The race to achieve critical mass, which is currently the favorite topic of automobile manufacturers, involves standardizing platforms and increasing the pace of industrial and commercial investments in emerging countries. However, it must not obscure the structural problems these players have to face in their traditional markets :
- Production overcapacity in factories struggling to deliver the competitiveness expected.
- Costly distribution set-ups which still rely essentially on physical networks.
- Shrinkage of margins across all activities, traditionally on new vehicles, but now also on the aftermarket.
It is a rearguard battle for an automobile industry which must face the fact that its economic model is being seriously called into question throughout its value chain. On the eve of a profound transformation in the automobile as an object and in its use, the sector's salvation rests in its capacity to ride the wave of ground-breaking technological innovations currently being developed. In this context, two major challenges lie ahead of it :
- Developing effective and economically viable motorization solutions which will gradually take over from internal combustion engines : the hybrid vehicle, rechargeable batteries, and fuel cells.
- Inventing, as of now, new uses linked to the connected vehicle, accompanied by assistance and approval services, and, in the more distant future, the autonomous vehicle.
This constraint is pushing traditional players to enlarge their ecosystem so as to open themselves up to new types of players coming from the world of technologies – IT, telecoms, and internet pure players. The automobile industry is thus weighing into the services economy, opening the way to the creation of an infinite number of applications and a diversification of economic models. As a consequence, it is accelerating the phenomenon of the radical evolution in the relationship that the consumer has with the car.
The services market thus represents a tremendous opportunity for new players. But traditional players will have to make major efforts to adapt, or risk disintermediation with their customers. Today, half of Generation Y's consumers no longer wish to own their car. Tomorrow's successful players will therefore be "overall suppliers of mobility services" who will grasp and serve, in real time, the expectation of a personalized service for the "homo automobilis" of tomorrow.
Keyrus's consulting firm, Keyrus Management, possesses dedicated expertise in this sector. Capitalizing on this expertise, Keyrus addresses all these questions and challenges using know-how centred around Data, Digital, and a thorough knowledge of the automobile industry sector and, in particular, its distribution model.
Assist with the digital transformation of automobile distribution
- Implementation of multichannel sales systems.
- Improvement in the effectiveness of sales teams.
- Development of commercial approaches and practices, both wholesale and retail.
Design systems for insight into, and interaction with, the digital customer
- Performance of marketing organizations and digital communication.
- Implementation of 360°-customer insight architectures.
- Development of Web and mobile sites.
Implement BI and performance management tools for all activities
- Monitoring of performance indicators for vehicle projects.
- Management of the customer relationship at the dealership.
- Motorization of replacement parts catalogs and ranges of after-sales services.
- Creation and implementation of Business Intelligence solutions, and integration of BALE II constraints for automobile financing activities.