This document provides an agenda and summaries for an AUM board meeting on Q1 2011 performance and strategy. It includes a SWOT analysis, market overviews, performance analyses of AUM and its vehicle lines, and marketing and financial results. Marketing activities conducted in Q1 2011 are summarized, including campaigns, digital efforts, and future plans. Key highlights presented are generally positive performance versus targets and prior year for sales, gross profit and expenses. The "Lead by innovation" strategy and its implementation are to be discussed.
This document contains a SWOT analysis and performance review of AUM for the year-to-date 2011. It finds that AUM's strengths include its commercial vehicle experience but weaknesses are in employee skills, product range and some administrative areas. Opportunities exist in the growing Saudi market and developing new products and alliances. Threats include rising costs and competitive pressures. Isuzu brands are outperforming competitors in key segments. AUM sales are down 4% from 2010 but marketing activities include campaigns, training and an improved website and social media presence. While gross profits are up, operating expenses also increased year-to-date.
This document provides a feasibility study for acquiring the Renault franchise in Saudi Arabia. It outlines Renault and Alissa's roles in ensuring success including offering reliable products adapted to the local environment, quality after-sales service, and marketing support. Financial projections estimate sales growth from 1,901 units in 2009 to 7,708 units in 2013, with corresponding increases in market share. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
AAITF Automotive Aftermarket Industry and Tuning TradeshowUli Kaiser
The document provides an overview of the AAITF Bangkok 2015 exhibition and conference. It discusses the advisory board members and their areas of expertise. It also summarizes Tarsus Group Ltd, the exhibition organizer, and their portfolio of automotive aftermarket events. Key details about the AAITF Bangkok 2015 event include expectations of 5,000+ ASEAN attendees, 150 exhibitors, a 1-day executive forum on innovative topics, and a focus on attracting online retailers and diversifying ecommerce in the automotive aftermarket sector in Thailand and ASEAN countries.
- Alissa Universal Motors (AUM) saw success in 2010 with sales increasing year-to-date in October 2010 compared to the same period in 2009 across pickup trucks, N-series, F-series, and C&E series vehicles.
- AUM engaged in various marketing activities in 2010 including campaigns, dealer events, and online initiatives to drive sales.
- Looking ahead, AUM's 2011 business plan outlines targets for increased sales and market share through expanded marketing, sales, and after sales strategies.
The document provides an overview of the direct-to-consumer (D2C) model for brands in India and outlines the key considerations and players involved. It discusses the rising trend of D2C in India, the opportunities in the expanding e-commerce landscape, and the operational and technological challenges of the D2C model. The document also presents two common D2C use cases - marketplace shipped and brand shipped models. Finally, it identifies the important technology ecosystem players across the front-end, payments, and back-end areas that brands can partner with to overcome challenges and scale their D2C operations.
The document provides information on the Indian automobile sector and Maruti Suzuki Alto K10. It discusses that the automobile sector accounts for 7.1% of India's GDP and is expected to contribute 12% over the next decade. It then analyzes Maruti Suzuki's market share, financial performance, product portfolio including Alto K10, and provides a SWOT and product life cycle analysis of Alto K10.
This document contains a SWOT analysis and performance review of AUM for the year-to-date 2011. It finds that AUM's strengths include its commercial vehicle experience but weaknesses are in employee skills, product range and some administrative areas. Opportunities exist in the growing Saudi market and developing new products and alliances. Threats include rising costs and competitive pressures. Isuzu brands are outperforming competitors in key segments. AUM sales are down 4% from 2010 but marketing activities include campaigns, training and an improved website and social media presence. While gross profits are up, operating expenses also increased year-to-date.
This document provides a feasibility study for acquiring the Renault franchise in Saudi Arabia. It outlines Renault and Alissa's roles in ensuring success including offering reliable products adapted to the local environment, quality after-sales service, and marketing support. Financial projections estimate sales growth from 1,901 units in 2009 to 7,708 units in 2013, with corresponding increases in market share. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
AAITF Automotive Aftermarket Industry and Tuning TradeshowUli Kaiser
The document provides an overview of the AAITF Bangkok 2015 exhibition and conference. It discusses the advisory board members and their areas of expertise. It also summarizes Tarsus Group Ltd, the exhibition organizer, and their portfolio of automotive aftermarket events. Key details about the AAITF Bangkok 2015 event include expectations of 5,000+ ASEAN attendees, 150 exhibitors, a 1-day executive forum on innovative topics, and a focus on attracting online retailers and diversifying ecommerce in the automotive aftermarket sector in Thailand and ASEAN countries.
- Alissa Universal Motors (AUM) saw success in 2010 with sales increasing year-to-date in October 2010 compared to the same period in 2009 across pickup trucks, N-series, F-series, and C&E series vehicles.
- AUM engaged in various marketing activities in 2010 including campaigns, dealer events, and online initiatives to drive sales.
- Looking ahead, AUM's 2011 business plan outlines targets for increased sales and market share through expanded marketing, sales, and after sales strategies.
The document provides an overview of the direct-to-consumer (D2C) model for brands in India and outlines the key considerations and players involved. It discusses the rising trend of D2C in India, the opportunities in the expanding e-commerce landscape, and the operational and technological challenges of the D2C model. The document also presents two common D2C use cases - marketplace shipped and brand shipped models. Finally, it identifies the important technology ecosystem players across the front-end, payments, and back-end areas that brands can partner with to overcome challenges and scale their D2C operations.
The document provides information on the Indian automobile sector and Maruti Suzuki Alto K10. It discusses that the automobile sector accounts for 7.1% of India's GDP and is expected to contribute 12% over the next decade. It then analyzes Maruti Suzuki's market share, financial performance, product portfolio including Alto K10, and provides a SWOT and product life cycle analysis of Alto K10.
El documento habla sobre el control interno en las empresas. Explica que el control interno incluye planes y métodos para salvaguardar los activos de la empresa y asegurar la confiabilidad de la información contable. También clasifica los controles internos en generales y específicos, y describe algunos controles generales como la estructura organizacional, el personal y la protección de activos. Finalmente, explica que los controles específicos se relacionan directamente con la información contable de la empresa.
Este documento ofrece servicios de posicionamiento web y diseño de páginas web para aumentar el tráfico y las ventas de un negocio. Promete posicionar sitios web en las primeras páginas de Google de forma natural y garantizada, así como transformar las visitas en ventas a través de un diseño optimizado. Incluye detalles de planes mensuales garantizados y números de contacto para obtener más información.
O documento discute as principais alterações ortográficas introduzidas pelo Novo Acordo Ortográfico da Língua Portuguesa, assinado por países lusófonos. Algumas palavras terão a mesma grafia nesses países. Haverá um período de transição para incorporação das novas regras. O texto também explica regras sobre uso de maiúsculas, acentuação gráfica e sequências consonantais.
Este documento presenta dos presentaciones creadas en Microsoft PowerPoint 2010. La primera presentación investiga y desarrolla sitios web de alojamiento para publicar páginas web e incluye instrucciones paso a paso para cargar archivos flash y videos de YouTube. La segunda presentación no proporciona detalles sobre su contenido. El documento también discute los programas de Office 2010 y su utilidad en la vida cotidiana y las comunicaciones, así como las ventajas y desventajas del uso de Internet.
Unidad 1 concepto e importancia de los proyectos de inversión.Angel Garcia Cruz
Este documento describe los conceptos básicos de los proyectos de inversión. Explica que un proyecto de inversión es una propuesta para resolver una necesidad utilizando recursos disponibles. Los proyectos tienen como objetivo mejorar las condiciones de vida a corto, mediano o largo plazo. También cubre los diferentes tipos de estudios e informes que componen un proyecto como el estudio de mercado, técnico, económico y de evaluación. Finalmente, resume las etapas clave en el desarrollo de un proyecto que
This very short document does not contain any discernible words, sentences or meaningful information to summarize. It appears to be random characters without any substance.
O design está na essência da Iwwa. Confira o impacto que um belo design faz na imagem dos clientes. Nesse Redesign #2, veja uma compilação dos sites da B3 Boat, Engenho Novo, Xarmonix e Shopping Bela Vista.
Programa disciplina quimica_qacb _2007_Kiribi Viana
1) O documento apresenta o programa da disciplina de Química/Química Aplicada às Ciências Biológicas para o ano lectivo de 2007/2008.
2) O programa inclui os objetivos, conteúdos, bibliografia e métodos de avaliação da disciplina.
3) Os conteúdos abrangem tópicos como estrutura atômica, ligações químicas, propriedades de compostos, transformações da matéria e cinética e termodinâmica.
This document provides an overview of the commercial vehicle market in Saudi Arabia in 2010. It summarizes sales data and market share for various vehicle brands and models. It also reviews the performance of Alissa Universal Motors, the authorized Isuzu dealer, including their sales targets, marketing activities, and business plans for 2011. Key highlights include Isuzu maintaining the leading market share in pickup trucks, and Alissa Universal Motors achieving over 100% of their October 2010 sales target. Their marketing activities for 2010 are summarized, as well as their outlined strategies for sales and marketing in 2011 with a focus on increasing market share and sales.
Marketing Program Design- Toyota KirloskarSachin Mandot
This project is our term project presentation for Marketing Program Design Course. We have developed Marketing plan and New Product launch for Toyota Kirloslar in the MPV segment.
We are students of IMT Ghaziabad PGDM 2016-18.
For any inquiry drop me an email at mandotsachin@gmail.com
El documento habla sobre el control interno en las empresas. Explica que el control interno incluye planes y métodos para salvaguardar los activos de la empresa y asegurar la confiabilidad de la información contable. También clasifica los controles internos en generales y específicos, y describe algunos controles generales como la estructura organizacional, el personal y la protección de activos. Finalmente, explica que los controles específicos se relacionan directamente con la información contable de la empresa.
Este documento ofrece servicios de posicionamiento web y diseño de páginas web para aumentar el tráfico y las ventas de un negocio. Promete posicionar sitios web en las primeras páginas de Google de forma natural y garantizada, así como transformar las visitas en ventas a través de un diseño optimizado. Incluye detalles de planes mensuales garantizados y números de contacto para obtener más información.
O documento discute as principais alterações ortográficas introduzidas pelo Novo Acordo Ortográfico da Língua Portuguesa, assinado por países lusófonos. Algumas palavras terão a mesma grafia nesses países. Haverá um período de transição para incorporação das novas regras. O texto também explica regras sobre uso de maiúsculas, acentuação gráfica e sequências consonantais.
Este documento presenta dos presentaciones creadas en Microsoft PowerPoint 2010. La primera presentación investiga y desarrolla sitios web de alojamiento para publicar páginas web e incluye instrucciones paso a paso para cargar archivos flash y videos de YouTube. La segunda presentación no proporciona detalles sobre su contenido. El documento también discute los programas de Office 2010 y su utilidad en la vida cotidiana y las comunicaciones, así como las ventajas y desventajas del uso de Internet.
Unidad 1 concepto e importancia de los proyectos de inversión.Angel Garcia Cruz
Este documento describe los conceptos básicos de los proyectos de inversión. Explica que un proyecto de inversión es una propuesta para resolver una necesidad utilizando recursos disponibles. Los proyectos tienen como objetivo mejorar las condiciones de vida a corto, mediano o largo plazo. También cubre los diferentes tipos de estudios e informes que componen un proyecto como el estudio de mercado, técnico, económico y de evaluación. Finalmente, resume las etapas clave en el desarrollo de un proyecto que
This very short document does not contain any discernible words, sentences or meaningful information to summarize. It appears to be random characters without any substance.
O design está na essência da Iwwa. Confira o impacto que um belo design faz na imagem dos clientes. Nesse Redesign #2, veja uma compilação dos sites da B3 Boat, Engenho Novo, Xarmonix e Shopping Bela Vista.
Programa disciplina quimica_qacb _2007_Kiribi Viana
1) O documento apresenta o programa da disciplina de Química/Química Aplicada às Ciências Biológicas para o ano lectivo de 2007/2008.
2) O programa inclui os objetivos, conteúdos, bibliografia e métodos de avaliação da disciplina.
3) Os conteúdos abrangem tópicos como estrutura atômica, ligações químicas, propriedades de compostos, transformações da matéria e cinética e termodinâmica.
This document provides an overview of the commercial vehicle market in Saudi Arabia in 2010. It summarizes sales data and market share for various vehicle brands and models. It also reviews the performance of Alissa Universal Motors, the authorized Isuzu dealer, including their sales targets, marketing activities, and business plans for 2011. Key highlights include Isuzu maintaining the leading market share in pickup trucks, and Alissa Universal Motors achieving over 100% of their October 2010 sales target. Their marketing activities for 2010 are summarized, as well as their outlined strategies for sales and marketing in 2011 with a focus on increasing market share and sales.
Marketing Program Design- Toyota KirloskarSachin Mandot
This project is our term project presentation for Marketing Program Design Course. We have developed Marketing plan and New Product launch for Toyota Kirloslar in the MPV segment.
We are students of IMT Ghaziabad PGDM 2016-18.
For any inquiry drop me an email at mandotsachin@gmail.com
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
Renault feasibility study summary detailedhaithamo
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
The document provides information about Tata Motors, a major Indian automotive manufacturing company. It discusses the company's product portfolio including passenger cars, trucks, buses and military vehicles. Tata Motors has manufacturing plants in India as well as other countries like the UK, South Africa and Thailand. The summary also includes details about Tata Motors' management and board of directors.
The document provides a summary of the Saudi Arabia auto industry, including a SWOT analysis and discussion of challenges and opportunities. It then analyzes the Saudi auto market and Isuzu's performance, with a focus on commercial vehicles. Key points include Isuzu's market share levels across different vehicle classes in 2010, dealer performance summaries, and proposed 2011 strategies to increase sales and profits through improved marketing, sales, and after-sales efforts.
Alissa proposal for renault in saudi arabia2haithamo
This document is a proposal from Alissa Group to Renault for distributing Renault vehicles in Saudi Arabia. It provides an introduction to Alissa Group and its history of automotive distribution in KSA. It then analyzes the KSA passenger car market and Renault's past performance. The proposal outlines Alissa's strategic objectives, keys to success, and marketing, sales, and organizational strategies for distributing Renault vehicles across KSA through Alissa's existing dealership network. Sales forecasts predict steadily increasing sales volumes over 3 years by leveraging Alissa's financing, used car, and aftersales capabilities.
Auto Book 2015 is a comprehensive overview about the Auto industry organised by country:
Introduction
Statistics
Automotive OEMs
Local Automotive Cluster
Tier Japan, USA, Europe and Asia
Automotive Organizations
Industrial Estates
Events and Media and much more
Available for iPad and PDF for PC/Windows/Apple Macintosh
This report is about automobile sector, maruti suzuki company and alto k1o product where everything has mentioned regarding to finance marketing and Human resources of comoany
The document provides an overview and proposal for introducing the Isuzu SUV in the Saudi Arabian market. It begins with background on Alissa Group, the automotive group proposing the partnership. It then analyzes the strong and growing Saudi SUV market, dominated by Japanese brands. Forecasts show potential for Isuzu SUV sales to gain a 28% market share within 5 years. Competitor analyses and specifications are provided for the Pathfinder and other top SUV models. The proposal recommends a strategy to introduce and promote the Isuzu SUV through Alissa Group's existing sales, financing, rental, and service channels.
Renault feasibility study summary for presentationhaithamo
This document provides a feasibility study for acquiring a Renault franchise dealership in Saudi Arabia. It outlines the aims to maximize profitability and business diversification. Key success factors include Renault's product range and marketing support, as well as Alissa's sales network and experience. Financial forecasts project increasing net profits and returns. Challenges around brand image, service quality, parts availability and resale values could be addressed through marketing and partnership with Renault. The proposal is to obtain approval and finalize an exclusive dealer agreement with Renault.
On the road since 1884! What today is one of the leading motor vehicle manufacturers in the world,
Piaggio is the market leader in Europe and has since expanded its services to over 50 countries with a proficient presence in the Asian markets.
ROBERTO COLNINNO is chairman and chief executive officer of piaggio and S.p.A
On the road since 1884! What today is one of the leading motor vehicle manufacturers in the world,
Piaggio is the market leader in Europe and has since expanded its services to over 50 countries with a proficient presence in the Asian markets.
ROBERTO COLNINNO is chairman and chief executive officer of piaggio and S.p.A
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality, marketing support, and Alissa's strengths. The financial summary projects profit, return on capital employed, and balance sheets. Challenges around brand image, service, parts availability and resale value are addressed. The next steps are to obtain board approval and finalize the dealer agreement with Renault.
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality standards, and marketing support. It also discusses Alissa's strengths including its sales network, customer base, management, and after sales facilities. The financial summary projects profit, return on capital/equity, and cash flows indicating the dealership would be profitable. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the aim to maximize profitability through business diversification and capturing the opportunity of exclusive Renault dealership. Success factors include Renault's product adaptations, quality aftersales service, and marketing support. Sales forecasts project steadily increasing volumes and market share through 2013. Financial projections show increasing profits and strong returns. Challenges around brand image, service quality, parts availability, and resale values are identified along with proposed solutions. The next steps are to obtain board approval and finalize agreements with Renault.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the key success factors for Renault including their product offerings, after sales service support, and marketing strategy. A sales forecast projects steady market share growth for Renault from 0.46% in 2009 to 3.04% in 2013. Financial projections show increasing net profits and strong return on capital employed. Challenges around brand image, service quality, parts availability, and resale value are identified along with proposed solutions. The study recommends obtaining board approval and finalizing an agreement with Renault to capture the franchise opportunity.
This document provides a feasibility study and business proposal for Renault dealership in Saudi Arabia. It outlines the opportunity for acquiring the exclusive Renault franchise to diversify business and capture market share. The summary identifies key success factors such as Renault's product adaptations, aftersales support, and planned marketing strategy. It also presents sales forecasts projecting 3% market share by 2013 and positive financial projections with increasing profit and returns. Challenges around brand perception are addressed with solutions such as re-launch activities and emphasizing Renault's history and technical capabilities. The proposal recommends pursuing the franchise agreement to allow Alissa to deliver Renault's objectives and grow profitably.
iCar Asia Limited owns and operates automotive portals in Malaysia, Thailand and Indonesia that have established leadership positions in each country's automotive market. The document outlines iCar's vision to become ASEAN's largest and most trusted automotive digital marketplace. It then provides market sizing estimates for new and used car advertising spending and transactions in the three countries from 2014 to 2020, with assumptions about iCar's potential future market share. Performance metrics for iCar's Malaysia site Carlist.my show growing audience, listings, leads, dealer engagement and paying dealer accounts.
Alissa Universal Motors is a commercial vehicle supplier with a vision to be recognized as a leading supplier backed by outstanding after-sales services. Their mission is to be the preferred provider of high quality cargo transportation solutions where employees, customers, suppliers and shareholders are partners in their success. Their culture emphasizes integrity, transparency, responsibility, discipline, respect and being customer-oriented through teamwork, excellence and accuracy.
Alissa Universal Motors Co. Ltd (AUM) is a new automotive company established in January 2009 that holds the franchise for Isuzu vehicles within the Alissa Group. AUM was created to have a stronger focus on the Isuzu business and to improve growth, decision-making, and efficiency. It is majority owned by the Alissa Group and has facilities across Saudi Arabia for sales, service, parts, and vehicle storage. AUM works closely with sister companies for financing, rentals, and aftersales support. The next steps are to finalize the dealer agreement with Isuzu Motors to officially register AUM and participate in government tenders.
This document summarizes AUM Marketing Activities for an Isuzu Dealers Conference. It outlines AUM's vision, mission, values around integrity, teamwork, discipline, customer focus and excellence. It describes AUM facilities including showrooms and workshops. It then summarizes past and planned marketing activities for 2010, including CRM activation, retail campaigns, an AUM support center training program, and a special financing campaign with Arab National Bank.
Alissa Universal Motors is a commercial vehicle supplier with a vision to be recognized as a leading supplier backed by outstanding after-sales services. Their mission is to be the preferred provider of high quality cargo transportation solutions where employees, customers, suppliers and shareholders are partners in their success. Their culture emphasizes integrity, transparency, responsibility, discipline, respect and being customer-oriented through teamwork, excellence and accuracy.
This document contains information about SUV vehicle prices, horsepower specifications, and volumes for various models from Toyota, Nissan, Mitsubishi and other manufacturers. It includes two bubble charts showing SUV pricing compared to horsepower and volume for both 4x2 and 4x4 drive models. Accompanying tables provide the base prices, engine sizes and horsepower for SUVs like the Fortuner, RAV4, Pathfinder and Pajero Sport across different grade levels. A specification definition key is also included showing the standard and optional features associated with each grade.
Alissa Universal Motors is a commercial vehicle supplier with a vision to be recognized as a leading supplier backed by outstanding after-sales services. Their mission is to be the preferred provider of high quality cargo transportation solutions where employees, customers, suppliers and shareholders are partners in their success. Their culture emphasizes integrity, transparency, responsibility, discipline, respect and being customer-oriented through teamwork, excellence and accuracy.
Alissa Universal Motors Co. Ltd (AUM) is a new automotive company established in January 2009 that holds the franchise for Isuzu vehicles within the Alissa Group. AUM was created to have a stronger focus on the Isuzu business and to improve growth, decision-making, and efficiency. It is majority owned by the Alissa Group and has facilities across Saudi Arabia for sales, service, parts, and vehicle storage. AUM works closely with sister companies for financing, rentals, and aftersales support. The next steps are to finalize the dealer agreement with Isuzu Motors to officially register AUM and participate in government tenders.
Aum marketing plan overview 2010 in thailandhaithamo
The document outlines Alissa Universal Motors' (AUM) marketing plan for 2010. The objectives are to establish AUM as the leader in commercial vehicles and services, achieve 54% market share in the central region, and activate the CRM system. The plan details 2010 targets, organization structure, customer database development, quarterly marketing activities and events, fleet customer activities, press activities, gifts, promotional materials, website development, and training. The key events include a family offers campaign, 25 years celebration, and test drive events.
The document provides an overview of the Abdullatif Alissa Group, a Saudi automotive and investment conglomerate. It discusses the group's history beginning in 1940, its operating companies including automotive dealerships and financing, and its investment portfolio spanning various industries. The group has a presence across Saudi Arabia and has established strategic alliances. It believes its partnerships position it for above-market growth as the Saudi automotive market continues its strong potential for expansion.
- Sales year-to-date in June 2010 were up significantly compared to the same period in 2009 across most vehicle brands, with the largest increases seen in KIA (+87%) and GM (+61%).
- BBC-Jeddah and Al Yemni (Central) were the top-selling Isuzu dealers in Saudi Arabia in July and year-to-date based on market share percentages provided.
- The D-Max and N-Series models led Isuzu vehicle sales in July, with BBC-Jeddah the top-selling dealer for both lines.
The document summarizes Isuzu's third quarter 2010 business review meeting. It shows that year-to-date sales through June 2010 increased significantly over the same period in 2009 for most car models. It also provides details on sales contributions and market shares of different Isuzu dealers in Saudi Arabia for June and July. The document outlines upcoming launches of the new D-Max family vehicles and recaps achievements in Saudi Build sales competitions.
Alissa Group is presenting to Hyundai about potential business opportunities in Saudi Arabia. Alissa has over 60 years of automotive experience in Saudi Arabia working with brands like GM, Isuzu, and Yellow Hat. They are now the 3rd largest GM dealer in the Middle East. Alissa is proposing to partner with Hyundai to expand their commercial vehicle sales given the strong growth forecast for the automotive market and commercial vehicles in Saudi Arabia. Alissa believes a strategic alliance would deliver mutual benefits by leveraging their experience and Hyundai's brand in the promising Saudi automotive sector.
Alissa Group is a Saudi automotive company with over 60 years of experience. It holds franchises for GM, Isuzu, and other brands. The meeting agenda explores business opportunities between Alissa and Geely Motors in the GCC automotive sector. Alissa has a large portfolio of automotive assets and dealerships across Saudi Arabia, with a workforce of 3,000 and over $1 billion in assets. It seeks to expand its partnerships with international brands to capitalize on the strong growth prospects in the Saudi automotive market.
Alissa presented to Hyundai on future business opportunities in Saudi Arabia's automotive sector. Alissa has over 60 years of experience partnering with international brands in Saudi Arabia. It currently holds franchises for GM, Isuzu, and Yellow Hat, and owns various automotive companies including a multi-brand retailer, financing company, and rental and leasing company. Alissa sees the Saudi automotive market growing strongly in the coming years and believes a strategic alliance with Hyundai could deliver mutual benefits by capitalizing on this market growth.
The document provides an analysis of Renault's franchise opportunity in Saudi Arabia. It includes a market analysis noting growing small car trends, an overview of Renault's history and current product range, and a proposed future product range for the GCC market. It also outlines Renault's global strategy and support for the GCC region, and results from a task force analyzing the potential for a Renault franchise in Saudi Arabia. In conclusion, the document appears to analyze the viability of a Renault franchise in the Saudi Arabian market.
This document provides an overview of Renault's marketing plan for Saudi Arabia from 2009-2011. The objectives are to improve brand image, develop after-sales service, increase parts business, leverage resale value, achieve sales targets, and successfully launch new product lines. The short-term plan focuses on re-launching Renault in the Saudi market through promotional campaigns and fleet sales. Long-term goals include establishing Renault as a French brand adapted for Saudi consumers and integrated within local communities. Forecasts provide projected retail and fleet sales for new models over the three year period. The marketing plan also outlines investments, product launches, and activities to support the brand.
Alissa Group is a Saudi automotive company with over 60 years of experience. It holds franchises for GM, Isuzu, and other brands. The meeting agenda explores business opportunities between Alissa Group and Geely Motors in the GCC automotive sector. Alissa Group has a large portfolio of automotive assets and dealerships across Saudi Arabia, with a workforce of 3,000 and over $1 billion in assets. It sees the Saudi automotive market as promising for growth and believes a strategic alliance with Geely could deliver mutual benefits.
(1) The document provides fleet information for several companies in Saudi Arabia as of 2010/12/25, including their vehicle brands, numbers, and contact details from meetings with AUM representatives.
(2) It summarizes the fleet and service operations of various companies like Coca Cola Bottling Company of Saudi Arabia, Shibh Al Jazira Company, Ahmed Soliman Al Fahhad & Sons Ltd.co., and Al Manhal Water. Fleet sizes, brands, and issues like parts availability and mechanic training needs are covered.
(3) The document also profiles car rental companies Best Rent a Car and Shary Rent–A-Car, providing details on their fleets,
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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7. SWOT Analysis
Opportunities
– Kingdom high population growth rate.
– The current high oil prices has boosted growth in the non-
oil sector.
– Saudi Arabia is the largest importer of vehicles and
automotive parts in the Middle East.
– Market recovery
– Huge KSA development budget.
– Incremental government expenditure.
8. SWOT Analysis
• Opportunities
– Establishing New HQ.
– Product Development.
– Alissa companies synergy.
– New assembly line for ISUZU trucks in KSA.
– Acquiring new franchises.
9. SWOT Analysis
• Threats
– Supply cut-off (Japan earthquake and Tsunami
consequences)
– Continuous increase of vehicles cost.
– Chinese and Korean invasion “price war”
– Competitors’ MS growth “Toyota”
– Hesitation of banks in financing businesses.
– Middle East Political situation.
14. Automotive business outlook in
KSA
Commercial Vehicle
sales 181,456
Total sales
857,242
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
2008 2009 2010e 2011f 2012f 2013f 2014f 2015f
AxisTitle
15. After-Sales Business
The sever competition between rival carmakers and dealers,
reinforced the attention paid to after sales services, which had
not always kept pace with the increasingly sophisticated
market. After-sales is seen as a key area in which dealers can
boost their value-added offerings.
Automotive business outlook in
KSA
46. 2011 Marketing Strategy
Modifications
• Focus on AUM branding.
• Control expenses.
• Customer retention.
• Maintain customer loyalty.
• More focus on after sales department.
• Maximize ROI.
• Integrate all marketing communication tools.
47. Marketing Activities
• 0% interest leasing campaign with AlYusr
• Campaign objectives
– Offer maximum support to sales department and generating new hot
leads.
– Focus more on after sales department through generating hot leads and
announcing for long term relationship.
– Target virgin segment of small companies with more customized leasing
program.
– Synergize different marketing approaches to maximize ROI.
– Link AUM with Isuzu as an authorized dealer.
– Keep AUM on top of prospects mind for future business.
– Build AUM goodwill
– Use innovation and modern approaches to maximize marketing
efficiency.
48. • 0% interest leasing campaign with AlYusr
• Integrating direct marketing with other used
marketing communication tools which are exhibition
in malls and advertising in newspaper and others in
addition to utilizing for the first time online - offline
integration in our activities. PR parallel campaign in
Newspaper.
2011 Marketing Activities
49. 2011 Marketing Activities
• 0% interest leasing campaign with AlYusr (Advertising)
– Targeting fleet and retail customers
– 9 Insertions in Riyadh, Aljazeera and Al Iqtsadeia newspapers.
– In cooperation with AlYusr Company.
– 0% Interest. -50 % cash. - 50% installments over 2 years.
51. • 0% interest leasing campaign with AlYusr
(Direct Marketing)
– High level of promoters visited 1500 medium and
small companies. Promoters distributed our branded
bags containing D-Max catalogue, simple gift and
flyer with different message according to customer
targeted segments;
– Targeting SMEs .
2011 Marketing Activities
58. Trucks Sales & Service Campaign for
fleet and retail customers:
– Free oil and filter from Alissa for 50,000
Km from our workshop.
– Targeting Fleet and Retail.
– For all N-Series Models.
– 6 insertions in Riyadh, Al- Jazeera and Al-
Iqtsadeia newspapers.
Marketing Activities
59. 2011 Marketing
Activities
• Trucks advertising campaign
• N-Series
• 6 insertions in Al-Riyadh
Newspaper, Aljazeera
Newspaper and Al-
Iqutisadyah newspaper.
• 50,000 Km free oil and
filter
60. Marketing Activities
• Leasing & Service campaign for retail customers
– Free Oil from Alissa for 100,000 KM
– In Cooperation with Arabic National Bank with the following terms:
– 2.99% interest rate. - No down-payment. - No
Admin fees.
– Targeting retail sector.
– For all D-Max models during March.
– 4 Insertions in Riyadh and Aljazeera newspapers.
65. Marketing Activities
D-max Cafe-MUPI campaign for retail
customers:
• For all D-Max models February March
• 84 MUPIs in 19 cafe in Riyadh city
• In Cooperation with Arab National Bank with the
following terms:
– 2.99% interest rate. -No down-payment.
– No Admin fees.
66. Marketing Activities
"It may not always be profitable at first for businesses to be online, but it is
certainly going to be unprofitable not to be online."
Esther Dyson
67. Digital Marketing Activities
1. AUM website renovation.
2. Establish AUM presence in social media networks.
3. Email marketing campaigns.
4. Integrating online – offline activities.
5. Developing first online marketing campaign.
68. It is not about only creating a website, we are building our web
presence through the integration of the new version of the
website and the social media networking.
AUM has started its travel from a physical showroom and has
reached to its current destination of virtual showroom,
enabling a faster, professional and wider reach in much
economical way.
Building the new version of AUM website
69. Website Statistics YTD March 2011
• No. of generated requests: 124.
• No. of visits: 1172 visit.
• No. of page views: 8846 pages
• No. of pages per visit: 7.55 page
• Bounce rate: 8.53%
• Avg. Time on site: 05:31 min.
70. New version Vs. Old Version
The benefits of jQuery are:
• Increased SEO which means more traffic through search
engines.
• More browser compatibility
• Compatible with I-Phone, I-Pad and Smart phones (website
appears exactly as on computers).
• the pages are lightweight that means easier loading.
Confidential
New Version Old Version
Used Technology J-Query Flash
Browser Compatibility Compatible with all browsers
Without installing adobe flash
Compatible with all browsers
after installing flash
Compatibility with smart
phones (Accessibility)
Compatible with I-Phone, I-
Pad and Smart phones
Not Compatible with I-Phone,
I-Pad and smart phones
Usability Maximum 3 clicks to navigate
from anywhere to anywhere
within the website
Up-to 6 clicks to navigate
from a page to another page.
Page Loading Light Heavy
Layout User friendly – colorful Not attractive
73. Facebook Fan Page enables us to Interact with our Customers and Prospects
Q1 Post Views: 12,755
Q1 Photo Views: 409
Q1 Video Views: 163
External referral from Google: 874
Marketing Activities
74. You Tube Channels
AUM Videos Watched 10,331 Times Till Now And Counting
Marketing Activities
75. Flickr is an online system that provides an
affordable way to store and manage photos, as
well as share them with the world.
Our photo stream on Flickr:
http://www.flickr.com/isuzusaudi
Marketing Activities
76. Marketing Activities
Objectives of AUM Email marketing
Campaign (monthly newsletter)
• Expand customer database.
• Increase brand awareness, and communicate
special offers and promotions.
• Overcome obstacles for easy reaching target
consumers
• Target the specific segment of consumers
with the right message.
• Direct qualified traffic to AUM website for
further action.
78. 2011 Marketing activities plan
• AUMSC:
– Training decision makers by leading
training companies (Stake holder
Management by TTM) in May.
– Service training for fleet workshops’
technicians. (continuous all over the
year)
– Mini-Symposia for fleet customers to
highlight competitive advantages of
AUM and ISUZU in May.
79. 2011 Marketing activities plan
• Participation in Janadryah Festival in April.
• Annual celebration for AUM customers in June.
• Launch new website in April.
• Online campaign in May and June.
90. 2011 marketing strategy outlines
• Maximizing ROI of Marketing Activities:
o Integrating online with offline marketing activities.
o Expanding our e-marketing activities (banner advertising - Google Adwords camp.)
o Approaching different vendors (new suppliers for promotional items)
o Monitoring gift distribution (providing valuable gifts to fleet customers via name list
request)
• Achieving Market share of 55% in central region at 2011 through:
o Isuzu at your place project.
o Corporate Social Responsibility program (Driving ethics awareness campaign)
o Increasing SOV and SON
o Diesel concept building activities.
o Focusing on CRM implementation
91. 2011 marketing strategy outlines
• Maintain and increase our customers loyalty through:
o Driving Ethics campaign.
o AUMSC training waves for different levels.
o ISUZU branding activities.
o Promotional activities.
• Increase accessibility through:
o New sales office.
o Expand Target Audience via online channels.
o Isuzu at your place project
92. 2011 Sales strategy outlines
• Increase total sales by 7%:
o Open new sales office in IC2 ( industrial city 2).
o Developing the governmental sales ( by using the Demo D-max )
o Increasing the heavy duty truck sales, and disposal of 2009 stock
• Keep minimum 8% GP through:
o Give priority to margin over volume sales.
o Improving retail sales share from total sales.
• Developing Daily and weekly Sales Reports .
o Daily monitoring using sales reports from S. force to S. supervisors, &
Weekly from S. Supervisors to S. Manager.
93. 2011 Sales strategy outlines
• Strictly monitor operating cost at budgeted level through:
o Manage inventory levels between 2.2 to 3 months sales.
o Review and approve cost allocations.
94. 2011 after sales strategy outlines
• Reduce back jobs from 2% to 1.5%.
o Train technicians to diagnose and fix the vehicle right first time
o Improve quality control process.
• Increase labor sales amount from SR- 3.39m to 4.14m by 2013.
o Initiate routine and maintenance packages with customer at the point of vehicle sale.
• Increase service and parts sales.
o Mobile workshop.
• Maximize vehicles retention from 350 V /M to 450 V/M
o Communicating warranty coverage and importance of periodic maintenance
with our customers at sales point and during first maintenance.
95. Handling Challenges
• Product development.
• People development.
• Marketing strategy modification.
• After sales development.
97. Basic Calculation for weight
GVW : 2,750 kg ---(1)
Kerb weight : 1,425 kg ---(2) (Figure on catalog)
Passenger weight : 250 kg ---(3) (3 passengers with 80kg/man)
Rear Body weight (tentative) : 200 kg ---(4) (Just tentative weight)
Fuel weight : 70 kg ---(5) (Full refueled)
Net Payload for Bottles : 805 kg = (1)–(2)–(3)–(4)–(5)
Weight of one water bottle is less than 20kg (18.9 L + plastic case), so
Maximum loading quantity will be 40 bottles.
Body 200kg
Bottles 805 kg
98. 20 bottles in one floor.
2 floors 40 bottles.
2,400 mm
1,720 mm
Apx 900mm
300 mm
500 mm
Bird View
Side View
Frame Body for Water Bottles
100. Bird View
[Option 1] [Option 2]
Option 1 can accommodate more bottles, but it will be over-loaded (2 floors 50 bottles)
Option 2 seems to be suitable, in terms of the number of bottles (2 floors 40 bottles)
(REF) Study for Water Bottle Layout
101. Al Manhal Water Factory (Mar.30th)
Hiace in Al Manhal Water Factory. All models are with DSL engine / MT, without ABS/Airbags.
They have 200 units in Riyadh (400 u’ in KSA total), but there are some stand-by vehicles.
Body is well branded for Al Manhal (or Nestle) product. They have role of running ads also.
Bottles are located on the floor, but it can carry 50 bottles in one floor. If 2 layers, it will be 100
Bottles maximum. However their payload is only around 1t, it will be much over-loaded.
They increase rear leaf spring by themselves.
Stand-by vehicles
Nestle brandingAl Manhal branding
Increased leaf spring
Half floor 25 bottles
102. [Loading Layout for Hiace (inside the van)]
2,930 mm
1,545 mm
Tire House
Tire House
Around 45 bottles
on one-floor
Al Manhal Water Factory
103. [Loading Layout for Hiace (inside the van)]
2,930 mm
1,545 mm
Tire House
Tire House
1st layer : 45 bottles
2nd layer : 40 bottles
Total : 85 bottles
1,700 kg loaded !
: 2ne layer (on top of 1st layer)
Al Manhal Water Factory
104. Al Manhal Water Factory
Consideration :
1. The fact is that Al Manhal is satisfied with Hiace is true, and Hiace itself is actually
good and well designed vehicle. However, we have a chance to penetrate.
2. Our advantages are :
(1) Stability during driving With bottle fixed cage-body.
(2) Price Depending on the cost of body.
(3) Safety D-MAX is bonnet type, while Hiace is cab-over. And D-MAX has
option of ABS/Airbag also.
(4) Special designed body It can be specialized. For example, we can provide
body type which can carry bottles and machines together with.
(5) Work efficiency Easy to load-unload body (side opened shutters)
(6) Fuel Economy Fuel tank of D-MAX is 76L, while Hiace has 70L only.
etc…
We can find more, if we compare the specs in details.
3. Our disadvantages are :
(1) Loading capacity But Hiace’s case is just over-loading. It will cause non-safe
situation. And I wonder if they really need 70-80 bottles in one-time.
Next step will be a discussion with Body Maker who can make this kind of special body.
106. People development
• English Language courses.
• Personal development (Time management and
self management training)
• Marketing meeting.
• Problem solving training.
• Leadership training.
• Communication skills.
108. Q : What is our objectives for after sales operation improvement ?
A : To make profit by after sales (Service and Parts operation)
Q : How to make profit ?
A1 : To sell more (increase revenue)
A2 : To minimize cost (decrease expense)
Generally …
A1 (1) Increase in-coming vehicles
To invite customers to workshop
(2) Increase unit-price/case
To sell more profitable services
A2 (1) Realize efficient operation
To finish service in short time
(2) Decrease unnecessary portion
To be smart operation
In case of After sales …
1st STEP for this Project
Objectives and Method
109. We started this operation from JAN.2011 with monitoring and reviewing in-coming
vehicles to Malaz and E18 workshop.
The result was (average unit / day) :
JAN FEB MAR Target
Malaz 12.5 9.6 11.1 20.0
E18 5.9 5.5 8.0 10.0
(1) E18 seems to have some improvement, however, Malaz seems to be far away
from the target.
(2) That means, currently activity to invite the customers to workshop is not yet
enough.
What kind of activities can we take ?
(3) And also we will have to specify the customers who can come to workshop.
Who will come ?
Current Status
110. Customers will be divided into the following segments.
End User ?
Own
Workshop ?
Maintenanc
e
@ AUM ?
Repair
@ AUM
Contact
Method
D-MAX
Sales Ratio
Truck
Sales Ratio
Retail YES NO YES YES
Call/SM
S
10-20% Limited
SME YES NO YES YES
Call/SM
S
20-40% 30-40%
Big Fleet YES YES NO YES Visit 20-40% 30-40%
Souq * NO NO - - - 10-20% 0-10%
Bank /
Finance Co
*
NO NO - - - 20-30% 10-30%
* Souq and Bank / Finance Co will be finally treated as Retail, SME or Big Fleet,
with specifying enc-user.
We will have to take proper method by customer segments.
Customer Segment
111. They don’t have any workshop by themselves of course.
(1) How many vehicles are sold to this segment ? (JAN – MAR)
(2) How to reach these customers ?
* Phone number available ? Should be YES
* Calling them already ? Not yet for new customers.
(3) How to invite and how to get his information by calling ?
Providing the followings,
(a) Special offer for 1st service with 150 SR.
*Normally, 1st service will cost 220 SR (Oil 70SR + Filter 75SR + Labor75SR)
(b) Special gift for coming to workshop
*Utilizing give-away items.
(4) Receptionist (Caller) will call the customers and invite them, and also
record the summary of phone-conversation.
(a) If YES for coming, book the appointment
(b) If NO for coming, what is the reason.
(c) If NO with some comments, try to convince him.
For Retail Customers
112. They don’t have any workshop by themselves also.
(1) How many vehicles are sold to this segment ? (JAN – MAR)
(2) How to reach these customers ?
* Phone number available ? Should be YES, but might not be PIC.
* Calling them already ? Not yet for new customers.
(3) How to invite and how to get his information by calling ?
Providing the followings,
(a) Special free inspections
*Without any special offer, like 150SR.
(4) Receptionist (Caller) will call the customers and invite them, and also
record the summary of phone-conversation.
(a) If YES for coming, book the appointment
(b) If NO for coming, what is the reason.
(c) If NO with some comments, try to convince him.
(d) If NO, AUM will try to visit them with Mobile Workshop with appointment.
For SME Customers
113. They HAVE their own workshop, and doing maintenance by themselves.
Usually, they will NOT bring vehicles unless warranty issue (Sometimes, even in
warranty case, they will NOT bring)
(1) How many vehicles are sold to this segment ? (JAN – MAR)
and Who are they ?
(2) How to reach these customers ?
* Phone number available ? Should be YES, but might not be PIC.
* Contacting them already ? Unfortunately NO.
(3) How to treat these customers ?
Communicating with “Face to Face” operation. Regularly, service/parts/sales
team should visit them to hear what is their requirement.
In visiting,
(a) To check the problem they are facing
(b) To check their requirement for replacement vehicles
(c) To try to sell parts from AUM
(d) To provide benefit, like training, inspection etc…
For Big Fleet Customers
114. Souq are not End-User. We will have to specify the end-user.
(1) How many vehicles are sold to this segment ? (JAN – MAR)
(2) How to specify end-user who purchased from Souq ?
Providing the followings (as same as Retail Sales Method),
(a) Special offer for 1st service with 150 SR.
*Normally, 1st service will cost 220 SR (Oil 70SR + Filter 75SR + Labor75SR)
(b) Special gift for coming to workshop
*Utilizing give-away items.
(3) Then, to Update AUM CRM information with real end-user information.
For Souq Sales
115. They are not End-User. We will have to specify the end-user.
(1) How many vehicles are sold to this segment ? (JAN – MAR)
(2) How to specify end-user who purchased from Souq ?
(a) Tracking from System with real end-user name.
(b) When specified, going to each segment method.
For Bank and Finance Co Sales
116. Also We will have to educate our customers to lead GENUINE PARTS and
GENUINE
SERVICE, in order to invite them to AUM Workshop.
(1) Education materials
(2) Convincing talk
Caller will be experienced and trained to convince customers that AUM
service has
benefit for them, like safety, quality etc…
(a) Training session will be necessary
(b) Calling / Answering manual will be necessary.
Others : Education for customers
117. Method on this presentation will be just 1st step to increase in-coming vehicle to
AUM workshop as “1st customer” mainly.
Those customers who come to AUM workshop will be retained, and invited to
come again for 2nd/3rd… services. Retaining customer will make more profit for
all operation.
Customer Retention
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Hunter Business
: Profit
Profit is small…
Due to competition
Service / PartsService / Parts
Service / PartsService / Parts
Service / PartsService / Parts
Agriculture Business
Bigger and
sustainable profit !!
Service / PartsService / Parts
Service / PartsService / Parts
Service / PartsService / Parts
Agriculture Business
Service / PartsService / Parts
Service / PartsService / Parts
Service / PartsService / Parts
Agriculture Business
Bigger and
sustainable profit !!
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Bigger than new
customer !!!
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Vehicle Sales
to Existing Customer
Bigger than new
customer !!!
Finally : For Next Step
118. Recommendations
• Resolve current problems.
– HR, IT and Facility.
– Rebuild credit facility rules and procedures.
– More support from legal department.
– Restructure facility department.
– Developing logistic department.
• New facility establishment.
– Rent reconsideration.
– Ensuring new facility delivery by end of 2011 applying
all Isuzu motors and dealer requirements.
119. Recommendations
• Supply cut off management
– Increase vehicle price.
– Reduce sales target.
– Control expenses.
– Freeze hiring.
– Searching for new franchises.
– Designing contingency plan for lack of inventory
period.