Consultancy case studies

ICDP has worked across a wide variety of subjects and markets on behalf of both research programme members and external clients.  These are just some examples of the sorts of projects that we regularly get involved in, and do not include the further extensive experience that our team also built up in previous organisations.

  • For manufacturers and others, we have profiled the top dealer groups in most regions globally, including Europe, North and South America, China, India, ASEAN and the Gulf States.  Profiles included, as far as data was available, scale (financials, volumes and staff), and scope (brands, markets and points).  The data was used to develop targeted relationship strategies with selected groups.

    We have also conducted a market study for a leading Private Equity firm into dealer marketing expense and channels in support of a planned acquisition.

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  • We have supported the development of a European network strategy for a volume manufacturer, which has successfully underpinned market share growth.

    We have worked with a national importer to build a comprehensive change programme incorporating network restructuring, online pilot, used car development, aftersales retention, and enhanced CRM activity.

    We also worked with a manufacturer on their European network strategy to respond the opportunities under the new BER regime, providing focused support through a series of internal workshops to help national sales companies think about how they should reorganise their networks, adjust margin and bonus structures, introduce new processes and metrics to improve customer satisfaction, and prepare for the introduction of online channels.

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  • We have taken our new car margin and bonus scheme analysis model and worked with a number of manufacturers to apply this to their networks across multiple markets.  It has generally highlighted irrational variances between markets, and margin and bonus schemes which are often a legacy of past decisions and so misaligned with current network position, supply strategy and future development direction.  The model has provided the basis for considering what changes are needed in order to achieve strategic and operational alignment.

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  • We have worked with a number of manufacturers in several areas of new car supply strategy.  This work has involved supporting a number of internal projects ranging from the detailed setting of stock levels, lead time objectives and pipeline search criteria, through to a deep involvement in the redesign of the whole sales order planning to order to delivery process.

    For another manufacturer, we assisted in the development of a vehicle supply strategy for a new model, to optimise inventory levels, saving €300 per car in supply chain costs.

    The ICDP New Vehicle supply simulation allows a whole system analysis from factory to dealer and customer, and this model has been used to evaluate a wide range of scenarios for possible future developments, including supply from distant markets and rethinking European stocking and supply strategy.

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  • We acted as arbitrator in a network-wide settlement following termination of dealer agreements at a national level, determining appropriate settlement terms and compensation payments.

    We have also acted as expert witnesses on behalf of both manufacturers and dealers in contact dispute situations around the world, often helping a settlement to be reached without the need for formal court proceedings.

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  • We have worked with manufacturers, national sales companies, and trade associations to adapt our aftersales projection model to their specific needs, and on the basis of that detailed projection to develop new aftersales strategies and network development plans which will mitigate the impact of the market decline on both the manufacturer and their network.

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  • We have helped a manufacturer to develop a new aftermarket parts distribution strategy to improve availability, and to reduce inventory and obsolescence.

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  • We have worked with a number of individual dealers and small dealer groups to implement lean processes using the methodologies laid out in our ‘Lean Dealer Handbook’.  This has resulted in significant improvements in customer satisfaction, customer loyalty, workshop hours and efficiency, and overhead absorption.  Knowledge has been transferred to embed a continuous improvement process, which has in the earliest cases now been sustained for some years.  In one dealer group case, the improvements made to workshop performance avoided the need for £2 million of capital expenditure that would otherwise have been made.

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  • In the context of changing Block Exemption Regulations, we have worked with a number of manufacturers on options for their network design, advising on the different contract format possibilities, including selective distribution, exclusive distribution, and agency, assessing the fit between current contract approaches and their desired future direction, and evaluating potential transition issues.

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  • We worked with EU agencies and with national governments on the development of the distribution-related elements of new long-term policies for the motor industry as a whole, covering manufacturers, OE suppliers, dealers, and independent aftermarket players.

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  • We worked on a major EU-funded study looking at how to build the dynamics of the business car market into future environmental policy, and acted for a national government in assessing the market for ‘grey import’ vehicles arriving in the country from outside the EU.

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