With these changing business dynamics, leading companies are forced to rethink their approach to the service business (after sales business). Service business can be roughly segmented into warranty and non-warranty services, by a proportion of about 1:20.
The future of the auto service experienceTim Jones
This is an initial view that brings together a number of different perspectives on the future of car servicing being driven by potential changes within the sector, in adjacent arenas and beyond. Having gained some feedback and opinion from around the world on which of these shifts will have greatest impact, which will happen first and what is missing from this view we have added in some potential future scenarios for how the future shifts could change customer experiences and business models for dealers and workshops. Further comments on these thoughts are welcome and will be shared in a few weeks time
As with all futureagenda projects, the outputs will be openly shared for all to use as sources of insight and stimulus for innovation, strategy challenge and wider engagement.
Grow Your Business With Residential Maintenance Agreements - Kevin NottKevin Nott
The document provides tips for residential maintenance companies to grow their business through maintenance agreements. It discusses four key principles: 1) Matching capacity to demand to ensure technicians are fully scheduled. 2) Easing customers' pain by addressing their concerns and anxieties. 3) Providing an exceptional customer experience ("WOW" factor). 4) Personalizing service for each customer. Additional details are given on developing a maintenance program, converting tune-ups into agreements, and marketing strategies.
Procurement training Training Course- Introduction to procurementSheila Elliott
Business Services Support offers its introduction to procurement training course for buyers. Buyers learn how to procure goods and services effectively to maximise value for their organisation. Value is a concept that many are unclear about. Procurement adds value through better product development, increased customer satisfaction, improved net cash flow and profitability and much more. Our course materials help you understand the nitty gritty of effective purchasing and procurement skills.
Rishabh Daga wants to open an auto repair garage called Come 2 Us (C2U) Auto Repairs in Cardiff, Wales with his friends. C2U will offer superior services like tune-ups, oil changes, and new technologies to gain customers' trust and change perceptions of auto repair shops. The business report outlines C2U's marketing strategies, products/services, target markets, and competitive advantages over other local repair shops and dealerships in Cardiff. C2U aims to provide personalized, hassle-free service and educate customers to increase their vehicles' lifespans.
This document provides an overview of Tata Motors Limited and discusses improving the conversion of external leads. It begins with background on the Indian automotive industry and Tata Motors. It then describes analyzing 100 external leads, identifying gaps in follow-up and focusing on converting Hexa, Tiago and Tigor leads. Key learnings include dealership management and handling external leads. Suggestions are provided for improving data tracking and follow-up of external leads by dealerships.
Are you interested in reducing your Re-conditioning cost, speeding up deliveries and increasing your Monthly Inventory Turns? View tho short presentation to find out how the Car CareDNA program can help your dealership.
With these changing business dynamics, leading companies are forced to rethink their approach to the service business (after sales business). Service business can be roughly segmented into warranty and non-warranty services, by a proportion of about 1:20.
The future of the auto service experienceTim Jones
This is an initial view that brings together a number of different perspectives on the future of car servicing being driven by potential changes within the sector, in adjacent arenas and beyond. Having gained some feedback and opinion from around the world on which of these shifts will have greatest impact, which will happen first and what is missing from this view we have added in some potential future scenarios for how the future shifts could change customer experiences and business models for dealers and workshops. Further comments on these thoughts are welcome and will be shared in a few weeks time
As with all futureagenda projects, the outputs will be openly shared for all to use as sources of insight and stimulus for innovation, strategy challenge and wider engagement.
Grow Your Business With Residential Maintenance Agreements - Kevin NottKevin Nott
The document provides tips for residential maintenance companies to grow their business through maintenance agreements. It discusses four key principles: 1) Matching capacity to demand to ensure technicians are fully scheduled. 2) Easing customers' pain by addressing their concerns and anxieties. 3) Providing an exceptional customer experience ("WOW" factor). 4) Personalizing service for each customer. Additional details are given on developing a maintenance program, converting tune-ups into agreements, and marketing strategies.
Procurement training Training Course- Introduction to procurementSheila Elliott
Business Services Support offers its introduction to procurement training course for buyers. Buyers learn how to procure goods and services effectively to maximise value for their organisation. Value is a concept that many are unclear about. Procurement adds value through better product development, increased customer satisfaction, improved net cash flow and profitability and much more. Our course materials help you understand the nitty gritty of effective purchasing and procurement skills.
Rishabh Daga wants to open an auto repair garage called Come 2 Us (C2U) Auto Repairs in Cardiff, Wales with his friends. C2U will offer superior services like tune-ups, oil changes, and new technologies to gain customers' trust and change perceptions of auto repair shops. The business report outlines C2U's marketing strategies, products/services, target markets, and competitive advantages over other local repair shops and dealerships in Cardiff. C2U aims to provide personalized, hassle-free service and educate customers to increase their vehicles' lifespans.
This document provides an overview of Tata Motors Limited and discusses improving the conversion of external leads. It begins with background on the Indian automotive industry and Tata Motors. It then describes analyzing 100 external leads, identifying gaps in follow-up and focusing on converting Hexa, Tiago and Tigor leads. Key learnings include dealership management and handling external leads. Suggestions are provided for improving data tracking and follow-up of external leads by dealerships.
Are you interested in reducing your Re-conditioning cost, speeding up deliveries and increasing your Monthly Inventory Turns? View tho short presentation to find out how the Car CareDNA program can help your dealership.
The document discusses regulatory expectations and challenges around complaint handling in the financial services industry. It notes that regulators have increased their focus on complaint handling and found poor standards at many banks. Key challenges for firms include fragmented complaint structures, inconsistent approaches, and disconnects between complaint analysis and resolution of issues. The document provides Ernst & Young's perspective on moving towards leading practices, including enhancing core processes, embedding continuous improvement, and managing complaints within customer relationship strategies.
This document discusses positioning services in competitive markets. It covers focus strategies like fully focused, service focused, and market focused approaches. It also discusses market segmentation, determining important service attributes, developing an effective positioning strategy through analyzing markets, competitors, and internal strengths. Positioning maps are presented as a tool to visualize competitive positioning on attributes and analyze potential responses to strategic changes.
This document discusses how industrial goods companies can boost growth through expanding their service businesses. It finds that while services currently generate 20% of revenues on average for these companies and 50% of profits, the potential is much greater as most companies currently achieve only 10-25% of the total potential revenue from services. The document advocates developing a comprehensive service strategy using a framework to identify priority customer segments and services, standardize service offerings, improve sales processes, and transform company culture and organization to focus more on services. It argues this can boost profits substantially and provide a major new source of long-term growth for these companies.
This document discusses customer relationship management (CRM) strategies in the Indian telecom industry. It provides an overview of the telecom market in India and market shares of major players like Airtel, Vodafone, Idea, Reliance, and Jio. It then focuses on Airtel's three-step CRM program involving evaluation, internal restructuring, and pilot programs. Key aspects of Airtel's CRM include using Oracle CRM technology and providing services like online customer support and loyalty programs. The document also briefly discusses Vodafone's CRM approach involving customer identification, differentiation, interaction and customization.
This chapter discusses service distribution and delivery channels. It covers options for delivering services through physical locations or electronic channels. Key topics include the role of intermediaries in distributing services, challenges of large domestic and international markets, and how technology influences service delivery. The chapter compares distributing core versus supplementary services and examines place and time decisions for optimal service access. Overall it provides an overview of physical and electronic distribution strategies for marketing services globally.
The document summarizes key topics from Chapter 6 of the textbook, including effective pricing strategies for services, the pricing tripod approach using costs, value and competition, revenue management techniques, ethical pricing concerns, and considerations for implementing pricing in practice. It provides overviews and definitions of these concepts, examples, and factors for firms to consider in setting service prices.
This chapter discusses positioning services in competitive markets. It covers focusing strategies like being market focused, service focused, or fully focused. Market segmentation and developing the right service concept for segments is also discussed. Important concepts include determining attributes that distinguish services, establishing service levels, and developing an effective positioning strategy. Positioning maps are presented as a tool to analyze competitive strategies by visually mapping competitor positions based on attributes. The examples demonstrate how positioning maps can show changes in competitive landscapes over time.
This chapter discusses the importance of managing service employees effectively. It covers the difficulties of frontline work, the cycles of failure, mediocrity and success, and strategies for human resource management including hiring, training, empowering, motivating employees. It emphasizes the role of service leadership and culture in creating a customer-focused organization and sustaining service excellence.
The document proposes opening an auto repair workshop that operates at night in Peshawar, Pakistan. It will be a partnership between four individuals. The workshop aims to provide unique overnight auto repair services, hire experienced mechanics and engineering students, and earn profits while helping people. It will target middle and high-income customers and use marketing strategies like reasonable prices, guarantees, and advertisements. The organizational plan discusses hiring staff, expanding to other cities, and creating a formal work environment. Financial projections estimate the business will be profitable within a year.
This document provides a summary of Alexander Michael Boen's experience including his contact information, objective, and work history. It summarizes his experience in sales engineering roles for companies like Grayson Thermal Systems, Allison Transmission, and Caterpillar where he provided technical support to customers, led projects, and drove revenue growth in various industries including electrical vehicles, diesel, mining, and transportation. The document provides details of his responsibilities and accomplishments in roles like Sales & Applications Engineer and Customer Integration Engineer.
1) The document discusses options for managing visual merchandising for Wipro Consumer Care, including having distributors, a manpower agency, or outsourcing to an end-to-end agency.
2) It recommends outsourcing to an end-to-end agency despite the higher costs, because the agency would take ownership and provide efficient operational support and real-time reporting.
3) Two agencies, MarginDize and VisuaLeverage, are considered based on costs, capabilities, experience and reporting. MarginDize is selected despite higher costs for some items, because it offers superior real-time reporting and data capture capabilities.
The document discusses key aspects of services marketing. It notes that the service sector makes up a large portion of economic activity and employment in most developed economies. Services range from those provided internally by organizations to their external customers. There are also four main categories of services defined by whether they process people, possessions, mental stimuli, or information. The characteristics of services, including intangibility and variability, have important implications for marketing strategy. Firms must consider customer involvement in production and the role of employees, as well as how to effectively design service delivery processes and channels.
MMRSS Automotive Industry Market Research & Services in IndiaMajestic MRSS
Majestic MMRSS Automotive Market industry based in India, We Provides consulting services for Automotive Vehicle Manufacturers, Financial organizations, Transportation companies, Automotive Suppliers, Retailers, Commercial, Off-Road & Construction Equipment.
Chapter 06 setting prices and implementing revenue managementNardin A
This chapter discusses pricing strategies for services. It covers setting prices based on costs, value to customers, and competitors. Revenue management aims to maximize revenue by adjusting prices for different customer segments. Rate fences help separate segments. The chapter also addresses ethical issues in pricing complexity and fairness. Effective implementation requires determining the price level and basis, who collects payment, and how to communicate prices.
This document outlines 10 rules for e-business. Rule 1 states that technology is now the driver of business strategy and maintaining the status quo is no longer viable. Rule 2 says that streamlining information flow is more powerful than physical products. Rule 3 explains that inability to change outdated business models often leads to failure. Rule 4 advises becoming "the cheapest, the most familiar, or the best". Rule 5 is to use technology to enhance the entire customer experience. Rule 6 notes competition is now between business webs rather than companies. Rules 7-9 emphasize the importance of flexible outsourcing alliances, integrating front-end and back-end systems, and ruthless execution. Rule 10 stresses the need for strong leadership to align
The document discusses the insurance industry landscape and challenges insurers face in accelerating their digital transformations. It notes that customers now expect more efficient and online services, and have little brand loyalty. Insurers struggle with legacy infrastructure and are facing competition from new tech entrants. The solution proposed is Seamless.Insure, a cloud-native modular insurance software that can automate processes, reduce costs and speeds up product launches. It supports the entire customer journey and claims to improve productivity, speed to market and reduce infrastructure costs for insurers. A case study example highlights improved lead conversion rates and a more efficient sales process for an insurer client.
This document provides an outline for creating a business plan, including sections on the executive summary, product/service plan, management team, industry/market analysis, marketing plan, financial plan, and growth plan. The executive summary should briefly describe the company, mission, management, market, competition, operations, and financial projections. The financial plan section includes income statements, cash flow projections, and balance sheets for year one. The growth plan discusses future expansion ideas.
This chapter discusses the importance of studying services marketing. It notes that services now account for over 60% of global GDP and are the strongest growth area for marketing. It defines services as economic activities offered by one party to another that employ time-based performances to bring about desired results, with customers obtaining value through access rather than ownership. Key factors transforming the service economy include advances in technology, globalization, changes in business trends and government policies, and social changes. The chapter categorizes services and differentiates between service products, customer service, and after-sales service. It also presents a process perspective for understanding services.
Improving the processes within your health care organization through tapping into the wisdom of staff will increase profit and productivity. Find the secrets that made the Mayo Clinic successful that the leaders in health care are using now after learning from their colleagues in manufacturing.
Achieving “services” business process excellence: Metrics-driven best practic...Genpact Ltd
With Aftermarket Services (AMS) rapidly becoming both a competitive differentiator and a growth mechanism, manufacturers would do well to shift to a service factory model, which can reduce service costs for AMS by 20% and increase service revenue by 25%.
The document discusses regulatory expectations and challenges around complaint handling in the financial services industry. It notes that regulators have increased their focus on complaint handling and found poor standards at many banks. Key challenges for firms include fragmented complaint structures, inconsistent approaches, and disconnects between complaint analysis and resolution of issues. The document provides Ernst & Young's perspective on moving towards leading practices, including enhancing core processes, embedding continuous improvement, and managing complaints within customer relationship strategies.
This document discusses positioning services in competitive markets. It covers focus strategies like fully focused, service focused, and market focused approaches. It also discusses market segmentation, determining important service attributes, developing an effective positioning strategy through analyzing markets, competitors, and internal strengths. Positioning maps are presented as a tool to visualize competitive positioning on attributes and analyze potential responses to strategic changes.
This document discusses how industrial goods companies can boost growth through expanding their service businesses. It finds that while services currently generate 20% of revenues on average for these companies and 50% of profits, the potential is much greater as most companies currently achieve only 10-25% of the total potential revenue from services. The document advocates developing a comprehensive service strategy using a framework to identify priority customer segments and services, standardize service offerings, improve sales processes, and transform company culture and organization to focus more on services. It argues this can boost profits substantially and provide a major new source of long-term growth for these companies.
This document discusses customer relationship management (CRM) strategies in the Indian telecom industry. It provides an overview of the telecom market in India and market shares of major players like Airtel, Vodafone, Idea, Reliance, and Jio. It then focuses on Airtel's three-step CRM program involving evaluation, internal restructuring, and pilot programs. Key aspects of Airtel's CRM include using Oracle CRM technology and providing services like online customer support and loyalty programs. The document also briefly discusses Vodafone's CRM approach involving customer identification, differentiation, interaction and customization.
This chapter discusses service distribution and delivery channels. It covers options for delivering services through physical locations or electronic channels. Key topics include the role of intermediaries in distributing services, challenges of large domestic and international markets, and how technology influences service delivery. The chapter compares distributing core versus supplementary services and examines place and time decisions for optimal service access. Overall it provides an overview of physical and electronic distribution strategies for marketing services globally.
The document summarizes key topics from Chapter 6 of the textbook, including effective pricing strategies for services, the pricing tripod approach using costs, value and competition, revenue management techniques, ethical pricing concerns, and considerations for implementing pricing in practice. It provides overviews and definitions of these concepts, examples, and factors for firms to consider in setting service prices.
This chapter discusses positioning services in competitive markets. It covers focusing strategies like being market focused, service focused, or fully focused. Market segmentation and developing the right service concept for segments is also discussed. Important concepts include determining attributes that distinguish services, establishing service levels, and developing an effective positioning strategy. Positioning maps are presented as a tool to analyze competitive strategies by visually mapping competitor positions based on attributes. The examples demonstrate how positioning maps can show changes in competitive landscapes over time.
This chapter discusses the importance of managing service employees effectively. It covers the difficulties of frontline work, the cycles of failure, mediocrity and success, and strategies for human resource management including hiring, training, empowering, motivating employees. It emphasizes the role of service leadership and culture in creating a customer-focused organization and sustaining service excellence.
The document proposes opening an auto repair workshop that operates at night in Peshawar, Pakistan. It will be a partnership between four individuals. The workshop aims to provide unique overnight auto repair services, hire experienced mechanics and engineering students, and earn profits while helping people. It will target middle and high-income customers and use marketing strategies like reasonable prices, guarantees, and advertisements. The organizational plan discusses hiring staff, expanding to other cities, and creating a formal work environment. Financial projections estimate the business will be profitable within a year.
This document provides a summary of Alexander Michael Boen's experience including his contact information, objective, and work history. It summarizes his experience in sales engineering roles for companies like Grayson Thermal Systems, Allison Transmission, and Caterpillar where he provided technical support to customers, led projects, and drove revenue growth in various industries including electrical vehicles, diesel, mining, and transportation. The document provides details of his responsibilities and accomplishments in roles like Sales & Applications Engineer and Customer Integration Engineer.
1) The document discusses options for managing visual merchandising for Wipro Consumer Care, including having distributors, a manpower agency, or outsourcing to an end-to-end agency.
2) It recommends outsourcing to an end-to-end agency despite the higher costs, because the agency would take ownership and provide efficient operational support and real-time reporting.
3) Two agencies, MarginDize and VisuaLeverage, are considered based on costs, capabilities, experience and reporting. MarginDize is selected despite higher costs for some items, because it offers superior real-time reporting and data capture capabilities.
The document discusses key aspects of services marketing. It notes that the service sector makes up a large portion of economic activity and employment in most developed economies. Services range from those provided internally by organizations to their external customers. There are also four main categories of services defined by whether they process people, possessions, mental stimuli, or information. The characteristics of services, including intangibility and variability, have important implications for marketing strategy. Firms must consider customer involvement in production and the role of employees, as well as how to effectively design service delivery processes and channels.
MMRSS Automotive Industry Market Research & Services in IndiaMajestic MRSS
Majestic MMRSS Automotive Market industry based in India, We Provides consulting services for Automotive Vehicle Manufacturers, Financial organizations, Transportation companies, Automotive Suppliers, Retailers, Commercial, Off-Road & Construction Equipment.
Chapter 06 setting prices and implementing revenue managementNardin A
This chapter discusses pricing strategies for services. It covers setting prices based on costs, value to customers, and competitors. Revenue management aims to maximize revenue by adjusting prices for different customer segments. Rate fences help separate segments. The chapter also addresses ethical issues in pricing complexity and fairness. Effective implementation requires determining the price level and basis, who collects payment, and how to communicate prices.
This document outlines 10 rules for e-business. Rule 1 states that technology is now the driver of business strategy and maintaining the status quo is no longer viable. Rule 2 says that streamlining information flow is more powerful than physical products. Rule 3 explains that inability to change outdated business models often leads to failure. Rule 4 advises becoming "the cheapest, the most familiar, or the best". Rule 5 is to use technology to enhance the entire customer experience. Rule 6 notes competition is now between business webs rather than companies. Rules 7-9 emphasize the importance of flexible outsourcing alliances, integrating front-end and back-end systems, and ruthless execution. Rule 10 stresses the need for strong leadership to align
The document discusses the insurance industry landscape and challenges insurers face in accelerating their digital transformations. It notes that customers now expect more efficient and online services, and have little brand loyalty. Insurers struggle with legacy infrastructure and are facing competition from new tech entrants. The solution proposed is Seamless.Insure, a cloud-native modular insurance software that can automate processes, reduce costs and speeds up product launches. It supports the entire customer journey and claims to improve productivity, speed to market and reduce infrastructure costs for insurers. A case study example highlights improved lead conversion rates and a more efficient sales process for an insurer client.
This document provides an outline for creating a business plan, including sections on the executive summary, product/service plan, management team, industry/market analysis, marketing plan, financial plan, and growth plan. The executive summary should briefly describe the company, mission, management, market, competition, operations, and financial projections. The financial plan section includes income statements, cash flow projections, and balance sheets for year one. The growth plan discusses future expansion ideas.
This chapter discusses the importance of studying services marketing. It notes that services now account for over 60% of global GDP and are the strongest growth area for marketing. It defines services as economic activities offered by one party to another that employ time-based performances to bring about desired results, with customers obtaining value through access rather than ownership. Key factors transforming the service economy include advances in technology, globalization, changes in business trends and government policies, and social changes. The chapter categorizes services and differentiates between service products, customer service, and after-sales service. It also presents a process perspective for understanding services.
Improving the processes within your health care organization through tapping into the wisdom of staff will increase profit and productivity. Find the secrets that made the Mayo Clinic successful that the leaders in health care are using now after learning from their colleagues in manufacturing.
Achieving “services” business process excellence: Metrics-driven best practic...Genpact Ltd
With Aftermarket Services (AMS) rapidly becoming both a competitive differentiator and a growth mechanism, manufacturers would do well to shift to a service factory model, which can reduce service costs for AMS by 20% and increase service revenue by 25%.
Industry Paper - THE MIDDLE EAST AFTERSALES INDUSTRYSubhash Joshi
The document discusses trends in the Middle East automotive aftermarket industry, including:
- Vehicle sales are expected to grow at a CAGR of 9.1% from 2015-2020, led by Iran and recovery in some RoME markets. However, lower oil prices may negatively impact sales in GCC countries in 2016.
- The total number of vehicles in operation will reach 44.5 million by 2020, growing at a CAGR of 5.8% in GCC countries. Age of vehicles varies significantly across markets.
- The spare parts market was worth $12.98 billion in 2015 and is forecast to reach $17.27 billion by 2020, growing at a CAGR of 5.
When Digital met Aftersales - aftersales best practice from WhoCanFixMyCar.comAlex Rose
Want to know how some dealerships and garages win so many new service customers in your area while others struggle to do so, despite extensive advertising efforts?
Here WhoCanFixMyCar.com, the UK's leading car servicing/repair lead generator for garages, lifts the lid on how their top performers have won over £100k of business through the website!
(This was originally presented at the AM-Online conference, 12 February 2015.)
Digital transformation for aftermarket sales serviceJohn Mertl
Digital transformation can help aftermarket sales and service businesses address changing customer expectations and increase competition. Leading companies are embracing new technologies like mobile, analytics and cloud to create better customer experiences, drive operational excellence, and generate new revenue streams. However, many manufacturers have been slow to change. A survey found most aerospace and defense manufacturers' digital services failed to meet customers' expectations. Successfully transforming requires a strategic roadmap and leadership commitment.
This document discusses the importance of after-sales service for companies. It notes that 77% of Indian consumers will not make a repeat purchase or continue with a company's services after a bad customer experience. Additionally, 76% of Indian consumers are willing to pay 11% more for excellent customer service. The document also outlines some key principles for after-sales service processes, including problem resolution timelines, supplier management, reporting techniques, and escalation processes. Overall, it emphasizes that quality after-sales service leads to customer satisfaction, repeat purchases, and positive word-of-mouth advertising.
The document discusses after-sales services and support provided by businesses to their customers. It covers key elements of after-sales services like installation, training, maintenance, repair, warranty and support. It also discusses strategies for effective after-sales service and the advantages it provides like customer satisfaction, retention and loyalty.
This document discusses flow process charts. It begins by explaining that a flow process chart provides a graphical presentation of all operations, inspections, delays, and storage that occur during a process, including necessary information like time required and quantity moved. It then describes the types of flow process charts for men, materials, and equipment. Several examples of flow process chart symbols are shown and explained. The document concludes by providing an example flow process chart for a typist's work and noting the key information typically shown in such charts.
Effective Spare Parts Management - 8 rulesLogio_official
The management of spare parts and other materials needed for realization of the maintenance process is one of the key
functions in physical asset management.
The document discusses Quazar, a company that provides services to improve sales and profitability for car dealerships. It describes a 7-month program Quazar implemented at a sample of dealerships from a leading automotive brand. The program included auditing and researching each dealership to develop a customized strategy and implementation plan. After one year, the dealerships saw a 53% increase in annual service net profitability and improved customer satisfaction. The document outlines Quazar's approach which involves auditing, developing customized strategies with dealership management, training staff, and reviewing results. It describes Quazar's expertise in areas like branding, marketing, technology solutions, training, and developing business strategies.
The document provides information about Jus Agency, a marketing and business support services agency. It summarizes their services which include marketing strategy, Google advertising management, and expert team building. It also outlines their process which focuses on developing bespoke marketing strategies using their JusX Strategy Framework. Case studies and testimonials from past clients demonstrate the results they have achieved in growing businesses.
dta WORLDWIDE is a performance consulting firm established in 1982 that works with organizations around the world. They use diagnostic tools and customized training programs to help clients improve leadership, emotional intelligence, sales performance, and other skills to positively impact business results. Their clients span various industries and include both private and public sector organizations. dta takes an experiential learning approach in their programs and works to ensure skills are transferred to the job. Client testimonials praise the impact of dta's programs on both personal and professional development.
Virtual assistant support for scheduling, calendar management,
research, client onboarding
Results: Increased website traffic by 300%, new patient appointments up by
25%, staff retention improved by 15%
PORTFOLIO
E-COMMERCE BRAND
PROJECTS Marketing Strategy: Brand positioning, USP development, target
audience persona creation, sales funnel optimization
PPC Management: Google & Facebook ads campaign set up and optimization
Content Marketing: Blog content calendar, video assets, social media calendar
Business Systems: Shopify store audit & improvements, abandoned cart
recovery, email automation set up
Results: Revenue increased by 45%, conversion rate up by 20%, email list grew
by 35%
PORTFOLIO
TSC Measureable results in under 100 days...GUARANTEEDLes Bailey
The document describes the sales transformation approach of The Sales Coach. They believe transformation requires a change management approach that embeds new behaviors over time through skills training, coaching, and measurement of results. Their approach involves 4 steps - 1) Focusing on the desired business outcomes and key metrics to measure success, 2) Designing an enablement program to teach needed skills and tools, 3) Coaching participants to ensure proficiency, and 4) Measuring the impact on lead and lag indicators and business results to determine success within 100 days.
This document discusses sales excellence consulting services provided by Selling Interactions. They focus on research-led sales improvement solutions and offer consulting, training, and diagnostic services. Their team of over 20 international associates can deliver programs in 14 languages. They use a Sales Excellence Diagnostic tool to assess 15 areas of a company's sales system and identify opportunities for improvement. Their goal is to implement effective, proven solutions to help companies improve sales performance in a sustainable way.
Leadership Champions combines research, strategy, and employee engagement tool sets ideally suited to Tier 1-3 specialist Contractors operating in the Global Transport Sector.
Our business winning approach helps teams quickly gain a deep understanding of the changing nature of construction, collaboration (BS11000) and sustainability (BS8903).
We often work with Institutions globally, regionally, and locally, and share insight across a range of sectors, government departments, learning and research environments, and of course Transport environments.
As renowned thought leaders in business strategy execution working, Leadership Champions continues to develop solutions that generate real business value.
If you would like to know more about our work, contact us by email - hello@leadership-champions.com
This resume is for Guruprasad Bhat, who has over 15 years of experience in operations, project management, training, and business development. He currently works as a manager of weekly circular production and sales promotion marketing operations at Target India Corporation. Previously he has held roles managing projects, training, production coordination, and client services at various companies. He has a diploma in printing/media and a bachelor's degree in business management, and is pursuing an MBA in project management.
Transforming your individuals, teams and organisations with the Insights Discovery Sales Effectiveness programmes. Help your sales people exceed their sales targets this year and onwards, revitalise sales teams and inspire individuals to a higher level of performance. We can we develop and deliver Sales Effectiveness solutions that directly meet your organisational needs and objectives. All our solutions are customised.
The document provides information about Agile Change Management Strategists, a consulting firm that helps organizations identify, communicate, and implement actions required for change management. They use a facilitative coaching style to help clients prepare for and manage change. Their services include strategic planning, change management, marketing planning, and team workshops. They have experience helping both for-profit and non-profit clients with challenges such as strategic planning, change initiatives, and process improvement.
Elaine Ball Technical Marketing (EBTM) Ltd is a
professional and devoted International Technical
Marketing Consultancy, which specialise in helping B2B
companies grow and become profitable through focused
strategic marketing, marketing planning and marketing
implementation.
With over 30 years collective experience, EBTM
expertise’s lie within the Geospatial, Laser Scanning,
Survey, Mobile Mapping, Oil & Gas, Offshore, Dynamic
Positioning (DP), Unmanned Aircraft (UAV), Mining and
Quarry sectors.
Helicon is a consultancy that offers a wide range of expertise to corporate clients, including business consultancy services, training and coaching, media solutions such as graphic design and web development, and event management. Their team of consultants works with clients to lead and sustain business improvement and excellence through advice, education, coaching and mentoring. They provide customized solutions to meet each client's specific needs.
Nova Reperta is a boutique consulting firm that specializes in Lean business transformations. They have offices in Europe and Australia and work with companies in various industries to improve customer value and productivity. Nova Reperta uses a proven customer value stream optimization framework to transform companies into customer-focused organizations with lean operations and a culture of continuous improvement. They take an outside-in view of businesses and live the customer experience to identify opportunities for improvement across four pillars: operational systems, leadership systems, knowledge systems, and culture.
1. The document discusses a company that helps other businesses improve performance and sustain benefits through methods like Lean Six Sigma.
2. They work with clients to understand their needs, develop an improvement plan, and deliver the plan to achieve objectives through tools, techniques, and behaviors that build internal capability.
3. The benefits to clients include better aligning improvement activities to business goals, developing internal improvement capability, and evolving an improvement culture.
Ricoh case study - implementing the maturity model - Marketing Automation Engagement Factory
With Engagement Factory’s support Ricoh Nederland have been able to structure the processes and achieve a close collaboration between our Marketing and Sales departments. This has improved the lead management dramatically.
IDA is an establishment that has been assisting entrepreneurs and businesses for over 40 years through consulting, training, and development services. Their vision is to help people and companies achieve their goals, while their mission is to raise the skills of young entrepreneurs to international standards to help existing businesses improve and grow. They offer a 5-step process of initial contact, meetings, proposals, research, and delivery to customize their approach for each client. Their services include consulting, recruitment, training, benefits and compensation, and marketing and merchandising support. Their goal is to help businesses reduce costs, manage risks, boost revenue, and transform into innovative leaders.
Hawthorn 6Sigma Quality Solutions provides training and consulting services related to quality improvement methodologies like Six Sigma. It helps customers transform their businesses through strategic consulting, implementing changes, and outsourcing services. It has expertise across industries to identify areas for process improvement and help businesses capture more market opportunities through a customer-centric approach.
S.S.B International Marketing & Management Consultancy is brain child of our founder
Mr. GAJADI ARVIND KUMAR, who has tremendous experience of more than 14 years of Sales, Marketing &
Business Development. Has done (M.B.A) ASMA Institute of Business Management from Bangalore Amongst
his job experience his major contribution comes from Renowned marketing company of India, He has more
than 14 years of experience as Marketing Consultant in guiding MSME & SME businesses in Mumbai &
Maharashtra, so far we have helped more than 30 clients with turnover of less than 1 cr. & maximum of 100
cr. The growth attended between 40% to 1000% within 1-5 yrs. of span.
He has attended 6 SMART CONFERENCES held by Eureka Forbes Ltd., consecutive for 6 years., Mumbai,
wherein he Has participated along with 50 delegates who has first time visited Canton Fair at Guangzhou,
China to study marketing trend of Republic of China. Visited Dubai for GLOBAL MAHARASHTRA BUSINESS
FORUM (GM BF) of DUBAI to study Opportunities in GCC countries.
This document provides an overview of SSCG Corporate Services and the solutions they provide to help businesses grow in Africa. SSCG offers business consulting, transformation, and project management solutions across industries. They work with clients to develop strategies, optimize processes, unlock new markets and consumers. SSCG aims to facilitate business and investment opportunities in developing markets through their expertise and network across Africa.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
Charging Fueling & Infrastructure (CFI) Program by Kevin MillerForth
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Real-time driver monitoring is one of the easiest ways to make fleet management efficient as well as seamless. Connected vehicle solutions such as fleet GPS trackers and associated software help businesses in several ways. Refer to the post below for more details.
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At Dash Auto Sales & Car Rentals, we take pride in providing top-notch automotive services to residents and visitors alike in Nassau, Bahamas. Whether you're looking to purchase a vehicle, rent a car for your vacation, or embark on an exciting ATV adventure, we have you covered with our wide range of options and exceptional customer service.
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EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Dahua provides a comprehensive guide on how to install their security camera systems. Learn about the different types of cameras and system components, as well as the installation process.
2. SINCE
2008
the new car market in South Africa has been
experiencing declining sales in passenger cars
and light commercial vehicles. New entrants
into the market have also eroded market share
for the established manufacturers.
3. Research into
Aftersales at the time
revealed that on average,
R1.9m of profit was ‘lost’ in
the Service Department
alone.
Quazar began looking
at ways to improve sales
and profitability
in both Used Cars
and After Sales.
4. In 2012, we identified a small sample of dealerships from
a leading automotive brand, and implemented a 7-month
programme designed to provide each dealership with
their own strategy and implementation plan, reflecting
their unique market, resources and capabilities.
5. A year into the programme, annual results showed a
remarkable 53% increase in service nett profitability.
Repeat business from happy customers meant that
CSI also improved, releasing the incentives from the
manufacturer, in this case R2m per annum.
6. Our programme revealed that a new approach was
needed - one that was prepared to question existing
paradigms and come at the opportunity from a new
perspective.
7. Our audit and research process in each dealership allows
us insight into ways to maximise the opportunity with
existing resources.
8. Our work over the past 7 years has led us to the
development of a programme which kickstarts this
process for dealers – simple for dealers to implement
and repeat.
9. Audit and Research 2 Days
• Our comprehensive review of the Service
Department starts with the job cards.
• Here we use our own analysis tool to discover the
opportunities from a financial perspective.
• We complement this analysis with key personnel
interviews and observation of process from
booking to check in, to work flow, upsell and finally
to check out.
1
STEP 1
10. Feedback and Strategy Development - 1 Day
• We spend the day with the senior management team,
- DP, Service Manager and Parts Manager.
• Share our findings and guide them to the
creation of a strategy and implementation
plan that works for them.
STEP 2
1
2
11. 3
Training for Whole Team - 1 Day
• Using brief workshops we train the team on the
new strategy (why things are changing and what
is expected) and any changes in processes that
need to happen.
STEP 3
1
2
12. 3
4
STEP 4
Go Live - 1 Day
On the day that the Service Department goes
live we are there to assist the implementation
of the changes in processes at all stages from
when the customer arrives until they come
to collect.
1
2
13. 5
3
4
Review and Renew 1 Day
Review of the strategy and the
implementation and see what needs
to be renewed or changed.
STEP 5
We have to start
creating leaders out of
our existing managers and
it starts here - looking
critically at the business
and asking ‘why’ and
how can we do
it better?
1
2
14. our approach
We’re often asked: “What does Quazar do?”
The short answer: we inspire, mentor, guide and develop people, brands
and businesses towards success.
15. Your brand is the creative execution of your business strategy. Our expertise lies
in brand design and development, marketing and communications and experiential
branding.
When it comes to technology, Quazar has the skills, experience and track record to
define the technology solution best suited to your business outcomes. We keep it
simple, letting the business guide the technology.
Whether your business needs a ready-made product or a custom-built solution, we
can make it happen.
Engage your people and your business will grow.
We aim to evolve fixed perceptions of reality to enable organisations to achieve
unprecedented success. We offer training, coaching and mentoring, behavioural
change programs and custom training programs.
A solid business plan is merely the articulation of your vision in a language your
people and customers understand – a blueprint that turns ideas into actionable
realities.
Quazar works with you on defining and implementing your business, brand,
marketing and go-to-market strategies.
What we do: