The document discusses the future of automotive distribution in an uncertain world. It notes that pressures are building on the current distribution model and structural changes are needed in scale and scope. However, the biggest challenges will be in changing people and organizations. These changes will transform the shape of future car dealerships.
Recent trends in digital advertising throughout Europe (Alain Heureux - IAB)SEMPL
What kind of internet advertising works in Europe? IAB Europe collects the data about the efficiency of digital advertising and its president is going to reveal them.
Provides a clear picture of the current internet and cable industry in the US and where Comcast stands. Also speaks about the financial aspects of Comcast and where it needs to improve.
Do we really have a latent demand for mobile broadcast?
Whatare the key regulatory issues?
Which technology options could embrace carriers to deploy Mobile TV?
What arethe applied business models?
What arethe lessons learnt from first rollout cases?
What is the outlook for different stakeholders?
This is Survey of Vodafone....... During my 1st Year B.com, in 1st Semester, My General Economic Mam Chitra Give one assignment about the company... i Took Vodafone company, and Submit the project.. This is the project of mine
Recent trends in digital advertising throughout Europe (Alain Heureux - IAB)SEMPL
What kind of internet advertising works in Europe? IAB Europe collects the data about the efficiency of digital advertising and its president is going to reveal them.
Provides a clear picture of the current internet and cable industry in the US and where Comcast stands. Also speaks about the financial aspects of Comcast and where it needs to improve.
Do we really have a latent demand for mobile broadcast?
Whatare the key regulatory issues?
Which technology options could embrace carriers to deploy Mobile TV?
What arethe applied business models?
What arethe lessons learnt from first rollout cases?
What is the outlook for different stakeholders?
This is Survey of Vodafone....... During my 1st Year B.com, in 1st Semester, My General Economic Mam Chitra Give one assignment about the company... i Took Vodafone company, and Submit the project.. This is the project of mine
[729.HK] FDG Electric Vehicles Corporate PresentationWinnie Lei
FDG Electric Vehicles is a vertically-integrated electric vehicles manufacturer based in China. FDG produces electric vehicles, the batteries and the cathode materials for batteries.
Dr Raul Katz of the Columbia Institute for Tele-Information at the Columbia Business School in the USA discusses the challenges and options open to the telecommunications and media industries in a time of financial crisis
-Creating Marketing Plan for Volkswagen\’s new product: The Blizt electric car.
- Utilizing different maketing techniques such as SWOT, market research, etc, to identify target customers and best marketing channels to reach them
-Conducting strategic plan to market the product to receive the best result.
Verizon Communications Inc, Industry External AnalysisMaximilian Mirra
My team and I conducted an industry analysis for our client, Verizon Communications Inc. Within the report we have used tools such as Porter's 5 forces, Strategic Group Maps, and used Key Performance Indicators (KPI) to asses the overall attractiveness of the industries Wireless Telecommunications and Internet Service Providers (ISP).
[729.HK] FDG Electric Vehicles Corporate PresentationWinnie Lei
FDG Electric Vehicles is a vertically-integrated electric vehicles manufacturer based in China. FDG produces electric vehicles, the batteries and the cathode materials for batteries.
Dr Raul Katz of the Columbia Institute for Tele-Information at the Columbia Business School in the USA discusses the challenges and options open to the telecommunications and media industries in a time of financial crisis
-Creating Marketing Plan for Volkswagen\’s new product: The Blizt electric car.
- Utilizing different maketing techniques such as SWOT, market research, etc, to identify target customers and best marketing channels to reach them
-Conducting strategic plan to market the product to receive the best result.
Verizon Communications Inc, Industry External AnalysisMaximilian Mirra
My team and I conducted an industry analysis for our client, Verizon Communications Inc. Within the report we have used tools such as Porter's 5 forces, Strategic Group Maps, and used Key Performance Indicators (KPI) to asses the overall attractiveness of the industries Wireless Telecommunications and Internet Service Providers (ISP).
Alpaca VC Field Study: EV & Mobility TechDaniel Fetner
With global automakers doubling down on pledges to offer EVs, current infrastructure needs to catch up nationwide. This will soon be part of our landscape for future highways, schools, airports, and every property type. Property managers will be expected to offer EV charging stations as an amenity to tenants, no different than providing free coffee or internet.
Global Medium and Heavy Duty Truck Transmission StudySilpa Paul
Better fuel economy, narrowing price difference with Manual Transmission (due to improving economies of scale) alongside exacerbating skilled driver shortage and increasing level of automated driving across developed economies are expediting the adoption of electronically controlled transmissions: Automated Manual Transmissions (AMTs) and Automatic Transmissions (ATs). This research service offers an outlook of the global medium- and heavy-duty commercial truck transmissions market for the period 2015–2025. The study also offers actionable information and forecasts of the key trends and metrics that are likely to influence the growth and development of the global medium- and heavy- duty commercial truck transmission systems market.
Big Data and Intel® Intelligent Systems Solution for Intelligent transportationOdinot Stanislas
Explications sur comment il est possible d'utiliser la puissance d'Hadoop pour analyser les vidéos des caméras présentent sur les réseaux routiers avec pour objectif d'identifier l'état du trafic, le type de véhicule en déplacement et même l'usurpation de plaques d'immatriculation.
The new role of Governments in deregulated telecom markets. Who is responsibl...Agustin Argelich Casals
Conference of Mr. Georges Mokhbat at 14th Diada de les Telecomunicacions de Catalunya
The new role of Governments in deregulated telecom markets. Who is responsible for “Digital Highways”
This report analyzes the worldwide markets for Electric Vehicles in Thousands of Units by the following product segments: Battery Powered Electric Vehicles (BPEVs), Hybrid Electric Vehicles (HEVs), and Fuel Cell Electric Vehicles (FCEVs). The report provides separate comprehensive analytics for the US, Canada, Japan, Europe, Asia-Pacific, and Rest of World. Annual estimates and forecasts are provided for each region for the period 2007 through 2015. A seven-year historic analysis is also provided for these markets. The report profiles 86 companies including many key and niche players such as AB Volvo Group, Bayerische Motoren Werke AG, Daimler AG, Fiat SpA, Ford Motor Company, General Motors Corporation, Honda Motor Co, Ltd.., Hyundai Motor Company, Isuzu Motors Ltd, Mazda Motor Corporation, Mitsubishi Motors Corporation, Nissan Motor Co., Ltd., PSA Peugeot Citro
Clipperton Finance, a leading European corporate finance boutique serving the technology and media industries, has released a Newsletter concentrating on European e-commerce. Clipperton Finance has provided transaction services to European Technology and Media companies since its inception in 2003.
Following the short-term fall-out of the financial crisis in mid-2008, we have observed a significant increase in investment activity in the European e-commerce space which shows no sign of abating. Investors are attracted to a segment with favorable macro-drivers, capital efficiency through early revenue generation and a thorough understanding of key performance metrics.
The purpose of this report is to evaluate the trends that make this market so attractive, to understand the challenges for European e-commerce companies, and to explore some future developments.
Companies featured in the newsletter include: Aramis, Avail Intelligence, MonShowRoom, Criteo, Tailor Store, Graze, Spartoo, Euroffice, Fizzback
Ey semiconductor-supplies-hitting-vehicle-salesEYIndia1
How Supply Chain challenges can be effectively managed through Digital Technology & Solutions for planning
URL:- https://assets.ey.com/content/dam/ey-sites/ey-com/en_in/news/2021/03/ey-semiconductor-supplies-hitting-vehicle-sales.pdf
Digital transformation for 2020 and beyondSarhan, Ahmed
The 2017 global telecommunications study has been conducted by EY to monitor and evaluate the evolving views of leaders across the global telecommunications industry.
This latest survey forms part of EY’s ongoing series of global telecommunications studies.
David Smith, Automotive Professional and Local Industrialist, former CEO Jaguar Land-Rover presented on "Investing in the future", the future of the automotive industry and manufacture in the UK, at Warwick Business School 08/03/2010
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Sustainability: Balancing the Environment, Equity & Economy
Steve young
1. The Future of Automotive
Distribution in an Uncertain World
Steve Young, May 11th, 2012
2. ICDP – aiming to transform distribution
A “not-for-profit” research and advisory body
Manufacturer, dealer and supplier members
Research all aspects of car distribution
Working with members to find opportunities for strategic
and major operational improvements
Today, focussed mainly on Europe, but looking to expand
into the major growth markets
2
ICDP
2009-‐2011
3. The Future of Automotive Distribution in an
Uncertain World
Pressures are building on current auto distribution model
Structural actions are required on scale and scope
But the big challenges will be in people and organisation
Together, these will change the shape of future dealers
3
ICDP
2009-‐2011
4. Production focus has shifted Eastwards,
Europe increasingly marginalised
2020
Global overcapacity remains
US recovery stronger than Europe
China production volumes hit 30
million by 2020
– Double 2010 levels
– Approaching 50% of total
global production
Exports to mature markets
inevitable for some brands
– Raising supply chain challenges
Source: CAAM
4
ICDP
2009-‐2011
5. BRIC market growth continues, but market
destabilising factors are now global
Chinese market to hit 2020
20 million units by 2020
– Double 2010 levels
– 70% of customers will still be first-
time buyers
But in China as elsewhere, the
destabilising factors
have become universal
– Currency fluctuation
– Road and urban use policies
– Taxation regimes
– Changing consumer habits
Source: McKinsey
5
ICDP
2009-‐2011
6. Product competition is fiercer than ever …
Value, mainstream, and premium 2020
products present
in most market niches
European trend to smaller (and
lighter) vehicles becomes
increasingly global
Connectivity and ‘infotainment’
are key sales features
Safety a growing consumer
preference in emerging markets
6
ICDP
2009-‐2011
7. … And there is huge powertrain diversity
by brand and region
2020
Premium brands expected to offer
the most choice
– Petrol, diesel, LPG, CNG, mild
hybrids, PHEVs, EVs, transmissions
– Internal combustion engines still
dominate, particularly small,
turbocharged petrol
PHEV/EV take-up still varies
according to level of government
support
– Although price gap to conventional
cars has narrowed
– And Li-Ion battery efficiency has
doubled
7
ICDP
2009-‐2011
8. A ‘perfect storm’ in the aftermarket?
In mature markets, the parc 2020
continues to age
– Sustaining independent repairers
Static service intervals for young
cars, fewer wearing items on EVs,
reliability trends stronger
Average annual distance travelled
still falling in mature markets 70
Total number of maintenance and service operations, millions
Franchised networks unable to 60 67 - 25%
raise prices to compensate for 50 56
53 54 - 8%
-10% 48
40
falling demand
43 42 41
40
- 19% 37
30 36
32
– Service absorption falls to 45%, 20 - 19% - 9%
- 10%
- 15%
from 85% in 1998 (UK) 10 13 12
8 7
0
Major challenge to network
coverage
2009 2020
Source: ICDP
8
ICDP
2009-‐2011
9. Growing urban populations reduce journey
distances and demand for car ownership
2020
Cities currently house 50% of the 84% of Europeans will
world’s population, and generate live in cities by 2050
80% of its CO2 emissions. 80% Source: European Commission
will live in cities by 2030
Source: University of Colorado
A doubling of development
density => 33% reduction
in vehicle miles travelled
Source: University of Colorado
By 2015, 40% of the world will live in
cities >1 million inhabitants, and 17%
in mega-cities >5 million inhabitants
Source: Accenture
9
ICDP
2009-‐2011
10. Road-use demand management now
the norm in congested areas worldwide
2020
Road pricing and congestion The pioneers included …
charging largely automated by
London
telematics
– Consumers accept to pay a
price for a predictable journey
time Stockholm
The case for remote speed
control and automated Singapore
‘convoying’ is growing
– Widespread trials underway
Purchase restrictions
more politically sensitive
– But increasingly linked
to parking availability
10
ICDP
2009-‐2011
11. Alternatives to ownership are now mainstream
Car-sharing hits 20 million users 2020
Car-sharing schemes a as the BRIC markets join in
natural choice for many
urban residents
– Each car replacing 12-20
private cars …
Commercial pioneers
driven out by
manufacturer-rental
company alliances
Public authority-backed
mass transit schemes in a
selection of global cities
Source: Frost & Sullivan
11
ICDP
2009-‐2011
12. Environmental and transport policy closely
aligned in many world regions
2020
EU committed to
– 20% greenhouse gas
emissions reduction by 2020
– 20% of renewables in energy
mix
– 95 g/km CO2 for new cars
– 50% reduction in petrol/diesel
cars in city centres by 2030 –
complete ban by 2050
– More high-speed rail
12
ICDP
2009-‐2011
13. Everything is connected to everything …
Effectively, all new car buyers are online
2020
Nearly 70% of the world’s
population are online
– Strongest growth 2010-2020:
Middle East, Africa, then Asia-
Pacific, Latin America
– 50% of global users in Asia
Pacific region
– 75% of EU population online
Near-universal mobile phone
access
And billions of other connected
devices too …
– The ‘Internet of things’
includes cars …
Source: Euromonitor
13
ICDP
2009-‐2011
14. The Future of Automotive Distribution in an
Uncertain World
Pressures are building on current auto distribution model
Structural actions are required on scale and scope
But the big challenges will be in people and organisation
Together, these will change the shape of future dealers
14
ICDP
2009-‐2011
15. Scale and scope must change at network and
dealer outlet level
Fewer dealer
More visits implies Market
centralised fewer coverage
and shared dealers requires new
functions in a low-cost
digital world formats
Fewer
More outlet
service bays
per brand, Structural differentiation
to address
more
multibrand Change different
needs
workshops
Reduced
property Greater use
investment of market
per brand More area
and per multibrand concepts
dealer sales outlets
15
ICDP
2009-‐2011
16. Sales networks must become both leaner and
more integrated
Fewer visits enables Sub-
dealer
Satellite
outlet
longer drive times and Main
fewer sales outlets...
dealer
...but increasingly
Authorised
Sales
agent
repairer
diverse customer needs
cannot be met by a
single format Traditional single • ROCE 8%
tier network • ROS 3.2%
Different ownership and
management structures
enable better results Hub & satellite,
• ROCE 12%
territory-based
despite complexity network
• ROS 4.8%
Source: ICDP 2011
16
ICDP
2009-‐2011
17. Network investments in sales and service
must reduce to remain viable
Increasing online
activity will put new and
used car pricing under
pressure
Independent repairers
will force repair and
maintenance pricing
down
But the value of auto
retailing sites will fall as
network rationalisation
reduces demand
Source: ICDP
17
ICDP
2009-‐2011
18. Online channels need to be integrated into
existing networks
Strategic choices
– Product offer the same or different?
– Pricing and margins, fees?
– Role of dealers?
– Management of customer contact?
– Product and supply system
characteristics?
Tactical and legacy
– Dealer contract impact?
– Changes to network targets and
rewards for direct sales?
– Support for current network cost of
change?
18
ICDP
2009-‐2011
19. The opportunities in used cars are also being
driven by the effects of the internet
Growth in online Broader, richer New behaviours and
channels data products
Availability Distance selling
Pricing
Customer assurance
Interest
Data decision tools
Time to sell
Transition from trading to retailing and growing scale benefits
Source: ICDP
19
ICDP
2012-‐2013
20. Parts needs to be planned at a market level –
dealers may or may not participate
Service levels Dedicated
Wholesale focus
up infrastructure
Availability Centralised
inventory
Speed
Delivery fleet
Pricing
One stop Customer support
Parts as an independent strategic business unit
Source: ICDP
20
ICDP
2012-‐2013
21. Changing behaviours and needs require
customer contacts to be handled centrally
Increased online New structure and
Changed needs
activity systems
Shared contact
Extended hours
centre
Not location Integrated
specific processes
Single customer
Integrated systems
record
Giving customers a single point of contact for all their needs
Source: ICDP
21
ICDP
2012-‐2013
22. The Future of Automotive Distribution in an
Uncertain World
Pressures are building on current auto distribution model
Structural actions are required on scale and scope
But the big challenges will be in people and organisation
Together, these will change the shape of future dealers
22
ICDP
2009-‐2011
23. We suggested there are three dealer
organisational models with a transition underway
Empowered
Employer Entrepreneurial
Increasing centralisation and Succession issues – founder no
specialisation reducing freedoms longer active
Trend from experience-driven to Increasing scale – more difficult
data-driven decisions to provide equity involvement
Focus on consistency of brand Introduction of standardised
experience processes and systems
Source: ICDP
23
ICDP
2012-‐2013
24. Personal interaction is valued more highly by
customers than physical factors
Information Selection of dealers/models
evaluation Dealer contacts Doing the deal
Relative importance
for the deal Time
Doing the deal
Adapt to
Key customer needs Customer management by sales staff
Initial contact with sales staff
Engage but Product competence of sales staff
not hassle …
Contributory Test drive
Touch it and test it
Variety of displayed vehicles
Inside appearance and vehicle display
Hygiene
Source: ICDP Outside appearance Light and roomy
24
ICDP
2009-‐2011
25. Customer experience has three elements
Product or Service Process Engagement
Did I get the product How easy are you to How did it feel?
or service I wanted? do business with? Was I valued as a
Did I get it when I Did I know what was person?
wanted it? going on? Was I treated with
Was the quality what I Did you keep me respect?
expected? informed? Do I want to go back?
But we tend to focus on only two
Source: ICDP, Andrew McMillan, Charteris plc, formerly with John Lewis Partnership
25
ICDP
2009-‐2011
26. Engagement with the customer drives the
quality of the customer experience
Influence of salesperson attentiveness Howdid your recent
on quality of customer experience experience of a car
100% dealership compare
with other recent
80% 35% 33% customer
experiences?
67%
60% 88% 94%
40%
20%
0%
Not at all Somewhat Neither Somewhat Very
inattentive attentive attentive
Worse Average Above average
Source: ICDP 2011, EU4 and Poland, n=1994
26
ICDP
2009-‐2011
27. Good dealer staff create satisfied, loyal
customers and improved business performance
Correlation with CSI
1,0
0,9 Average of 15 brands
0,8
0,7
0,6
R2 0,5
0,4
0,3
0,2
0,1
0,0
Source: ICDP analysis of Institute of Customer Service January 2011 data by brand and dealer survey data
27
ICDP
2012-‐2013
28. This requires a focus on how customers feel
rather than solely on product and process
Service orientation: Customer performance Culture and
dealership/salesperson ... measures rewards
... makes an effort to understand Satisfaction: I chose the right
my personal needs dealership
... do not pressure me in any Trust: Is an organisation that I
way have great confidence in
... show genuine interest in Word-of-Mouth: I recommend
engaging with me this dealership when asked
... let me interact with them in Commitment: I identify strongly
my preferred way with this dealership
... share useful information with Value: This dealership offers
me good value
... work together seamlessly in Repurchase: I will continue to
serving me use this dealership
... by changing
Doing 16% better here ... ... improves this by 39% ...
these!
Source: ICDPA; Gremler & Gwinner, 2000; Kingshott & Pecotich, 2007
28
ICDP
2012-‐2013
29. The Future of Automotive Distribution in an
Uncertain World
Pressures are building on current auto distribution model
Structural actions are required on scale and scope
But the big challenges will be in people and organisation
Together, these will change the shape of future dealers
29
ICDP
2009-‐2011
30. Manufacturers working with dealers,
not around them
Manufacturer Dealer
Many integrated (not interfaced)
processes, with shared data, e.g.
Online support customer records, inventory
More use of agency contracts
Internet sales as agents rather than franchise
Closeralignment of goals and
Fleet sales as agents
targets, e.g. focus on retails
Transfer
of some responsibilities
Contact Management
and costs from dealer to
manufacturer
Telematics response
Theend of the traditional
Repair & Maintenance wholesaling model?
Parts wholesaling
Source: ICDP
30
ICDP
2012-‐2013
31. A more complex world – multiple formats,
bricks and clicks, no cash cows
Disinvestfrom some traditional
sites, reinvest in others
Specialisationof sales and
aftersales activities by site – not
all sites doing all things
Transfer
of online enquiries to
physical outlets and back,
seamless fulfilment of online
orders and bookings through
physical facilities
Management of more complex
area networks will require new
management skills and processes
Each business activity financially
viable in its own right
31
ICDP
2012-‐2013
32. More retailing, less trading
Generating and motivating
demand rather than buying the
sale, i.e. refocus campaigns and
incentives
Measuring sales and profit per
unit of floorspace (investment
efficiency)
Improved systems support and
decision tools to make data-driven
decisions rather than trading on
intuition, hunches or experience
Stronger process focus,
management by the numbers
32
ICDP
2012-‐2013
33. Relationships, not transactions
Measure real customer
satisfaction
Customer lifetime value rather
than profit per unit
Retention, rather than conquest
Focus on revenue and profit
streams, loyalty and advocacy,
rather than margins and deals
Implies change of metrics and
rewards, integration of sales,
aftersales and F&I
Different staff profile –
relationship builders, not
dealmakers or ‘closers’
33
ICDP
2012-‐2013
34. People as an asset, not a consumable
Introduce appropriate HR policies
for recruitment, assessment,
reward, promotion, training, etc.
Understand and define desired
people profiles for all customer-
facing and managerial roles
Assess current staff against
desired profiles and develop
individual action plans with
appropriate support
Monitor,hire and fire for attitude
Team-players, not soloists
34
ICDP
2012-‐2013
35. Together, these changes will transform the
structure and style of future networks
Area Retail Network Manufacturer
A true network, supporting
individual customer needs
in the most cost effective
way possible
Customers
Private + Fleet
Service Providers Parts Distribution
Colours represent different brands
Repair and Maintenance Network
35
ICDP
2012-‐2013
36. But it takes two to tango!
Manufacturers
Enable disinvestment/reinvestment
in new formats and sites by dealers
Support shared infrastructure
investment, predominantly IT
Apply standards for tomorrow’s
network, not today’s
Dealers
Recognise the end of property as
the ‘pension fund’ and adapt now
Accept ‘risk’ (= commitment) of
investing in people
Hire/fire/develop staff to meet more
complex needs of a digital world
36
ICDP
2012-‐2013
37. The Future of Automotive
Distribution in an Uncertain World
Steve Young, May 11th, 2012