ICDP's blog

I talked in my blog last week about aftersales and that despite it being a significant profit contributor for both manufacturers and repairers, it possibly does not get the attention that it deserves with new car sales taking the limelight, at least within the franchised sector.

Even though aftersales can represent half the profits for an established car manufacturer or a franchised dealer, it often remains the ‘poor relation’ in terms of the attention that it gets by comparison with the more glamorous world of new car sales.

As we come into September it marks the end of the holiday season and the return to work.  I hope that everyone reading this blog has found time to get some rest and relaxation and to recharge your batteries.

Despite the absence of any blogs for the last three weeks, I’ve not actually been away.  The days have shoby getting the ICDP Omni-Channel Cookbook finally completed after some months on the ‘to do’ list (more details here), some interesting client meetings, a classic car rally with my son and several days of hard labour under a baking sun (yes – in the UK!) getting some more jobs done round our house

I had some time off last week in order to complete various bits of work around our house.  I won't bore you here with all the challenges faced but I was reminded of discussion I had many years ago with Sir John Egan, the former Chief Executive of Jaguar Cars, who then went on to the same position at the British Airports Authority.  

We're all familiar with the concept of the connected car, mainly from the point of view of how it affects aftersales with the ability to provide over-the-air updates and to capture data from the car such as fault codes, wear levels and other information that would improve planning of aftersales needs.  

As high temperatures return to a number of parts of the world setting off forest fires that can rapidly surround whole communities, I see a parallel to the challenges that we face as an industry.  Over the last 10 days I've participated (with some restrictions due to Covid) in three events and had a number of conversations with friends and contacts from across the industry.

The image on this weeks blog shows 300 figures in a space of 100 square metres, so less than half the space defined for each brand in a new Stellantis House, less than a tenth the size of a more typical dealership.  As another benchmark, the size of a tennis court is just over 260 square metres. 

I generally try to vary the subject of my blogs each time both because it reflects the different discussions and experiences that I have in the course of every week but also to address the varying interests of readers from across the different parts of our industry.

We are often told that the customer experience in dealerships has been transformed in recent years through more diverse recruitment practises and improved training, reinforced by ongoing customer satisfaction surveys and mystery shopping.  

A combination of news items and conversations over the last few weeks have made me think about companies who chase the latest trend or fashion, and in doing so divert resources away from the core business and take unnecessary risks. 

There have been a few bits of news over the recent weeks all related to the used car business, all biased towards the UK market.  However, as the pressures that have driven the various actions are not specific to the UK, then I hope that readers elsewhere will bear with me, because I believe that the lessons are transferable.

The Tesla share price has dropped by 45% since the end of December on the back of a series of negative news stories and announcements.  In most listed companies this would be a source of huge concern, but despite the fall, the market capitalisation of the company remains over seven times greater than that of Toyota, and Elon Musk continues to demonstrate the robust attitude to the media and investors that we have become used to over the years.

There are a number of automotive industry related stories running at the moment that are all predicting some extreme outcomes when the reality is probably rather different.

After a hectic couple weeks with our Members’ Spring Meeting in Berlin and some consulting deadlines, it’s back to the blogs.  I’m sure you will have managed without my random thoughts on the issues of the day…

The growth of Chinese car brands in the European market has been in the headlines in the last week or so, so it seems an appropriate point to comment on the news stories but also launch a new initiative from ICDP, where we have extended the ‘fireside chats’ that we have had in some of our recent members’ meeting to record interviews that we can then share more widely on a range of topics

This year, ICDP reaches thirty years since the launch of the first European Research Programme, so we have been looking back in the archives in preparation for our Members’ Meeting in Berlin in two weeks where we will share some old material that includes some not-so-dated thinking. 

We are finalising some thoughts at the moment for our Spring Members’ Meeting in Berlin in a couple weeks’ time.  We have a range of interesting topics to cover including an agency update, the progress of the Chinese brands into Europe and the question of whether independent aftermarket players need scale to survive – a topic that I touched on in a more general way in a blog a few weeks ago.  However, the topic that has been taking up some of my time is what the best management model looks like for large dealer groups, or for that matter repairer chains or parts distributors?

Earlier this week, ICDP was invited by the British Vehicle Rental and Leasing Association (BVRLA) to facilitate a workshop with their members on the subject of meeting the so-called ZEV Mandate in the UK.  This is legislation specific to the UK which mandates a given percentage of sales of zero electric vehicles (ZEVs), which in practice means battery electric vehicles (BEVs) between now and 2030.

We spend a lot of time talking about customer data, personalised marketing and the potential of AI.  From our point of view looking at the motor industry, we see the opportunity to reduce cost of distribution and grow ancillary revenues by working the customer database harder, and coming up with marketing communications that feel very personal, give the client a warm feeling about the brand, and increase the probability that they will come back and spend some more money with us.