com/NPAutomotive
http://www.linkedin.com/in/TonyLy
https://www.facebook.com/MechanicalMarketer
origin of DATSUN in short, its famous cars, especially DATSUN GO & its features, Nissan swot analsis, J.I.T, kaizen continuous quality improvement in Nissan production.
Econsultancy’s 2017 Digital Trends report,
published in association with Adobe, is
based on a global survey of more than
14,000 digital marketing and ecommerce
professionals across EMEA, North American
and Asia Pacific markets.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Digital Trends 2017 - Intelligence Briefing from AdobeDuy, Vo Hoang
This document discusses digital transformation trends among marketing professionals. Some key findings include:
- While customer experience remains a top priority, many organizations are not developing their data and analytics capabilities quickly enough to truly optimize the customer experience.
- Design is seen as an important factor for differentiation, but many organizations lack the processes and workflows to achieve a design advantage.
- Building a collaborative, customer-centric culture is both one of the hardest and easiest things for organizations to achieve, showing a wide gap in capabilities.
Mergers alliance global engineering report 2011josefinapersson
The document provides a sector review and report on global engineering M&A activity in 2011. It highlights several key points:
1) Engineering transaction levels were recovering in the first half of 2010 following a decline in 2009, and transaction levels were expected to continue rising as trading visibility and buyer confidence improved.
2) The report examines M&A deal focus and trends in various countries worldwide. It also provides an overview of the engineered products sector and comments on factors influencing M&A.
3) The report identifies some of the main factors expected to shape engineering M&A over the next five years, such as opportunities and challenges in emerging economies, the impact of government policy changes, and consolidation trends in developed markets
PAGE 2Running head SWOT Analysis Honda Motor CompanySW.docxalfred4lewis58146
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Running head: SWOT Analysis Honda Motor Company
SWOT Analysis Honda Motor Company
Davenport University
BUSN 520
March 22, 2015
Table of Content
Introduction and Overview…………………………………………………………….....……….3
Strengths……………………………………………………..………………………………..…..3
Weaknesses………………………………………………………………………………………..6
Opportunities…………………………………………………………………...….….……..…....7
Threats………………………………………………………………………………………..……8
External Factors Impacting Decisions…………………………………...…………………..……9
Recommendations for Changes in Leadership and Structure……………………………………10
Possible Future Scenarios…………………………………………………………………..……11
Conclusion…………………………………………………………....……………………....….12
Appendix……………………………………………………….…...……………………...…….12
References……………………………………………………….……...…………...…..……….14
Introduction and Overview
“’Respect for the Individual’ and ‘The Three Joys’-expressed as ‘The Joy of Buying,’ ‘The Joy of Selling’ and ‘The Joy of Creating’” are the four basic principles Honda Motors Company is embodied with, that influences its decision on its journey to continuous growth (Honda Worldwide, 2011). Respecting individuality base on their own customers’ unique characters, while providing direct enjoyment through their product has been the concept that Honda has expressed their belief in. In line with these principles ever since its establishment in 1948, Honda has remained a leading company in the market, through creation of new innovative technologies, products of higher quality at reasonable prices, world wide customer satisfaction, and commitment to environment protection and enhancement of safety in a mobile society.
As with any other companies, Honda has its shares of internal and external factors, dictating its success and growth. Where strengths and opportunities is a favorable outcome for the company, it is also shadowed with internal weakness and threats from external sources and competitors. In order to determine Honda’s future growth and its susceptibilities, a SWOT analysis is therefore needed to establish its weak points and to highlight its strong areas, which should determine better results for productive outcome.
Strengths
In order to be able to portray the strengths of the company, while avoiding redundancy or turning into a disorganize mess, one must categories the company’s shining moments through its portfolio, success, and popularity. The portfolio of the company encompasses it’s the strength of its diversified products, as well as its strong brand image that it portrays around the world. First of all, having the 21st most valuable brand in the world, valued at $17 million dollars, Honda is one of the very well known companies which thrives on its dependability and best quality made engines in the automotive industry (Honda Corporate, 2011). Furthermore, Honda, unlike many other automotive companies, has a multi-focal approach. It does not only focus on selling of automotive vehicles alone, but has various sectors and departments which focus on techno.
The Breakthrough Pitch - stretch the sustainability ambitions of your executi...Volans
This is a slide deck designed to help business change agents, inside or outside corporations, to present top teams with the case for 'breakthrough change’. Stretch your company’s sustainability ambitions beyond incremental solutions to exponential outcomes.
Its purpose is to empower you to be an effective champion of the Sustainable Development Goals, by showing how companies can use the Goals as a springboard for success in tomorrow’s markets.
Spend time absorbing the pitch and thinking about how it applies to your company’s context. Customise the deck by adding or removing slides to make it more relevant to your audience. Have next steps in mind before you present and be clear about the specific ask you want to make at the end of your pitch.
The User Guide, linked within the pitch and available at projectbreakthrough.io, contains detailed speaker notes, including key messages, useful background and links to further reading for each slide. The Guide will also help prepare you to deal with questions and challenges your audience might raise.
***
Project Breakthrough is a collaboration between London-based change agency Volans, and the UN Global Compact. For more information, visit projectbreakthrough.io.
2009-2011 Industrial Plan: Strategic Guidelines and Targets.
Pirelli Group has and will continue to develop measures to increase its competitiveness and enhance its efficiency.
More on: http://industrial-plan.pirelli.com/idayPost/jsp/downloadArea.jsp
Reorganization, Business rationalization as well as the development of "green" technologies and products will be the levers supporting Pirelli in this process.
The document discusses engaging with today's automotive consumers. It notes that while motor vehicle production is growing globally, consumer behavior is shifting with consumers becoming more critical and having higher expectations. It emphasizes that in order to succeed, automakers must engage consumers on an individual level and find new ways to understand shifting consumer behaviors and motivations in today's digital world. Consumer research methods also need to evolve from traditional survey-based approaches to more social, mobile, and interactive techniques that are engaging and provide insights in real-time.
The document discusses a strategy for D-Motors to improve its financial performance. It recommends rebranding to target younger customers, leveraging predictive analytics to improve business insights, and flattening the corporate structure. A 5-year plan includes rolling out new technologies, expanding marketing, and achieving 49% revenue growth and 29% profit growth.
In this issue The 10 Most Innovative Automotive Tech Solution Provider Companies, 2017, we have shed light on some of the best innovations that have come from the automotive industry. During the process, we have taken the liberty of highlighting some of the most promising names in the automotive industry.
Global Retail Insights Predictions For 2009lesliehand
The document summarizes the key points from an upcoming web conference on predictions for 2009 from the GRI Research Team. It includes 10 predictions for 2009, such as retailers reinventing themselves to deal with new economic realities, advancing precision retailing, raising expectations for PLM software functionality, and varying regional responses to retail challenges. The document also outlines strategies for retail IT investment and essential guidance, including ways to reduce costs with IT and untouchable projects.
The document provides an outlook on advertising trends in Ireland for 2013. It forecasts a return to overall growth in advertising spending of 0.7% in the Republic of Ireland, driven by an almost 11% increase in digital advertising. In Northern Ireland, it anticipates a 2.1% decline in total spending. It also discusses key trends expected across various media sectors, including the continued rise of television viewing despite new technologies, the potential for addressable advertising, and growth in online video.
Similar to BenchMarker Issue 4 2012 -- Indonesia Edition (20)
The document discusses how connectivity is transforming the automotive industry and opportunities for automakers. It notes that cars now generate large amounts of data but most of it goes unused. Leveraging this data will be important for automakers to generate new revenue streams and adapt their business models to the digital age. Opportunities include using data insights to improve customer experience, develop new products and services, optimize service/maintenance, and partner with other companies. The connected car will require automakers to become experts in customer services and analytics in addition to vehicle sales.
Sewells MSXI Automotive Dealer Confidence Index is our quarterly publication quantifying the dealer confidence sentiment across Passenger Cars, Two Wheeler and Commercial Vehicle dealers in India for that particular quarter.
Sewells Group Automotive Dealer Confidence Index (ADCI) Survey indicates tempering of dealer optimism across all vehicle categories. Optimism levels across vehicle categories have tempered slightly as compared to the results at the end of the previous quarter.
Sewells Group Global Edition Benchmarker May 2016Sewells MSXI
The document discusses challenges facing auto dealers in China's new "normal" economy. It outlines 6 main challenges: 1) inventory build-up will lead to fierce competition among dealers; 2) dealers need to adjust their business models due to declining profitability; 3) dedicated 4S stores face competition from multi-brand outlets and e-commerce; 4) declining demand and overcapacity will increase price wars; 5) changing consumer preferences require new retail models; and 6) talent shortage and high staff turnover create operational difficulties. The article provides supporting data on declining dealer group profits and the growth of online car sales in China.
The document summarizes the findings of a survey of 147 automotive dealers in India conducted by Sewells Group in January 2016. The key findings are:
- The overall Automotive Dealer Confidence Index stood at +14, indicating an optimistic sentiment among dealers surveyed.
- The passenger car dealer confidence index was +17, showing strengthened optimism compared to the previous quarter.
- The two-wheeler dealer confidence index was +9, a slight dip from the previous quarter reflecting some dampening of sentiment.
- The commercial vehicle dealer confidence index was +2, continuing an upward trend and indicating a mildly positive sentiment compared to the previous quarter.
This document provides recommendations for identifying future leaders from a company's sales force. It notes that dealerships need an efficient individual to train, supervise, and motivate sales consultants. However, simply promoting the top salesperson may result in poor management or loss of major sales. Instead, the document recommends making the job duties and selection criteria known to all employees. It suggests setting criteria like a minimum sales volume over the past six months. Candidates should willingly apply rather than being forced into management. New supervisors also need training to prepare them for challenges like assigning tasks and motivating teams. The selection process should evaluate candidates' practical skills through competitions to test capabilities and ensure the most competent leader is chosen.
Sewells Group released the results of their Automotive Dealer Confidence Index (ADCI) survey for India for the end of April-June 2015 quarter. The overall ADCI indicates a sharp swing from -3 at the end of Q1 2015 to +7 at the end of Q2 2015 indicating a significant shift in optimistic sentiment of automotive dealers across the country.
How to select a Supervisor from the Sales TeamSewells MSXI
1) 4S dealerships must pay close attention to workflow management like customer development, needs analysis, and contract signing to ensure sales procedures are followed correctly. A competent sales supervisor is needed to train, motivate, and supervise each sales consultant.
2) Simply promoting the top salesperson to a supervisor role could result in bad management and loss of major salespeople. Other sales consultants may feel unfair and lose motivation or change brands.
3) To select a sales supervisor, the dealership should make the job duties clear, set transparent selection criteria, and assess candidates on both theory and practical skills in operating a team through a business competition. This process will identify the most competent leader while maintaining team morale.
Sewells Competence Development Model for the Digital AgeSewells MSXI
The world of automotive retail has clearly intersected with the digital age. Technology now pervades
almost every component, from the products that are sold and serviced, to the marketing channels that
are used to disseminate information, to the way customers communicate and share experiences. Despite
these revolutionary times, the need for dealerships to develop competent individuals who can engage
with customers remains critical to automotive retail success.
Sewells Group ADCI Report (India) - End of Jan-Mar 2015 QuarterSewells MSXI
Sewells Group Automotive Dealer Confidence Index (ADCI) Survey indicates tempering of dealer optimism across all vehicle categories. Optimism levels across vehicle categories have tempered slightly as compared to the results at the end of the previous quarter.
Sewells Group ADCI Report (India) - End of Oct-Dec 2014 QuarterSewells MSXI
Sewells Group Automotive Dealer Confidence Index (ADCI) Survey indicates tempering of dealer optimism across all vehicle categories. Optimism levels across vehicle categories have tempered slightly as compared to the results at the end of the previous quarter. That said, the index at the end of 2014 represents a substantially more optimistic sentiment than at the start of the year.
SEWELLS GROUP ADCI REPORT- END OF JUL-SEP 2014 QUARTER (INDIA)Sewells MSXI
Sewells Group Automotive Dealer Confidence Index (ADCI) is a measure of dealer sentiment about their business over the next six months from the time it is being captured. The Sewells Group ADCI survey is conducted with automotive dealers across the nation to quantify their sentiment about the automotive retail trade, with a six-month time horizon. The survey is conducted quarterly, with an intention of tracking the movement of dealer sentiment over time. This report gives the results of the survey for the at the end of July-September 2014 quarter which was conducted in the first week of October.
Applying Process Efficacy Principles for Sustained Improvement in Customer Ex...Sewells MSXI
Customer satisfaction measurement and improvement has always led to divided opinions in automotive OEMs where customer experience monitoring is taken with a lot of seriousness. Almost all global OEMs now have very robust C-SAT measurement surveys that provide measure of customer experience at their dealerships. While the importance of this activity is beyond debate, OEM managers always seem to be grappling with this question - how do they improve customer experience at their dealerships without appearing to ‘actively managing’ the scores?
THE LIVED EXPERIENCE OF THE STRATEGIC LEADER: WHAT EFFECTIVE CEOs DO, HOW THE...Sewells MSXI
The document discusses a study on the lived experience of strategic leaders. The study aimed to understand what CEOs do, how they do it, and how they think about it. Five CEOs from the automotive industry in South Africa were observed over 755 hours using various qualitative methods including observation of critical incidents, structured interviews, and document analysis. The results identified two common thinking patterns among CEOs and developed the "pure leadership spider-web model" with eight dimensions to describe strategic leadership.
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BenchMarker Issue 4 2012 -- Indonesia Edition
1. Benchmarker
Sharing best practice strategies INDONESIA Issue 4 / 2012
with global motor dealers
A simply powerful conclusion emerges from the PROBE feature in this issue of
Benchmarker
PROBE
BenchMarker: real business success in a retail automotive enterprise has to be
underpinned by an infallible capacity to achieve exceptional customer satisfaction.
Paddy O’Brien, who makes this particular observation, and Greg Strydom, offer this
and other best practice insights which regularly emerge from the wide spread of
performance group sessions held across Sewells Group markets in Asia Pacific and
Africa, and some other countries alongside. Over 19 years, the Sewells performance
group initiative has become a key element of heightening the business performance
of motor retailers in whole countries. It’s nice to realise these improved returns stem
from thousands of motorists who really like being so well looked after.
BENCHMARKER IS GLOBAL
A SPREAD OF ESSENTIAL READING Presently there are five different quarterly
editions of BenchMarker focused on
Indonesia heads for record sales sharing best practice strategies in the
numerous markets where Sewells Group
With media focus on the lingering EU ‘debt Look further and operates. There are digital editions of issue
crunch’ and a looming ‘fiscal cliff’ in the elsewhere in the 4/2012 for email and Web distribution
United States, one tends to feel many things world, at the to dealers and OEM executives in China,
around us are threatening. In Indonesia our phenomenon of
car market seems headed towards record our industry’s
India, Thailand, Indonesia and the
levels – a predicted two million a year by the participation Philippines and a printed copy South
end of the decade. in social media African edition. Each of these different
These ups and downs (and the changes that where everything editions has a core of features and articles
go with them) are continual in our business moves in mega- which are common to all, and some pages
where nothing stays the same for very long. shifts. Now
which are localised to suit the different
Contrast is part of the package; just as it there are even
is in other sectors of the economy. In our conferences areas of distribution.
automotive retail though, one must constantly devoted to
be impressed by the capacity of motor dealers nothing else – Roselle Pantastico,
to come up with the responses, every time. our social media MD Sewells Group Indonesia. MUST READS
If you want to find ways to further push guru, Dimitri Measure your performance: A specially
aside any gloom, take a look at some of the Kotov, attended a ‘digital dealer’ gathering
compiled table of key industry indicators
positives reflected in this issue: in Las Vegas and brings us excerpts. His list
Derik Scorer, who is chairman of the national of ‘take-aways’ is on page 5. Add to that our in eight countries… ………………………………… 2
motor dealers’ association (NADA) in South articles out of the United Kingdom which Forecast: Indonesian market will reach two
Africa, describes some of the unusual pricing highlight how more and more budget is being million by 2020……………………………………… 3
and cost trends which have emerged there. apportioned to honing the Internet profile of
Special contributor Dimitri Kotovlooks at
For instance: in that market’s new vehicle the motor dealer down the road.
sector in 2012 real monthly costs of vehicle Then, as prime proof of our capacity for ‘Five Mistakes to Avoid on Facebook’……… 4
ownership have been reducing. He explains finding solutions, spend some time on our Global motor dealers staged the 2012
on page 11, how frenetic competitiveness PROBE feature on pages eight and nine, Digital Dealer Conference in Las Vegas.
in the market, lower lending rates, longer where close to 900 motor dealers across our Read some take-aways… ………………………… 5
repayment periods, and many other factors part of the globe each attend between two
Get in with the locals, urges Roger Whalley
have contributed to this anomaly. But, and four performance group sessions each
of course, it isn’t all good news: there is a year doing just that: diligently scrutinising from the UK… ………………………………………… 6
negative impact on the used car sector, and each group’s businesses to chase down Shoot and show for Audi customers………… 7
the down-cost spiral in new cars there will not the changes and the challenges and find Sewells performance groups are targeted
last - rising unit prices will become a major the appropriate best practice responses on improving business performances.
challenge in 2013 and beyond. to them.
Here’s how they do it… …………………………… 8
Global Managing Editor - Dennis Anderson (danderson@sewellsgroup.com)
Edition Managing Editors:
Seven steps to used car profits……………… 10
Australia – David Lowrie (dlowrie@sewellsgroup.com) Real motoring costs go down… …………… 11
…
China – Chee Tuck Yap (cheetuck@sewellsgroup.com)
India – Jayesh Jagasia (jjagasia@sewellsgroup.com) There is the vital importance of VISION
Thailand – Supakorn Sookpunya (ssookpunya@sewellsgroup.com) in bringing a plan to fruition, says Paddy
Indonesia – Roselle Pantastico (rpantastico@sewellsgroup.com)
South Africa – Tania Barlow (tbarlow@sewellsgroup.com)
O’Brien… ……………………………………………… 12
Edited by Robin Emslie (twolakes@iafrica.com)
sewellsgroup.com AUSTRALIA - NEW ZEALAND - SOUTH AFRICA - INDONESIA - THAILAND - CHINA - INDIA in 1
2. B enchmarker
Key industry indicators Key Industry Benchmarks
This specially compiled table of key indicators you towards achieving this we have provided
published here are guidelines to franchised a column to record your own performance
motor dealers of performance in the listed numbers. You will then be able to create a
countries. collective discussion with your management
These have been assembled by the Sewells team around why your performance should
Group operations in each of the countries be better than the given indicator, and delve
and represent current ‘Best Practice’ norms in into the factors which might be restricting
each of these countries. Each line item is an your business from achieving these levels of
independent key indicator. performance.
Sewells believes in measurement as a Finally when conclusions are reached, the
critical business management practice – if key points of these discussions can then be
you measure your performance and can converted into actions for the management Dennis Anderson
compare it to an industry indicator you are team with clearly defined targets to be danderson@sewellsgroup.com
in a position to evaluate and potentially achieved.
improve that area of your business. To help
SEWELLS GROUP KEY INDICATORS – JULY 2012
New South Your
Australia China India Indonesia Phillipines Thailand
Zealand Africa Figures
Dealership Overall
Total Dealership Gross
Profit % of Sales 14.8% 14.3% 8.7% 10.5% 15.6% 12.5% 12.3% 7.5%
Total Expenses % of TDGP 76.3% 81.3% 77.6% 71.0% 74.0% 72.8% 79.5% 62.0%
PBT % of Sales 3.5% 2.8% 1.9% 3.0% 3.7% 3.18% 2.6% 3.9%
Asset Activity 6.5 5.6 4.4 5.2 7.8 4.8 4.5 6.8
Return on Average
Operational Assets 21.2% 15.2% 8.6% 14.0% 23.6% 11.5% 26.7%
New Vehicle Department
Total New Gross Profit % of Sales 8.5% 7.8% 4.8% 4.8% 8.5% 8.5% 4.5% 5.8%
PBT % of Sales 0.8% 0.4% 0.1% 0.5% 0.8% 0.9% 0.9% 2.8%
Total Expenses % of TNGP 87.5% 94.5% 99.1% 87.2% 89.4% 89.0% 82.3% 59.0%
Inventory Days Supply 55 48 58 34 31 45 28 21
Used Vehicle Department
Total Used Gross Profit % TUVS 10.5% 10.8% 7.6% 10.2% 8.7%
PBT % of TUVS 0.9% 0.8% 0.8% 1.1% 0.8%
Total Expenses % of TUGP 86.3% 86.5% 88.1% 71.5% 87.0%
Inventory Days Supply 65 40 45 37 31
Parts Department
Total Parts Gross Profit % of TPS 25% 26.5% 26.9% 17.3% 28.6% 21.0% 32.2% 21.5%
PBT % of TPS 13.2% 11.3% 15.3% 9.2% 10.7% 9.8% 18.6% 13.8%
Total Expenses % of TPGP 60.5% 76.8% 63.4% 49.4% 59.6% 47.0% 43.6% 36.0%
Parts Inventory days 50 47 63 45 21 63 65 69
Service Department
Total Labour Gross Profit % of TLS 77.5% 70.3% 79.5% 88.3% 84.1% 80.2% 82.3% 68.0%
Total Service G.P. as a % of TSS 65% 58.0% 77.5% 83.9% 75.3% 72.3% 65.6% 53.8%
PBT % of TSS 12.5% 12.4% 11.6% 30.7% 15.0% 21.3% 4.3% 3.1%
Total Expenses % of TSGP 79.3% 79.3% 83.5% 60.9% 79.1% 68.4% 92.5% 94.0%
Body Shop Department
Total Labour Gross Profit % of TBS 77.4% 86.1%
Total Bodyshop G.P. as a % of TBS 75.6% 82.5%
PBT % of TBS 30.6% 44.4%
Total Expenses % of TBGP 11.7% 26.3%
sewellsgroup.com AUSTRALIA - NEW ZEALAND - SOUTH AFRICA - INDONESIA - THAILAND - CHINA - INDIA in
3. B enchmarker
Selling 2m a year by 2020
This October the Indonesian car market Focus2move and other observers however east Asian nation, having overtaken
showed yet another increase – for the ninth also point to a looming challenge: providing Thailand last year. They also bought
consecutive month. Year-to-date sales an improved road system. 8m motorcycles in 2011, a number that
were up 22.8% on 2011 and the country In August this year the Indonesian President could rise to 9m this year. Small wonder
moved passed Mexico to become the 15th Susilo Bambang Yudhoyono signed into carmakers are moving in. Suzuki, Toyota,
largest world car market and has the 2nd law a Land Acquisition Bill which has spent Nissan, Honda, GM, Daihatsu and BMW
biggest car market in the ASEAN countries, years going though the legislative process. are all either expanding operations in
according to a Focus2move report. With it the government could more easily Indonesia or starting new ones. Since
The Indonesian economy ‘… continues compel landowners to sell up, so it would the beginning of 2011 these seven
its dizzying ascent but in spite of these be possible to build more highways across companies have announced investments
record setting sales only 4% of the the main islands of Java and Sumatra. in Indonesia totalling $2.2 billion, a record.
population has a car, a relatively low figure, A local newspaper drew a parallel between The report quotes Michael Dunne, author
considering the total population of 240 the traffic and the market saying: of “American Wheels, Chinese Roads:
million people. By the end of this decade ‘The traffic delays may be irksome, but The Story of General Motors in China”
the industry minister forecasts annual sales they are symptoms of a boom. Indonesians as saying: “China and Indonesia are the
of two million cars.’ now buy more cars than any other south- two hottest markets in Asia right now.”
Ford Motor Indonesia had high impact on the recent Indonesia
International Motor Show (IIMS) with the highly successful launch of the
all-new Ford Focus, and by winning the Miss Motor Show competition
(see line-up and inset pictures on this page).
sewellsgroup.com AUSTRALIA - NEW ZEALAND - SOUTH AFRICA - INDONESIA - THAILAND - CHINA - INDIA in
4. B enchmarker
*
Dimitri Kotov* Better Use Of Social Media
5MISTAKES
to avoid on Facebook
Dealers certainly know what Facebook is; after all, in most regions including South Africa, Australia and
India, Facebook is the second most visited site after Google. There are lots of things that dealers can
publish on their Facebook Page, and there are no strict rules. Ultimately, one of my favourite ways to
learn is from other people’s mistakes.
So here I’ve compiled the five most common mistakes I see dealerships making when it comes to
publishing on their Facebook page. Hopefully, you’ll learn from them:
#1
characters (less than three lines of text) community events, such as local sporting
dealers will see about 60% more likes, clubs you may sponsor. When posting to
Mistake comments and shares compared to
posts greater than 250 characters. Posts
your page, your message will reach people
who are familiar with your dealership,
– Too Wordy including a photo album, a picture or a
video generate 180%, 120% and 100%
so insider content can make them feel in
the know. When you do post cars for sale,
more engagement than the average post, use the ‘Facebook Offers’ feature and
Facebook users prefer to consume
so include them as often as possible in provide your Facebook community with
information from the friends and
your posts as well. exclusive offers.
businesses they’ve subscribed to on
Facebook through succinct messages.
By keeping posts between 100 and 200
Mistake #2 Mistake #4
Social media
manager Dimitri – No Consistency – Lack of Value
Kotov in Melbourne Members subscribed to your Facebook
works closely with Consistency is the key to success on
Facebook. Post at least five times a week, Page are two times more likely to purchase
motor dealerships a car from your dealership than non-
around Australia and and create a schedule and a regular rhythm
for your postings and consider posting at subscribers, so reward them for their
elsewhere showing loyalty by posting maintenance tips and
them better uses of social media specific times when engagement is highest
(evenings in most regions). answers to frequently asked questions.
to increase their brand awareness,
customer loyalty and sales. He is
#5
now a regular columnist contributor
#3
to all editions of Sewells Group’s
BenchMarker publication. In this
Mistake Mistake
submission he gives the Five Mistakes to
Avoid on Facebook, and news from
– Irrelevant – No Interaction
a recent digital dealer gathering in
Las Vegas.
Content Let your subscribers know how to engage
with your content by including a ‘call to
action’. Should they ‘like’ the post? Share
Follow Sewells Group on social media: If you’re going to publish every car you with friends? Comment? You tell them.
Facebook: www.facebook.com/sewellsgroup have in your showroom on your Facebook Additionally, a great way to encourage
Twitter: www.twitter.com/sewellsgroup Page, you’re doing it wrong. Instead, more engagement is to ask open-ended
Linkein: www.linkedin.com/company/ post content that shows you know questions and make use of Facebook’s
sewells-group your audience by making reference to ‘Questions’ feature.
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5. B enchmarker
Takeaways from DD in Las Vegas
In October Dimitri Kotov attended the action-packed Digital Dealer 2012 Conference
in Las Vegas, United States, and submitted this list of takeaway highlights for
BenchMarker readers:
n he customer lifecycle has shifted, car buyers are now spending more time
T
researching online before making initial contact with dealership (11 hours spent
researching and reading reviews on average).
n ealerships are outsourcing to vendors who are using automated software to re-
D
target in-market buyers at various stages of the life cycle.
n ealers are acutely aware of how online reputation affects sales and are
D
outsourcing to vendors to help with reputation management (positive review
generation, monitoring and negative review notifications).
n ebsites such as DealerRater, Yelp and Google Reviews are forcing better service
W
and offerings from dealers.
n dvances in digital advertising now allow for more targeted forms of advertising
A
throughout the life cycle for higher ROI.
n se of customer data is becoming more sophisticated, with dealers using
U
automated software to help with retention.
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6. B enchmarker
Get in with the locals
Roger Whalley has more than 20 years experience of running dealerships in the UK. Writing in Auto Retail
Manager magazine, he gives some sage advice on getting to know the business people in your area.
Local business people are often overlooked the business, how many people they employ accountants, bankers or the Chamber of
as serious prospects because they are not and, if it’s not immediately obvious, what Commerce could help. I held an event
exactly retail and they’re not fleet customers exactly do they do. A simple walk around recently where we invited the local council
either. But even in large cities there will be town is a good way to start. Create an Road Safety Officer to give a presentation.
pockets of private business people and in up-to-date prospect list with details of the Another one for example, used the local
the rural towns there are many folk on the business owner and decision maker, who police for a talk on security of premises and
High Street who would welcome regular may be two different people. I have found protection against theft.
contact from a friendly local dealership. a very useful source of small business user
One clearly can’t expect to walk straight details is often the local church or village
in and get an order. It can be a long job magazine. In fact I have always tried to make ‘… all your staff
and sales execs can become demotivated sure my company has a substantial presence
if they don’t get an instant ‘yes’. It helps if in these magazines. They are usually low should attend;
you allocate a group of prospects to each cost and do influence local people. If your
retail sales exec, and make sure they are the
main (perhaps the only) point of contact
ad appears alongside the butcher and baker
then your initial contact with them will be
it’s not just a car
with the dealership. Allocate a specific day that much easier.
for your sales execs to visit their prospects. They won’t all be useful to you, and you sales opportunity.
Once a month might be too frequent for can discard the ones who don’t have local
some potential customers in some areas. It ownership initially. They might be of use And don’t forget
depends on how they react at your initial in the future, but for the first part of the
meeting. The intuitive sales exec should be project you need the real locals. the “goodie bag”…’
able to pick up the vibes from the prospect Don’t though, just make initial contact with
and schedule them in to a regular pattern your newfound prospects and then ask them
of calls. to give you their business. You need to give All of these experts would, I am sure, give
them something first, so that they then their time for free, so your only cost would
Finding your prospects become interested in you. What tends to be refreshments. People are not expecting
The first few visits should be purely interest business people is the opportunity a lavish spread at this time of day, and a
qualification and getting to know them. to meet colleagues and competitors in a few sandwiches and snacks will do. All your
What cars or vans do they run, how often do relaxed and friendly way, with no apparent staff should attend as it’s not just a car sales
they change, what is their annual mileage, pressure on them to give something back. opportunity.
what goods do they carry, what sort of Recently there has been a trend for thinking And don’t forget to send your guests away
journeys, and so on. Once you have started that breakfast meetings are the answer. I’m with a goodie bag, not just a sales brochure.
to build a rapport you begin to increase not sure they are. For many executives, the Maybe a car care kit and a discount voucher
the selling activity. It could start with the mornings are an important time for getting for a service. It’s surprising what people will
things done. appreciate, if they think it’s free.
‘… once you have
Evening event Doesn’t end there
started to build I have found that a casual evening event
with low-key catering works well, and can
If the event is a success, it needs to be
continued at fairly regular intervals, maybe
a rapport you build strong bridges.
The best time is early evening, before they
every three months so that it becomes
something that people look forward to.
have gone home and put their feet up. It’s And finally, following the first event, one of
begin to increase very hard to get folk out after that. Midday your sales staff should contact each person
is the hardest time, but I have had a lot of who attended to thank them for their time.
the selling success with meetings starting at about Maybe this is when your staff could start
18.30 and ending no later than 20.00. actively selling, but don’t push the hard sell
activity…’ With the offer of light refreshments and an too soon.
interesting reason for the meeting, many of The approach to the sale has also got to be
simple offer of a loan vehicle for a couple your prospects will attend. tailored. Most small business owners and
of days, or a ‘special’ service offer – e.g. It won’t be the prospect of viewing your traders will have cash flow very high on
priority bookings for service visits, special latest models that tempts them, however. their agenda right now and would probably
discounted rates or arranging for collection Model launches rarely work. It needs welcome a sales proposal that takes the
and delivery. to be more of a business seminar, from utilisation of their cash into account. Leases
Start by building a dossier on local business which your guests can glean some help or and low start-up financial packages should
prospects. Find out who owns or manages advice. Maybe one of your local lawyers, be the first consideration.
sewellsgroup.com AUSTRALIA - NEW ZEALAND - SOUTH AFRICA - INDONESIA - THAILAND - CHINA - INDIA in
7. B enchmarker
Shoot and show for Audi customers
Audi technicians in the UK are now equipped video is incorporated into the customer’s with into the ‘shopping basket’, they can
with ‘Audi Cams’ which enable them to take dedicated web page, and a secure link to authorise them to proceed with the work.
a video of any potential problems to their that page is then emailed to the customer. Another innovation of the ‘Audi Cam’ is that
customers, according to a report in the The page contains the relevant clips and it gives customers audio-visual access to
magazine, Auto Retail Manager. grades each problem as ‘urgent’, ‘advisory’ their cars from the reception area as they
They use the hand-held video cameras to or ‘for info’. It then gives a VAT-inclusive are being worked on by technicians who are
film any problem they may identify during quote for each job, along with action buttons equipped with head-mounted cameras and
a vehicle inspection. These could include to either authorise the centre to proceed, to audio links.
things like brake pad wear or worn tyre tread reject the work, to request a call to discuss The Audi Cam is one of the outcomes of
depth. The video can then be sent to the it. Once the customer has put all the jobs the Direct Reception technology which Audi
customer’s computer or smartphone. The he or she wants the retailer to go ahead rolled out across its network last year.
Rising social media marketing in US
Just a year ago, a survey found that only a month in online marketing, not including Use someone who knows how to write, who
12% of US small and medium businesses advertising. Typically, this buys daily Facebook understands your existing customers and
considered social media marketing a must, and Twitter interaction, and up to five where to find new ones.
with half of respondents not using it at all. bespoke news stories, generated by at least
The same survey a year later, has found one dealership visit in the month. If you want 3. It is solely digital
social media accounting for at least 25% of more news than this, you need more budget. List every medium your business uses to
marketing budgets at 77% of these same communicate with customers. Websites,
companies. 2. Youngsters are the best at working email lists and social media pages are obvious
Regular Auto Retail Manager columnist John these channels linkable strands, but what about the rest?
Glynn writing in the latest issue points out Would you send a teenager or recent Online is the digital incarnation of your
that with these huge changes taking place graduate to chair a critical business meeting physical dealership, so tie the two together.
quickly, social media is what businesses say at manufacturer level? It’s the same as n ut a Facebook check-in logo by the door.
P
they need most help with. He goes on to handing social media to a youngster. I speak n ut ‘like’ thumbs in the windscreens of cars
P
dispel some social media myths: from experience when advising against for sale.
‘If you’re spending money on social media teenagers to max out social potential: it’s a n ut your Facebook and Twitter addresses
P
while uncertain of its value or purpose, here lot of pressure they are not equipped to deal on business cards, sales contracts, service
are my top three myths: with. receipts, etc.
Social media is business positioning to win Anything and everything that happens in your
1. Social media is free a bigger audience, so how will prospective dealership can inform your social media, but
No chance. In my experience, many social customers respond to a string of mis-spelled listen to what your business is saying it before
media customers invest a minimum of £400 X-Factor posts? it goes online.
Action points
Ask yourself some questions:
Look at all your social media initiatives: Do they all tie together?
If you yourself don’t have the expertise in-house, consider hiring someone who knows what that should
look like and harmonise your digital channels.
Do you (yes, you) know what social media is all about? Have you set some goals?
It all boils down to being bothered about this new way of doing business. Buy some training and learn
some simple tricks to stir up interest. To be really effective, you need ideas. You need to plan when they’ll
appear and how you will share them.
Finally: Social media is not rocket science. Set time aside. Set cash aside. Set some goals and have fun!
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8. B enchmarker
Benchmarker
For more than 19 years – first in South Africa and now across a wide spread of
PROBE
countries from Australia and New Zealand through the Asia Pacific region to Africa
and the Middle East – Sewells has facilitated its performance groups with targeted
objectives primarily focused on improving the business performance of automotive
retail dealers. It is a remarkably successful concept with participation now of the
top management people from close to 900 motor dealer operations. For this issue,
BenchMarker’s PROBE delves into some of the outcomes which emerge from the two
to four annual performance group gatherings of those motor retail executives finding
best practice solutions to the challenges on the path to success.
Sewells Performance Groups
How many; how they work
One of the key areas of the ongoing stretch China 292 (234) dealers. Participants are encouraged to
by Sewells Group towards continually South Africa 275 (255) openly exchange and articulate ideas which
improving the business performance of Australia 207 (207) then assist in enhancing performance and
motor dealers throughout the areas of India 57 (54) identifying as yet untapped sources of
its operation, is it’s facilitation on a wide Thailand 23 (23) additional profit.
scale of its world class performance group ASEAN 31 (36) Dealers emerge from the sessions and
concept. Total 885 (809) return to their businesses with ready-
Currently there are active performance made solutions and innovations which are
groups in each of the six different countries Making this phenomenon real, is a group immediately applicable.
where Sewells Group has hub operations, of 15 to 20 facilitators, each with practised One of Sewells Group’s often quoted
as well as in the countries making up the and precise skills in driving the discussions core beliefs is that successful dealers are
ASEAN grouping including the Middle East. and looking for maximum outputs for all those who consistently apply a proven
A total of 885 dealerships participate in participators at each sitting. management model. The Sewells MRA™
between two and four performance group The overall objective always is to get the model is used as the key for this in the
sessions each year. Growth of the concept group to identify the financial drivers, performance group sessions as a high level
remains an indicative factor of its success: processes and practices which lead to financial and performance analysis discipline
last year’s PG count of 809 dealerships grew superior business results. Always using the which is used to bring the applicable and
by nine percent to this year’s 885. relevant Sewells-produced benchmarks, sometimes quite detailed factors to the table
A pointer to the attraction of the leading best practices are identified; for discussion and then embark on the probe
performance groups for dealers in the dealership processes are assessed and for corrections and broader solutions.
dynamically growing newer markets is that analysed in an action-learning environment Sewells MRA™ promotes improved retail
in China the PG dealership count moved in order to understand and relate to the high management through the ‘Mix’, the
up 25 percent – from 234 to 292 - and now levels of workplace performance required ‘Retained’, and the ‘Activity’ and through
heads the full 2012 list, which is (with 2011 for superior outcomes. these the facilitators and the group
in brackets): The group sessions themselves are designed members are accurately able to define the
to be engaging and interactive and mostly processes and competencies which might
centre round the real problems, challenges require improvement, and offer support to
and rewards being encountered by member address these gaps.
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9. B enchmarker
‘Superb customer service = a robust platform for
exceptional business performance’
– Paddy O’Brien
The sturdiest and most robust platform for single- and multiple-franchise structures, options for FI and used cars.’
exceptional retail motor dealer performance and different kinds of business empires Greg enjoys each group’s excitement when
is its capacity to consistently deliver superb involved. In some countries motor retail is a solution is first glimpsed, and then moves
customer service at all levels of the business, just one part of a substantial business group through to a successful outcome:
says Paddy O’Brien, chairman of the globally with a spread of interest across a number ‘Our MRA™ model has the discipline of
operating Sewells Group. of other consumer and industrial sectors. getting everyone (in the group) onto the
‘There is no doubt that delivering exemplary In other countries you have major groups same page and drives a lot of the discussion
service to your customers should always which operate large numbers of dealerships and then everyone starts to see a business
be a prime business objective for those across a full spectrum of automotive starting to move in the right direction. There
wanting to succeed in motor retail brands, all in the motor industry. The is an important PG dynamic which is to see
anywhere in the world. Those thoroughly quality of discussion and focus on the basics new people and new business join a group
satisfied customers are ecstatic and – more doesn’t change much however: there’s and then watch them start to mature and
importantly – they become the disciples of a commitment to business performance grow into their roles.’
the business going forward.’ improvement throughout.’ Another aspect is how the Group activities
This was one of a number of insights to Both spent time talking about the rewards of highlight and bring focus to the key
emerge from our discussions with Paddy participation in the concept: challenges in the business.
O’Brien and Greg Strydom for this special Paddy: ‘When you sit in and witness a Greg: ‘There are cyclical tensions at the
BenchMarker PROBE feature looking at muscular and fit dealership growing still interface between dealers and their
the way in which Sewells successfully further to the point where it is firing manufacturers; the differing expectations
facilitates its Performance Group initiative dynamically and in perfect balance on all from franchise to franchise; and the
throughout its operational areas (Asia cylinders – that’s when there is real payback concerns about stocking levels whatever the
Pacific and Africa region), and even in some for the healthy and vigorous intellect different sizes of the businesses may be.
instances beyond them. and effort which has contributed to that ‘Also, the route to success is not necessarily
(See drop in panel below) outcome. a simple, straight line. In the different
Both men referred to the distinctive and ‘Also in a developing market where the groups we come across different levels of
interesting market-related variations inside dealers are perhaps skinnier and have less investment, different size and number of
the group sessions taking place in the muscle the reward comes when you see facilities, different volumes… but the issues
different countries. them disciplining themselves not to usually get well identified and resolved as
Paddy talks about the scale of varying succumb to the pressure of making each more and more best practice examples get
evolutions taking place in meetings where and every sale and sometimes denying brought to the table. When everyone joins
the dealers come from markets which themselves (or being blinded) to the the same learning curve, the excitement and
are more developed and those where other opportunities of gaining absorption satisfaction is palpable.’
retail automotive is on an earlier part of a
maturation curve:
Paddy: ‘In the more developed countries it’s Paddy O’Brien, chairman of Sewells Group, and Greg Strydom, Sewells
always a case of eking out every extra bit of
wisdom from the best practice experiences
Group Head of Client Solutions, gave their inputs for this feature in
being brought to the table and sharing these the midst of busy schedules.
out among the rest of the group as you Paddy was speaking from Abu Dhabi airport whilst in transit to
stretch for better balance in the businesses. Australia after facilitating performance and development groups in
‘In the developing countries it’s really a South Africa late in November. Greg Strydom was back in Melbourne,
continual learning experience for all as each
dealer starts to realise more and more about
having returned from a business visit to Japan as well as participating
what can be achieved in a better balanced in a facilitators’ workshop in Johannesburg. Paddy was scheduled to
modern motor dealership business. There’s return to South Africa (via New Delhi and Beirut) where he was to
an atmosphere of a cheer about to break out host a party of 10 leading India dealers on a four-day study tour in
as each one puts a foot on the next step of mid-December.
the discovery curve.’
Across the spectrum, he says, the
Since he introduced the Sewells format Performance Group concept
performance group atmosphere – the in South Africa 19 years ago, Paddy has facilitated groups in at least 12
experience of each meeting – has its rewards different countries – Australia, New Zealand, Philippines, China, India,
for all participators, including the facilitators. Vietnam, Malaysia, Singapore, Saudi Arabia, Lebanon, Jordan and
Greg emphasised the importance of good South Africa.
financial reporting as an essential input for
the groups and the variances of the methods
Greg has held his Performance Group oversight position for the past
of reporting from country to country. five years after moving to Australia from South Africa 11 years ago.
‘You also work around the differences of
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10. B enchmarker
There are real paybacks from follow-ups
A prospect is seven times more likely to buy from a dealership if they have been followed up within 72 hours of
their first visit says Jeremy Evans, the MD of Marketing Delivery, a UK based dealer marketing specialist, writing
in Auto Retail Manager.
One way of achieving this all-important dealerships. the technology that your customers are using
follow-up is by pre-programmed emails, Communications generated by SmartMail are every day. Email messages are compatible
which are distributed via highly effective timely, relevant and carefully constructed to with smartphones and tablet devices, and the
eCRM systems such as SmartMail. And our encourage a response by delivering the right content is designed in such a way that it is
intro panel is based on analysis of dealership message at the right time. Emails and SMS visually engaging and intuitive. Text messages
sales stats over a three-year period. messages sent the morning after the original include links to enable instant clicks through
Data capture enquiry, with others sent a few days later, give to more detailed information.
But it will only happen if the sales staff prospects the opportunity to reply with their We know that prospects today are generally
dealing with enquiries from potential thoughts – without the perceived ‘hard sell’ much further down the line with their buying
customers are vigilant with their data of a phone call from the salesperson. decision by the time they visit a dealership,
capture. Good basic sales training will tell They often reply with very detailed thoughts so you have a shorter window within which
you that maintaining contact with the and requirements, providing invaluable to engage and convert them than ever
customer – especially through those few further information for the sales team to before. SmartMail and similar systems
early interactions – is critical if you’re to make enable deals to be changed and cars sourced can’t replace face-to-face contact and the
the sale. The team at Marketing Delivery – and salespeople are coached to improve personal relationships you can build up with
have developed an automated process for conversion. customers, but they do become very effective
customer contact that’s been refined over Everyday technology tools to aid the process.
the years to deliver outstanding results for SmartMail and other similar systems also use
Seven steps to used-car profits
Adrian Lewis, used car director in the UK’s widen your appeal to the marketplace, and Stick with it, don’t change your used car
Marshall Motor Group outlined his seven research current stock profile trends to make advertising every week! Promote the same
‘Ps for used car profitability’ at an industry sure you are staying in the right area. campaign message clearly on your forecourt,
presentation, reported in a recent issue of to build credibility of your brand message
Auto Retail Manager magazine. n Purchasing with the consumer. Ensure sales teams fully
Remember profit is made when you buy the understand the campaign promotion, so that
The Seven P’s he listed were: car, not when you sell it. Inspect all purchases they can also continue to build credibility.
Proposition and appraise them accurately. Price your cars
Profile with online customers in mind and check n Presentation
Purchasing your prices daily. You don’t have to be the Walk the forecourt every day, and take your
Preparation cheapest, but you do have to be competitive. sales teams with you – get to know your stock
Promotion like you know your family. All cars should
Presentation n Preparation be ready to demo. If a car isn’t prepared to
Process Do your preparation fast and do it well. a standard that means you wouldn’t sell it
Prepare all cars within three days and to to your family, it shouldn’t be on display.
n Proposition exacting standards. Good quality preparation Also insert sales sheets in every car – for
What is your current proposition in the used will maximise the profit opportunity and build customers who want to view more details
car marketplace? How does your current your reputation. about a car while they are in your dealership,
stock profile, pricing and promotion match without speaking to a salesperson.
that proposition? And do your used car sales n Promotion
people understand it? Create a strong advertising campaign that n Process
By identify the USPs of your business you can represents your used car proposition and You must have the processes in place to
play to your own strengths – not those of reflects your value message. deal with all footfall enquiries. Have you
your competitors. Promote your campaign across online and got a process in place to deal with Internet
offline channels, continuously. Don’t use just enquiries as well? Make sure your proposition
n Profile one or the other - use both. In traditional and the promotion are crystal clear to your
Identify where to buy the stock that fits your media, advertise the cars that you know sales teams.
proposition. Be single minded and only buy customers want to buy at a price that is Perhaps most importantly: Make sure your
cars that fit your proposition. Stock the cars competitive, not cars that you need to sell at sales teams know how to make profit from
that cover the range of your proposition, to a price that isn’t! your used car strategy.
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11. B enchmarker
Affordability is key says NADA Chairman
Derik Scorer:
‘… it will be
a determining
factor in buying
decisions over
the next few
years…’
growth trend with the record low prime
lending rate; the longer financing periods;
extended servicing intervals; and the
widening application of service and/or
maintenance plans as standard benefits,
you can see this reduction in monthly
ownership costs.’
Bearing the brunt
The proliferation of brands, models and There has been a downside to this
derivatives available in the RSA market ‘affordability phenomenon’, says Derik – the
is concerning and unsustainable, Derik used car side of the business was bearing
Scorer told BenchMarker as he entered his the brunt:
second term as chairman of the National ‘Used vehicle retail sales have been put
Automobile Dealers’ Association (NADA) of under pressure both by the affordability
South Africa. factor and the intense competition in the
‘Ultimately there is the possibility of the new car market at the lower end, especially
sales throughput per outlet falling in a flat models priced below R150 000.’
market and this could threaten ongoing And next year, says Derik, the new car
dealer viability,’ says Derik. pricing policies themselves would come
He also pointed to the high levels of under new pressures:
personal debt currently afflicting consumers ‘The inflationary effect of the RSA currency
in South Africa as a further cause for NATIONAL AUTOMOBILE weakness will make new vehicle price
concern. DEALERS’ ASSOCIATION
increases unavoidable in the first quarter of
‘Affordability of vehicle purchases is going 2013. This factor and other cost pressures
to become a determining factor in buying subdued only by affordability concerns as being felt by consumers will slow the growth
decisions over the next few years.’ new vehicle prices will tend to rise on a of new vehicle sales in 2013 and it is my
weaker rand currency.’ expectation that the industry can look
Healthy model Earlier Derik said that new vehicle sales by forward to new vehicle sales being no more
However on the other side of the coin the the end of 2012 would show growth of at than five percent ahead of 2012 at best.’
way in which OEM importers and automotive least 10% over 2011.
retailers remained positive and innovative More bullish
in their approach to the market and the Real costs going down Some OEMs and vehicle importers were
diversity of client needs, supports a healthy One of the characteristics of 2012 was being more bullish in their forecasts for
model for the industry and consumers: the fact that real monthly costs of vehicle 2013, says Derik. Most dealers would be
‘Forecasting in our market as far ahead as ownership had been reducing. thankful for a stable economy supporting
a decade – especially amidst the present ‘There has been further negative real growth moderate growth:
economic and political uncertainties – is in new car pricing this year as increases have ‘Traditionally used vehicle sales take some
a risky science. However it’s my personal remained at levels below the South African benefit and are buoyed upwards by new
belief that South Africa will continue to inflation rate. vehicle price increases – and this could well
see moderate growth in new vehicle sales ‘If you combine this negative real pricing be the case in 2013.’
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12. B enchmarker
Vision holds the key to customer retention
My recent endeavors in the area of customer themselves than in creating a successful
retention have served to highlight – more future. People also want to see that the
than ever – the vital importance of VISION in leader’s farsightedness is based on a deep
bringing a plan to fruition. sense of what’s necessary, right, and good
Whilst most dealers show a willingness to for the business and the team rather than
admit to the importance of retaining their what’s simply expeditious, popular, or self- Paddy O’Brien
customers, and whilst many also claim to serving.’ from Down Under
have a vision for this – the reality is that It shouldn’t then surprise that when asked to
very few dealers have any idea of how they explain their dealership’s vision for customer
will achieve this important objective; which retention, 85 percent of the 200 front-liners
means at best the vision is vague. Whatever surveyed, commented that beyond monthly
vision the dealer may claim to have anyway, Gross and Unit targets, only CSI took on any
it gets down to the explanation given to importance for the dealer principal…and CSI
key personnel of exactly what that vision is not customer retention.
will achieve that seems to make the most Now we all know that what is being
significant difference. measured is what gets done and so many
In a recent Forbes Magazine article on the have inadequate Dealer Management
topic, business thinker and author, Erika Systems that fail to provide a ‘single-view’ of
Andersen explains as follows: the customer, let alone an accurate account
n ‘People want leaders who look beyond of customer defections by the second and
today. They want to have the sense that third paid services. At the same time, so few
there is a master plan to carry them through of you are acknowledging loyal customers or from the lips of those that have counted
whatever short-term trials and tribulations rewarding ‘repeat sales’ with that little extra the cost of remaining with the status quo –
arise. They look to the leader to articulate, for sales executives that ‘truly work their those that have carefully decided precisely
in a compelling way, a clear and positive data bases’. No wonder customers quietly what they would like to measure and
future state toward which they can direct slip between brands. The lost opportunity improve.
their efforts. When leaders focus only on costs if quantified would make most sit up Only then it seems, does Erika Andersen’s
the current crisis or this quarter’s numbers, and take notice. compelling reason for change emerge with
it seems to us that they’re more interested I know from the work we are presently doing clarity and purpose, particularly when
in maintaining the status quo or protecting in this area that VISION statements only flow supported by a measurable turnaround plan.
Stay in touch with your buyers
A UK survey of the 2012 used car market Overall, the percentage of used car customers be interested in ‘buying another car’.
show that many auto retailers are letting contacted by dealerships to find out if Used car buyers were quite clear what they
sales opportunities slip through their fingers they were ‘satisfied with their car’ or were want from franchised retailers selling the
because they are not keeping in touch with interested in ‘having it serviced’ both fell to same make of car – 40% of them expect a
buyers after the sale. their lowest point in the survey’s history. ‘good deal on the car’, with others wanting
A report in the UK magazine, Auto Retail ‘Satisfaction’ calls dropped 3% to 27% while the ‘right car at the best possible price’ and a
Manager, says the survey (of 4 000 motorists) ‘servicing’ was 4% lower at 31%. good trade in on their old car.
asked used car owners if the dealerships they In addition some car owners prefer a
bought their car from keeps in touch. Customers know franchised site because of their ‘friendly,
n This year’s results show that only 52% of Franchised retailers selling their own helpful and professional’ staff, or because
used car owners had heard from their retailer makes had a much better record on they have bought from them before.
since buying their car – that’s four points customer contact than their non-franchised For the first time a new trend emerged –
lower than last year’s figure of 56%. counterparts. Some 73% of them kept in the most important factor when choosing
The survey also showed that customers touch with buyers compared to only 40% of a car was the ‘influence of family and
‘satisfaction’ rates had fallen – all in a period independents, 57% versus 18% on servicing friends’ overtaking the previous favourite of
when business is difficult to come by. and 13% versus 4% to see if the owner might ‘personal experience’.
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