With the goal of the best possible potential exploitation, we have developed and implemented a concept for the restructuring of after-sales areas
Starting position and Approach
- Due to current challenges because of separate support of the product groups and expandable potentials, a restructuring in a service area support of an international car manufacturer was necessary
- Better exploitation of potential and homogenization of quality of care and intensity at the dealers
- Introduction of a realizable and optimal area management, with the best possible potential exploitation
Approach
- Inventory analysis of current AKVs, tools, KPIs, time quotas, and various area related options
- Network analysis of Germany-wide service companies with subsequent ABC analysis according to pareto principle
- Development of various restructuring options considering the personnel and financial feasibility
- Detailed conception of the chosen option as well as the content of the differentiated approach
- Implementation of the detailed concept by means of various change management measures
Results
- Restructuring option and appropriate detailed concept developed and approved in two submarkets
- Change management measures for new market support, are implemented holistically and continuously