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Gruppo Aster
The document outlines Aster Group's transition from a traditional dealership to a customer relationship management (CRM) focused organization. It discusses key business challenges around driving performance metrics and services. Tactics implemented include customer profiling using CRM software, defining a customer care department, and integrating CRM and phone systems. Results showed increased market share for car services compared to benchmarks. Future plans focus on maintaining competitive benefits and evaluating customer profiles and equity.
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Gruppo Aster
- 1. From Dealership to CRM Leadership Managing Customer Equity Managing Customer Equity Dr. Domenico Greco, MKTG Director Aster Group June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary
- 2. Outline « Corporate Overview « Key Business Challenges « Challenges to Drive Customer Relationship Management (CRM) Strategy « Aster Group vs. Italian Benchmark: Sales/Services Market Share « Strategic Vision « Customer Knowledge Management = Opportunity « Tactical Approach To Implementation Tactical Approach To Implementation « Aster Group Results « Future Plans June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 2
- 3. Corporate Overview « Aster Group founded In 2000 « Located In Cosenza, Italy (Southern Part of Italy) «Brands « Audi, Volkswagen (VW), Seat, Today Skoka, and Toyota CRM 2000/2006 Leadership « st 1 CRM Project (Italy) CRM Strategy • Competitive • New Technology Advantage Based « VW Dealership 1998/2000 Assets, Hardware, on Knowledge Change Software • Expertise in CRM Management • Multi Service Center and HR • IT Partners • Change Vision/ • CRM System Specialized 1983 Start Start Mission/ • Customer Care • Commercial Governance Office Partners • Traditional Dealership • Strategy • CRM Projects with Business Model • Investment Partners • Key Brands • New Brands Portfolio Enrollment June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 3
- 4. Key Business Challenges ‘Lateral Thinking’ * « Performance – Selling Services Selling Services « Driving Business Areas to Hit Key Performance Indicators (KPI) Business Areas to Hit Key Performance Indicators (KPI) Metrics to Sell Services § Services Towards the ‘Car’ and the ‘Driver’ – Individual Mobility ‘Car’ « Competitive Positioning « Gaining A Stronger Competitive Position A Stronger Competitive Position § Value Proposition Is Services Value Proposition Is Servicesbased « Corporate Growth « Adding New Collateral/Growing A Multitude of Profitable Businesses New Collateral/Growing A Multitude of Profitable Businesses « Financials « Finding A Better Economical and Financial Balance A Better Economical and Financial Balance § Less Focus On Just Selling A Car * “ ‘Lateral thinking’ is concerned not with playing with the existing pieces but with seeking to change those very pieces “ ‘Lateral thinking’ is concerned not with playing with the existing pieces but with seeking to change those very pieces…” Edward de Bono June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 4
- 5. Car Service Market (2008) Italian Benchmark « Base: 56 Service Operations Data 2008 by « In the last 12 months, there have been 8.29%, on average, service operations performed, for a single car Circulating Park 30,697,317 Average Operations, per Car 8.29% Total Operations (In 2008) 254,359,428 254,359,428 June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 5
- 6. Services Market Share (2008) Italian Benchmark Data 2008 by +1.5% +2.3% +1.0% 0.3% 0.1% 1.0% 0.5% 0.5% 0.5% 0.5% +1.1% GDO = IAM = OES = June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 6
- 7. Age of Car Market Share Italian Benchmark « Average Time of Car Substitution is Average Time of Car Substitution is 56 years « Less than 20% of Those Drivers Frequently Visit the Dealership of Those Drivers Frequently Visit the Dealership After sales services MKT Share for age of car profiles 100% 90% 80% Data 2006 by MKT Share 70% 60% 50% 48% 40% 38% 30% 26% 20% 19% 19% 17% 10% 8% 0% 1 2 3 4 5 6 7+ Old age of car Old June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 7
- 8. Business Decision Making Questions Driving the CRM Strategy « How do we retain our Customerbase in the car services retain our Customer market? « Dealers are losing Marketing (MKTG) share and customers year by year « How do we increase the Customer Lifetime Value (CLTV) increase the Customer Lifetime Value (CLTV) for both car sales and car services? car services? « How do we add new services to the core business? add new services to the core business? « How do we implement effective implement effective crossselling processes? implement effective « How do we acquire new Customers by selling services? acquire new Customers by selling services? June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 8
- 9. Strategic Vision « Customer Relationship = Services Opportunity « Focus On Customer Equity Management On Customer Equity Management « Build a Competitive Strategy Based on Three Strategic Goals a Competitive Strategy Based on Three Strategic Goals New Customer Logistic Services Oriented Customer Equity Customer Driven Management Organization and Processes Positioning Services Services based June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 9
- 10. Tactics Customer Knowledge Management « Customer Profile Attributes « Attended Cash Flow « Potential Value (High) « Loyalty « Lifetime Value (LFTV) State « Customer Profile Attributes Drive Both Attributes Drive Both Inbound and Outbound Processes, For Any Customer Processes, For Any Customer June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 10
- 11. Customer Profiling Example Potential Value and Loyalty « The Aster Group CRM provides the capability to profile customers based on potential value potential value and loyalty Loyalty Σ of Value, Per Loyalty Potential Value Priority Σ of Loyalty, Per Value June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 11
- 12. Tactical MKTG Approaches Examples In Driving the MKTG Mix « Value Proposition Differentiation « By Customer Profiling « Customer Benefits Differentiation « For Different Loyalty Value Levels « MKTG Budget and Methods Differentiation « For Different Customer Value Profiles « MKTG OtoO* Campaign Objectives Differentiation O* Campaign Objectives Differentiation « Acquire Customers « Retain Customers « Addon Value Services OtoO = One on One June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 12
- 13. Tactical MKTG Mix Example Customer Driven Value Actual Campaign Examples Used In Italy Add Add on on Value Services Services Customer Customer Acquisition Retention June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 13
- 14. Customer Profiling Example By Customer Lifetime Value (CLTV) Status Status in LTV Loyalty Potential June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Value Page 14
- 15. Tactical Approach Customer Driven Organization and Processes « Introduce the Usage of CRM Software to New Sales the Usage of CRM Software to New Sales Processes « In Any Business Area, Focus on Customer Care Needs « Define A Customer Care Corporate Department for Customer Care Corporate Department for Inbound Customer Care and and Outbound MKTG OtoO « More than 20,000 Inbound Contacts, per Year Contacts, per Year « More than 10,000 Outbound Outbound Contacts, per Year « Integrate CRM System and VoIP System Software « All Calls To Be Redirected To Increase All Calls To Be Redirected To Increase § Customer Value § Existing CRM Processes § Customer Satisfaction June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 15
- 16. Critical Success Factors « Competitive Benefits « Customer Profile Evaluations « Via Aster Group CRM Analytics Via Aster Group CRM Analytics « Assets Outcome « Results Outcome June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 16
- 17. Competitive Benefits Actual MKTG Position, Car Services Market Car services MKTG share per car profiles 100% 91% 90% 80% 70% 65% MKT 60% Share 50% 48% 40% 35% 38% 30% 26% Italian Benchmark 20% 19% 19% 17% 10% 10% 8% 0% 1 2 3 4 5 6 7+ benchmark Old age of car ASTER June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 17
- 18. Customer Profile Evaluations Customer Acquisition Analytics « Acquisition Profiles and Equity Equity Dynamics « Index of Customer Equity (ICE), Per Profile Start BPR customer driven New Logistic Start service based MKTG Knowledge Based Current and Prediction Modeling June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 18
- 19. Customer Profile Evaluations Customer Retention Analytics « Retention Profiles and Equity Equity Dynamics « Index of Customer Equity (ICE), Per Profile New Logistic Start Start service based BPR MKTG customer Knowledge driven Based Current and Prediction Modeling June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 19
- 20. Customer Profile Evaluations AddOn Selling Services Analytics On Selling Services Analytics « AddOn Selling Services Profiles and Profiles and Equity Dynamics « Index of Customer Equity (ICE), Per Profile Start Start New logistic BPR MKTG service based customer Knowledge driven Based Current and Prediction Modeling June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 20
- 21. Key Assets Outcome Corporate Growth Results 50,000 m2 5 4,5 12 4 3,5 3 8 2,5 2 90 1,5 1 3 10,000 m2 0,5 45 3 0 2000 Structures New service 2008 Brands in Employees Competences portfolio June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 21
- 22. Key Results Outcome Sales and Services Growth Results 3 80 4.50% 1,800 2 1 2.00% 30 800 2000 ROS 2008 Cars sold per year Service purchase X day June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 22
- 23. Aster Group Recommendations What Every Dealership Should Know « Understand the Dynamics of the Actual Customer Base the Dynamics of the Actual Customer Base « Understand the Effect of Brand Portfolios On the the Effect of Brand Portfolios On the Customer Base « Research/Placement of Frontline Resources Which of Frontline Resources Which Impact Customer Dynamics « Continuous Customer Evaluation Customer Evaluation « Previous Customer Experience Within Dealership « Utilize Real Organizational Process Drivers Real Organizational Process Drivers « Changes Will Impact Customer Equity, Customer Relations Changes Will Impact Customer Equity, Customer Relations and Customer Behavior June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 23
- 24. Future Plans Growth/Expansion of the CRM Strategy Growth/Expansion of the CRM Strategy « MKTG Campaign Evaluation, by ICE Evaluation, by ICE « Sales Force Evaluation, by ICE Evaluation, by ICE « Dealer Evaluation, By Customer Profile Dynamics Evaluation, By Customer Profile Dynamics and ICE June 17, 2009 © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary Page 24
- 25. Thank You! Any Questions? Dr. Domenico Greco, MKTG Director Company: Aster Group Website: http://www.gruppoaster.com/ Email: domenico.greco@gruppoaster.com domenico.greco@gruppoaster.com © 2009 Aster Group – Confidential and Proprietary Confidential and Proprietary