Automotive

• Retail Dealer Management Academy
  • Blended Learning Experience: learning model that combines in-person sessions with virtual classrooms and self-paced e-learning to ensure scalability and accessibility for dealers across different regions.
  • Focus on Performance Metrics: performance benchmarks for dealers, assessing their sales conversion rates, customer satisfaction scores, and inventory turnover rates, enabling a comprehensive understanding of the impact of the academy.
• Sales Performance Management in CEEMEA
  • Regional Customization: Tailored sales performance management strategies to the specific challenges and opportunities within the CEEMEA region. This includes considering regional economic conditions, cultural influences, and digital transformation trends.
  • Data-Driven Insights: advanced data analytics to measure key performance indicators (KPIs) like sales quotas, pipeline health, conversion rates, and regional market share to guide sales strategies.
• Interim Project Management concerning the restructuring of the “Sales Process Performance Management” for a German leading car manufacturer in various EU countries.
• • Project governance framework and communication plan for the restructuring process, ensuring alignment across multiple regions (EU countries). This includes regular updates, change management strategies, and stakeholder management plans.
  • Agile methodologies to manage the restructuring process, allowing flexibility and iterative improvements. Key focus should be on sprints, feedback loops, and continuous performance reviews.
  • Data Integration for seamless integration of sales process data from various regions to create a unified performance dashboard that provides insights into sales performance, bottlenecks, and improvement areas.
• Interim Management in various Projects regarding “Change Management” for manufacturer´s departments leading the market of plastic parts as well as car seats in Germany.
• • Change Management Framework for the manufacturing departments, focusing on communication, training, and employee engagement. Include risk assessments and contingency plans to ensure smooth transitions.
  • Employee Engagement and Training: employee engagement surveys and feedback loops throughout the change process to ensure employee buy-in and identify potential resistance. Provide targeted trainings on new systems and processes.
  • Employee Adoption Rates: Measure the success of change initiatives through employee adoption rates of new processes, technologies, and systems.
  • Productivity Improvements: Assess whether the change management interventions have led to measurable improvements in manufacturing productivity, such as cycle time reductions and defect rate reductions.
  • Long-Term Impact: Track employee retention and organizational stability post-change, as well as the impact on product quality and customer satisfaction.

• Product trainings and HR Assessments for leading car manufacturers and car dealers in CEEMEA.
• • Cross-Functional Learning: cross-functional learning programs that combine product knowledge with sales techniques and customer service skills, ensuring that all departments involved in the car sales process are well-equipped.
  • HR Assessment Tools: psychometric assessments, leadership potential evaluations, and competency-based interviews to assess HR needs and identify areas for improvement.
• Implementation of qualitative and quantitative analysis and further development of the own Dealer-Sales Network as well as of local markets for new and used car retail.
• • Market Segmentation strategy for the dealer-sales network based on local market dynamics, consumer behavior, and regional preferences for both new and used car retail.
  • Advanced Data Analytics: predictive analytics to forecast sales trends and optimize inventory management across the dealer network, improving demand forecasting and supply chain efficiency.
  • Dealer Performance Evaluation: performance dashboard for dealers that integrates qualitative data (customer feedback, sales techniques) with quantitative data (sales figures, conversion rates).
• Evaluation and further development of the Management Information System (MIS) at the Wholesaler (BM) as well as at the Dealer level (DMS).
• • Data Integration: MIS at the wholesaler and DMS at the dealer level are integrated seamlessly to allow for real-time data sharing, better decision-making, and improved sales forecasting.
  • User-Friendly Interfaces: Focus on making the MIS/DMS systems more user-friendly for dealers, with dashboards and interactive reporting tools that offer actionable insights into sales performance, inventory levels, and customer behaviors.
  • Performance Analytics: Use big data analytics to track the effectiveness of the MIS/DMS in improving dealer performance, operational efficiency, and profitability.