Category Archives: News


This months Expert Speak comes from Bastiaan van Houten, MD, CPM Benelux sharing their experience on attracting the best Sales Talent in a very tight labour market.

 

How to “WOW” the best Sales Talent?

We’re facing challenging times with an expanding economy resulting in a very tight labour market. The number of vacancies is growing in all sectors and recruiters in the Netherlands indicate that 46% of those vacancies are difficult to fill.

 

The increasing pressure in the labour market demands a different attitude from employers.  Whereas in the past candidates had to promote themselves, now, it’s us as employers that must present ourselves as attractively as possible. Candidates have many options to choose from so how can we seduce them to CPM?

 

We cannot linger in the past; we must be creative in finding new ways of recruiting and work hard on our Employer Branding. Starting with our recruitment model; we have not only doubled the number of FTEs; we have drastically changed our approach. Placing a job vacancy on a job board, leaning back and waiting is no longer enough.

 

Attract the very best sales talent

We want to be known in the market as the employer where you can embark on a great sales career. As part of our recruitment strategy we have a very clear mission within our Employer Branding strategy:

 

Creating the WOW-factor to attract the very best sales talent. We now think from the candidate’s perspective and centralise the process around them.

 

SEE: Introduce them to CPM

This already starts when people have never even heard of CPM. We use social targeting to increase our brand awareness. We have differentiated this for 4 different target groups, all with its own personality. In this way we can approach different target groups in their own tone of voice and with various visuals, thoughtfully selected for each specified group.

 

With this approach we create different contact moments in the candidate journey, so talent is already unconsciously introduced to CPM, even before they actively start looking for a new challenge.

 

THINK: Potential talent is considering a career at CPM

The next step is seducing potential employees to click on our vacancies and encourage them to apply. This means we need to follow future talent online and create various touch-points within the candidate’s journey by re-targeting. Collecting data and acting on it, is key in this process. In this stage the communication is more specified on what we have to offer: our vacancies and the brands we work for.

 

DO: Conversion to application

When potential candidates apply for a vacancy our recruitment team oversees this WOW-experience. We make sure candidates are getting the most personal and friendly application process possible. We surprise them with extra tips & tricks, calls and personalised messages to keep them involved.

During the job interview they will experience a slightly different approach than the old school interview. For example: speed dates with the client.  They are always shown around our creative office to feed the WOW-factor and inspire them. During the whole application process, we make sure we always follow-up, even if a candidate is rejected.

 

CARE: Challenge & Inspire

When a new talent becomes an employee, we invest in building exceptional long-lasting relationships. We must challenge them, create an environment where they can develop themselves and where they can grow their careers. We deliver what we have promised, being authentic and creating fun moments. When employees are genuinely satisfied with their jobs they will share their experiences with friends & family. We do everything we can to retain our employees offering on-going training, development and support and encouraging employees to apply for new opportunities within our organisation.

 

When employees eventually leave CPM, we are incredibly proud that we have helped them grow and developed new skills, so they are ready for the next step in their career.

 

Every step in the candidate and employer journey is equally important for our Employer Branding. We must follow our mission to continuously create the WOW-factor in order to attract the very best sales talent and retain them.

 

Contact us for more information on our services or joining the CPM team

 

 

 

 

Read our latest article from Mandeep Singh, MD, CPM India and his recent and touching experience at Omnicom University.

 

Omnicom University

 

I was fortunate to be at the Omnicom University last month in Boston. It was my fourth time there and like every-time it has left me with some thought provoking lessons that will go a long way in my personal and professional life.

 

I always transcript my key learnings in simple one liners and keep referring to them often. I will share some with you today but before I do that I am going to share the most important learning that I saw and observed during this visit.

 

On the inaugural day of our program we were welcomed by Janet Riccio, the Dean of Omnicom University. I don’t know her very well but have met her in my earlier visits.  I was surprised to see that she arrived in the class in a small scooter and looked very frail. I learnt was that last year she was detected with ALS and has been fighting her battle. She made fun about it while delivering her inaugural address and took her seat in the back of the class. She was there everyday, filling the class with her sunshine like energy and in-fact closed the class with an inspiring note. The class gave her a standing ovation thanked her for what she was doing for the Omnicom University.

 

One week after I returned we got the news that she passed away. It was a news which was difficult for lot of us to believe  as it was only a week ago that she was driving around at Babson on her bright yellow scooter – holding court in the courtyard and in the classroom – engaged, vibrant, funny and charismatic as ever.

 

I have always been amazed at the zeal in people to make anything possible but this is the closest example in recent times. In spite of her diagnosis last year, she kept her sense of humour, her passion for life and her endless support to the Omnicom University.

 

Her light, her kindness, her wisdom, wit and grace, will stay with us always.

 

As a tribute to her I would like to leave you all with some key takeaways of mine from the Omnicom University this year. Hope we are able to imbibe some of them and honour her memory.

 

  • Get Comfortable to be Uncomfortable
  • If you are not too early, You are too late!!
  • Surround Yourselves by People Different from You
  • Everything that happens to you is due to choice you made /make
  • Do Big Things and Small Things Together Today
  • Be consistently Great
  • Vision is 20% and Execution is 80%
  • Time is the one thing you can’t buy and we so often don’t spend it wisely
  • Busy is the New Stupid
  • Make it Harder to do the Wrong Things and Easy to do the Right Things
  • If you talk to your team all the time, you don’t make Big Mistakes, you make Small Ones
  • We want to give clients what they want, but never what they expect.  

August, 20th 2019 – Barcelona

CPM Barcelona shortlisted for 4 ECCCSA

 

CPM is delighted to announce that we have been shortlisted in four categories of the 19th  European Contact Centre and Customer Service Awards (ECCCSA); recognising industry leaders and innovators in the fields of Customer Experience and Contact Centres.

 

Under the Operational Effectiveness category; CPM has been shortlisted for Best Outsource Partnership with our partner, Agilent Technologies and Most Effective Improvement Programme in partnership with Airbnb.

 

In addition, our Airbnb Quality Management Team have been selected as finalists for Best Quality Team and CPM’s inhouse Talent and Development Team are finalists under Best Contact Centre Support Team category.

 

CPM is thrilled be to be shortlisted for 4 awards at the ECCCSA 2019; recognising our continued commitment to deliver operational excellence and innovation in CX and Sales. We are extremely proud of our strategic client partnerships and are excited to be have reached finalist stage with our clients, Agilent Technologies and Airbnb. I would like to wish all teams the very best of luck for the finalist stage,” says Fiona Whelan, Managing Director.

 

Winners will be announced on Tuesday 26th November 2019 at the ceremony taking place at Evolution venue at Battersea Park in London. Fiona Bruce, journalist and TV presenter, will be holding the evening that will host the most CX talented professionals.

 

Original finalist shortlist available here.

 

About the ECCCSA

As the longest running and largest awards programme in the customer contact industry, the European Contact Centre and Customer Service Awards (ECCCSAs) recognise organisations across Europe that are leading the way in delivering exceptional service to customers.

 

Highly regarded for its robust judging process, the ECCCSAs award organisations that value their people, continually innovate to improve the customer experience, and operate efficiently and effectively.

Being an ECCCSA winner is a prestigious accolade that has proven to raise the profile of the contact centre operation, its capabilities and its stars.

 

Now in their 19th year, the programme is seeing incredible growth with 19 countries participating in 2018 and over 1,200 people attended the awards evening representing the most senior customer experience professionals in Europe, as well as key industry influencers on customer contact.

 

About CPM International Contact Centre – Barcelona

CPM Barcelona, as part of CPM Group and a member of the Omnicom Group, is an international contact centre delivering outsourced customer experience and sales solutions on an EMEA-wide basis.  CPM specialises in the delivery of omnichannel customer engagement solutions for global clients spanning High Tech, Consumer Electronics, FMCG, Retail and Travel industries and currently covers 22+ languages across 65 markets.

 

 

 

For further information, contact:

Rachel Doyle | M: +34 638 140 620 | E: Rachel.doyle@es.cpm-int.com |W: http://www.cpm-int.com/icc/

This months Expert Speak from Pierpaolo Bertocco, Managing Director of CPM Italy

The Agile Business Model and the Support of Sales Outsourcing 

 

According to the English Oxford Dictionary, the definition of Agile is “able to think and understand quickly” or “relating to or denoting a method of project management, (…) that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans.Contrasted with waterfall (adjective)

 

Today the business community recognise the complexity needs different business models to be adopted for success in business.

 

Disruptive trends are difficult to predict, along with quickly evolving environments, new technologies and digitalisation are turning the heads of industries and agencies who frequently have to deal with the unknown.

 

Responding to this level of complexity with one to one relationships, or traditional waterfall processes might be improper at best, and may have a detrimental impact to the success of the project.

 

“Flexibility” and “agility” are the keywords, and collaboration is the way to make things happen.

 

How does this match with the outsourcing model?

 

Today the most common approach to outsourcing is the ‘waterfall’ approach: the client “through a project over the river” shares all their needs and expectations and the supplier will execute at best, giving feedback at defined moments often through traditional reporting. Which works, but the result is just a sum of energies.

 

Faced with a challenging target often equates to multiplying resources, but to have exponential results can only be achieved using an agile way of working. This relies on having  a one team approach, blending both in-house and client teams collaborating side by side to achieve their goals working in a true partnership approach.

 

Some companies are born agile, others aspire to be, whilst others are forced to become agile. Most companies are able to face market challenges very quickly by innovating products, services and, last but not least, their operational models. In these companies most of their functions, including sales, are outsourced.

 

Outsourcing can have many meanings, but the real aim should be intended as ‘one is in the shoes of the other’. Sharing this perspective makes a huge difference in achieving optimum results creating a win win for both client and sales agency.

 

This is the approach CPM Italy adopted, working in partnership with Cheil to create value for their joint client Samsung.

 

Since 2012, CPM have had up to 14 people working in the office of Cheil which is within the Samsung building to blend the culture and expertise of Cheil.  Cheil is the internal communications agency which is owned by Samsung and has the field operation expertise of CPM.

 

Initally the relationship was based on a waterfall model, where Samsung would brief Cheil, then Cheil would instruct CPM and vice versa.  However, due to the complexity and dynamics of the industry the waterfall model hindered performance.  This way of working impacted our speed of response, it took too long to react, make informed decisions and execute,  it was too difficult to change direction quickly when needed.  By implementing an agile model  we were able to work in a true partnership approach, all striving to achieve the same goals with fluidity, it changed the direction and performance and the had an almost immediate positive impact on the results. Working in collaboration empowered members of the team and had a positive impact on their morale.  The agility model is at the heart of the project with our people.  

 

As Cheil we share the same values of Samsung. Speed and quality are key success factor as per the brands as per the agencies, not only on deployment but also on catching quickly new opportunities of innovative solutions to grow the business together – adapting to the current context. This is the DNA of true collaboration and it’s up to us to push on it. Working all together in the same space with our different skills allowed us to reach all these goals ” says Isabelle Di Raco, Retail Director of Cheil Italy primary counterpart of Samsung in the Field Force project since 2014.

 

Improved results were almost instant: improved speed of response, from 2 days to an average of 4 hours, communication improved eliminating any misunderstanding or ambiguity and the knowledge of CPM on the fundamentals of Samsung Operations and culture delivered results never achieved before.

 

The lesson we all learnt from this process is despite it being tiring, sometimes difficult and restless at the beginning, the agile approach and outsourcing model is worth the investment as it’s often the best solution to the looming complexity companies are facing today.Working in true partnership with an outsourced sales agency will empower both client and agency teams, it not only encourages collaboration but transparency and creative thinking to deliver the best solution to drive sales for our clients.

 

Huge congratulations to CPM France for being winners once again at the POPAI Awards Paris 2019 , in Paris for Merchandising

 

The merchandising department of CPM France received a Bronze Award for the 2019 edition of POPAI Awards Paris.

 

Popai Awards Bronze Cewe

 

The project presented by CPM France and CEWE was selected by the jury in the « Commercial performance of a merchandising operation » category, part of « Merchandising Concept Roll-out ».

 

For the 2019 edition of POPAI Awards Paris, CPM chose to present a major merchandising operation for a new client, CEWE, who faced a notoriety issue in 2018. Following this merchandising concept roll-out made by CPM France, CEWE’s turnover has increased by 7%!

 

Two years ago, for the first edition of « Merchandising concept roll0out », CPM France has won the silver award for the Imagine programme at Bricomarché.

 

This article is also available in French!

 

For more information on the services we provide and how we can help you sell more to your customers click here

Welcome to our latest edition of Expert Speak,”  How does the access to data impact the Sales Force Teams ” which comes from Véronique Motte, President CPM Group of Companies in France.

 

How does the access to data impact the Sales Force Teams ?

 

sales demonstrations

A few weeks ago, CPM France organised a conference in Paris to explore the impact of accessing data on the sales force team’s performance. For the occasion, CPM France teamed up with its partner, Data Impact, a leading analytics and monitoring e-commerce company.

 

The purpose of the conference was not to put forward solutions, but to create thought provoking discussions and share opinions or beliefs with the thirty sales directors and e-commerce managers present.

 

 

The world of retail is changing, making the sales force teams role more complex

 

In France, consumers are visiting multiple stores for their groceries (7.8 versus 7.1 in 2010) and are increasingly becoming more specific and demanding when it comes to the source and the quality of products, but they still want a good price and a promotion. Faced with a decline in consumption, especially in hypermarkets, the retail industry is seeking to reinvent itself by digitalising stores and focusing more on small traders, new players and e-commerce. On the manufacturers side, sales forces are not immune to these upheavals. The professions are becoming more and more specialised while their attractiveness decreases.

 

 

Today, the use of data by the sales teams is not fully optimised

 

Following a trend to specialise professions in the past 10 years, today we are seeing a change to versatility for reasons of efficiency. The Area Manager is becoming a Store Key Account Manager with different tasks: numerical distribution, promotion, place, price, but also management of resources.

 

However, the job could be reinvented thanks to a better use of data. Salespeople could regain interest in their business through a cap on the data. It would facilitate certain tasks and reduce the time required to complete them. A better use of the data would reduce the preparation time, the store audit (automatic check availability, price records…), even transport, by removing unnecessary sales calls. Consequently: using data, the time of a visit could be optimised by about 10% to 30%.

 

 

How can data help in execution?

 

Today, visiting a store is still the main way of collecting data for the offline sales team. Tomorrow, the availability of data will optimise the sales team’s actions on three levels without having to make a second call:

  • improved targeting on stores
  • more efficient visit
  • monitoring of the visit’s impact

 

CPM France are proud to announce that one of our clients has accepted to test this data approach on its sales force team. It will be a good start and a good reference on the use of optimising data. We will keep you informed of the progress…

 

 

Véronique Motte

President CPM Group of Companies in France

Welcome to our latest edition of Expert Speak ‘Balance for Better’ from Karen Jackson, MD, CPM UK to support #IWD2019 

 

Did you know?……….

 

RETURN ON EQUITY

On average companies with the highest percentages of women board directors outperformed those with the least by 53%

RETURN ON INVESTED CAPITAL

On average companies with the highest percentages of women board directors outperformed those with the least by 66%

RETURN ON SALES

On average companies with the highest percentages of women board directors outperformed those with the least by 42%

Companies in the top quartile for gender diversity are 15% more likely to have financial returns above their respective national industry mediansIn the UK greater gender diversity on the senior-executive team corresponded to the highest performance uplift in our data set; for every 10% increase in gender diversity, EBIT rose by 3.5%

Source: McKinsey, Catalyst

 

This years theme for International Women’s Day is #BalanceforBetter.

 

The aim is to build a gender-balanced world.

 

“Balance is not a women’s issue, it’s a business issue. The race is on for the gender-balanced boardroom, a gender-balanced government, gender-balanced media coverage, a gender-balance of employees, more gender-balance in wealth, gender-balanced sports coverage …Gender balance is essential for economies and communities to thrive.”

 

www.internationalwomensday.com

 

The gender ratio for the entire world population is 102 males to 100 females – a very gender balanced world I think!

 

It is also a fact that there is not a problem with female achievement and women now out-perform men in terms of educational attainment.  In addition, as women we are also “leaning in” and asking for promotions and negotiating salaries at the same rates as men and, contrary to conventional wisdom, we are now staying in the workforce – again at the same rate as men.

 

Therefore, to my very logical brain, it would make reasonable sense that the business world would be made up of a balanced number of equally paid males and females at every level within organisations.

 

So why are there only 30 women in full time executive roles at FTSE 250 companies (down from 38 last year), which amounts to just 6.4% of the total?  And why does the national Gender Pay Gap between males and females currently stand at 18.4%? (OfNS April 18).

 

I recognise that this is not an overnight fix and actually business and government are more committed than ever to balancing the gender equation.

 

Therefore, we need to push the agenda even harder and overall companies need to take more decisive action. We all need to start treating gender balance with as much importance as our other key business priorities like business growth and customer satisfaction.

 

This means holding our leaders and managers accountable for results, identifying and  closing gender gaps for both new hires but also for all promotions across the business. This certainly does not mean introducing any form of quota system but by first and foremost, having a talent attraction strategy that actively encourages and attracts gender balanced candidates for all roles within your business. Your recruitment process should be merit based, free from unconscious bias and should create excitement, foster confidence and bring out the very best in each and every candidate.

 

It also means creating an all-inclusive culture, where everyone feels supported, encouraged and given the confidence to progress their careers and achieve beyond what they thought they were capable of – I know I did!

 

At CPM we are committed to championing a Gender balanced workplace and recognise and understand that inclusion and diversity leads to greater business success. In our UK business, I am very proud to have a gender split of 42% Male, 58% Female and our UK board is split 50% female and 50% male. This is particularly pleasing for a sales organisation where typically “Women in Sales” usually account for less than 30%.

 

Having a diverse workforce based on opportunity and meritocracy is something that is deeply important to me and to CPM. As someone who has progressed through the business, I am passionate about creating development opportunities for anyone who wants them, whilst at the same time providing support programmes that give everyone – especially women – the confidence to progress their careers if they choose.

 

We work closely with our female employees to encourage and support the challenges they face with balancing their career & families, and to also build the confidence they sometimes lack to progress their careers. Our flexible working practices, part time roles, mentoring, support and sponsorship programmes, have not only driven positive gender balance across all roles within our business, but have also brought tangible benefits to both our Female and Male colleagues.

 

Whilst I recognise that there is always work to do to continually improve our business performance, culture and the diversity of our team, I am hugely proud of our progress to date and the engagement, passion, hard work and commitment from the CPM team.

 

Balance for Better

 

 

 

 

 

 

Karen Jackson,

MD, CPM UK

Balance for Better

#IWD2019 #BalanceforBetter

Unser CPM-Automotive Experte Heiko Rogge über den Unterschied zwischen OES- und Independent Aftermarket-Teilen.

 

Weitere Informationen zum Thema erhalten Sie auch in unserem Whitepaper, welches wir Ihnen gerne für einen kostenlosen Download HIER zur Verfügung stellen.

 

 

Der OES-Handel hat zunehmend den Independent Aftermarket für sich entdeckt. Nahezu alle Autohersteller unternehmen sehr große Anstrengungen, u.a. personeller Natur, den IAM für sich zu gewinnen. In freien Kfz-Werkstätten kommen schon jetzt circa ein Viertel aller verbauten Teile aus dem OES. Die notwendigen Logistikstrukturen für eine breite Marktdurchdringung sind bereits vorhanden. Dazu nutzen die Autohersteller Ihre Niederlassungen und Teilezentren für die Direktbelieferungen in den IAM und freie Kfz-Werkstätten mit OES-Teilen. Der jahrelang in deutliche Preisunterschied zwischen OES- und Aftermarket-Teilen schwindet zusehends; teilweise ist dieser nicht mehr vorhanden.

 

Zukünftig werden auch Aftermarket-Handelsgruppen und große Teilehändler verstärkt OES-Teile an freie Kfz-Werkstätten vertreiben, um so eigene Marktanteile zu stabilisieren.

 

Somit entsteht nicht nur an der Werkstattbasis, sondern bereits in der IAM-Handelsstruktur eine direkte Verdrängungssituation zwischen OES- und Aftermarket-Teilen.

 

Außer das Markenlabel, Verpackung und diverse Herstellerkennzeichnungen bestehen nahezu keine Unterschiede zwischen Aftermarket- und OES-Teilen. Verwendete Materialien sowie Herstellungs- und Prüfprozesse sind meistens identisch und kommen aus einer Produktionsstätte. Somit existieren keine Qualitätsunterschiede. Diese hervorragenden Qualitätsmerkmale der Aftermarket-Teile sollten seitens der Aftermarket-Industrie direkt in freie Werkstätten kommunizieren werden. Andernfalls besteht die Gefahr, dass diese positiven Eigenschaften im Teile-Auswahlprozess der Werkstätten nicht berücksichtigt werden.

 

Die CPM Germany Bad Homburg bietet spannende Ansatz- und Lösungsmöglichkeiten zum Thema „Aktive Marktbearbeitung und Face-to-Face-Kontakte in freien Kfz-Werkstätten“. Gerne stehe ich Ihnen für ein Gespräch über dieses entscheidende Zukunftsthema zur Verfügung. Ein Anruf genügt: +49 6172 805 377

Unser CPM-Automotive Experte Heiko Rogge über den Einfluss von alternativen Antrieben auf den IAM.

 

 

Nicht zuletzt durch den politischen Druck auf Grund der öffentlichen Dieseldiskussion wurde die Entwicklung alternativer Antriebe forciert. Die Teilestruktur im Independent Aftermarket wird sich dadurch jedoch nicht kurzfristig ändern. Es ist damit zu rechnen, dass die Auswirkungen der neuen Antriebstechnologien auf den Aftermarket eher mittel- und langfristig, dann jedoch massiv ausfallen werden.

 

Abhängig von der Antriebsart werden ganze Teilegruppen vom Markt verschwinden. Hauptsächlich betrifft dies Motoren-, Abgas- und Kupplungsteile. Dem gegenüber erwarten wir einen enormen Bedarfsanstieg an hochtechnisierten Elektronikbauteilen und modernster Batterie-, Speicher- und Energierückführungstechnik. Bremsenteile hingegen unterliegen hingegen künftig ebenfalls einer sinkenden Verschleißbeanspruchung. Zusätzlich beeinflussen intelligente und automatisierte Fahrsysteme die Halbwertzeiten von Verschleißteilen positiv. Die Folge ist eine deutliche Veränderung der Bedarfsstruktur im Teilesegment.

 

Somit ist es für Unternehmen der Teileindustrie schon jetzt elementar wichtig, eine loyale Werkstattbasis aufzubauen, um im zukünftig noch härteren Teile-Wettbewerb langfristig bestehen zu können. Diese loyale Werkstattbasis ist am ehesten durch einen intensiven persönlichen Kontakt mit den Werkstätten zu erreichen.

 

Die CPM Germany Bad Homburg bietet spannende Ansatz- und Lösungsmöglichkeiten zum Thema „Aktive Marktbearbeitung und Face-to-Face-Kontakte in freien Kfz-Werkstätten“. Gerne stehe ich Ihnen für ein Gespräch über dieses entscheidende Zukunftsthema zur Verfügung. Ein Anruf genügt: +49 6172 805 377

Unser CPM-Automotive Experte Heiko Rogge über eine Vielzahl wichtiger Einflussfaktoren auf den Independent Aftermarket und sich daraus ergebende Chancen für die Teileindustrie.

 

 

Aktuell erfährt der IAM einen Wandel seiner Struktur durch eine Vielzahl von Firmenfusionen und -übernahmen; sowohl auf nationaler aber auch internationales Ebene. Ein Beispiel dafür ist die Übernahme von TROST durch Wessels Müller und deren Aufstieg zum deutschen Mega-Distributor mit nationaler Vorrangstellung. Auch die Übernahme des deutschen Großhändlers Stahlgruber durch die US-amerikanische LKQ Corporate sorgte für großes Aufsehen in der Branche. Es ist davon auszugehen, dass osteuropäische und asiatische Anbieter ihre Präsenzen im deutschen Aftermarket massiv ausbauen werden. Der Preisdruck auf die Teileindustrie wird somit durch die Ausnahme- und Vormachtstellung der Handels-Grossisten weiter zunehmen.

 

Ein weiterer Einflussfaktor im IAM ist die zunehmende Digitalisierung der Fahrzeuge. Die Fahrzeuge sind nicht nur miteinander, sondern auch mit den Fahrzeugherstellern vernetzt. Visionär erstreckt sich diese Vernetzung über den Nutzer bis hin zur Werkstatt. Autos werden zukünftig in der Lage sein, anstehenden Service- und Teilebedarf automatisch zu ermitteln und anschließend zu versenden. Eine entsprechende Werkstattsteuerung der Fahrzeuge sowie die Terminkoordinierung erfolgen ebenso autonom. Gleiches gilt sowohl für die Ermittlung des Teilebedarfs als auch die Teilebestellung.

 

Die Speicherung und Verwendung der Fahrzeugdaten und somit auch deren Nutzer stehen im Fokus. Ehemals branchenfremde Unternehmen werden auf Grund des Interesses an den Daten auf den Fahrzeug- bzw. Aftermarket drängen.

 

Auch die künftigen Ansprüche an Mobilität und Verkehr verändern sich aufgrund von Megatrends wie Demographie, Klimawandel und Ressourcenknappheit sowie Globalisierung und Liberalisierung zusehends. Dies fördert das Entstehen unterschiedlicher Mobilitätskonzepte und Dienstleistungen: Carsharing und nutzungsabhängige Bezahlmodelle lassen potentiell die Volumina im Aftermarket sinken.

 

Mit Blick auf die öffentliche Dieseldiskussion und den dadurch entstehenden politischen Druck, werden alternative Antriebe den Teilebedarf in den Werkstätten und somit im gesamten Aftermarket mittel- bis langfristig beeinflussen. Auch wenn es nach wie vor Verbrennungsmotoren gibt und mittelfristig geben wird, drängen Hybrid- und Elektrofahrzeuge verstärkt auf den Markt. Dadurch sehen sich ganze Produktgruppen (Motoren-, Abgas-, Bremsenteile) mit einer veränderten Nachfragesituation konfrontiert. Dagegen wird der Bedarf an Elektronikteilen und Batterietechnik überproportional stark ansteigen. Wasserstoffgetriebene Motoren sind ebenfalls auf dem Vormarsch.

 

Wie in der Studie „Einkaufsverhalten von Werkstätten im Spannungsfeld zwischen IAM & OES“ der Wolk Aftersales Experts eingehend beleuchtet, drängen OES-Teile verstärkt in den IAM. Begleitend dazu bieten diese Teilegroßhändler einen erheblich besseren technischen und informativen Support als die Teilegroßhändler des IAM. Dadurch könnten die Werkstattbasis in Zukunft geneigt sein, einen signifikanten Preisunterschied zu Lasten des OES doch zu akzeptieren.

 

Ein weiterer Faktor der Zukunft wird das Thema „Autonomes Fahren“ sein, welches einen gravierenden Rückgang des Bedarfs an Karosserie- und Verschleißteilen nach sich zieht. Durch die verwendeten Techniken ist mit Umsatzeinbußen von 52% bis 2030 bei Karosserieschäden (gemäß KPMG) zu rechnen. Gesteuert von entsprechender Fahrzeugtechnik leistet das „intelligente Fahren“ einen deutlichen Beitrag zur Bedarfsreduktion von Verschleißteilen.

 

Der am ehesten zu steuernde Einflussfaktor des IAM ist die deutlich veränderte Eigenwahrnehmung der freien Werkstätten. Hieraus entstand in den vergangenen Jahren ein klarer und selbstbewusster Anspruch an Industrie und Teilehandel. Ein eindrucksvolles Statement gab Herr Achenbach, selbst Inhaber einer freien Kfz-Werkstatt in Bochum, als er auf dem diesjährigen Wolk Aftermarket Forum in Essen sagte: „Dem eigentlichen Kfz-Ersatz- oder Verschleißteil muss noch etwas anderes folgen. Wir brauchen wieder mehr Informationen!“

 

Die deutsche Aftermarket-Industrie steht also vor großen Herausforderungen, wenn sie sich nicht von den aufgezeigten Faktoren dirigieren lassen möchte.

 

Ein Schlüsselfaktor ist aus unserer Sicht die Loyalität der freien Werkstätten sowie der direkte Kontakt der Industrie zur Werkstattbasis. Eine gelebte, aktive Beziehung auf direktem Weg zwischen Werkstatt und Industrie wird in Zukunft eine herausragende Stellung im Kampf um Marktanteile und Marktpositionierung haben.

 

 

Den nächsten Artikel zum Thema “Einfluss von alternativen Antrieben auf den Independent Aftermarket” finden Sie hier!

 

Die CPM Germany Bad Homburg bietet spannende Ansatz- und Lösungsmöglichkeiten zum Thema „Aktive Marktbearbeitung und Face-to-Face-Kontakte in freien Kfz-Werkstätten“. Gerne stehe ich Ihnen für ein Gespräch über dieses entscheidende Zukunftsthema zur Verfügung. Ein Anruf genügt: +49 6172 805 377



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