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Untapped value rethinking customer service in the automotive industry Cars Online Trend Study, April 2018Table of ContentsExecutive summary 4Introduction customer service is more critical than ever 5State-of-the-art customer service is both a challenge and an opportunity 6From customer service to active dialogue management 7Findings the voice of the customer 8Good customer service: differences and similarities across markets 10The difference between omnichannel and “opti-channel” is the right channel mix 11Personalized, proactive communication: whats acceptable? 12Sharing data: what customers permit and what do they want in return 13The price of customer data is transparency 14Implications the road to transforming customer service 15Making the most of a strategic asset 15Our framework: the Capgemini Customer Service Diamond 16The human touch: Change must be managed 202 Untapped value rethinking customer service in the automotive industry. Cars Online Trend Study, April 20183the way we see itCars OnlineAbout the study:Building on Capgeminis Cars Online 2017 study, which surveyed more than 8,000 respondents, this 2018 trend study explores customers experience and expectations of automotive customer service. It considers current levels of satisfaction, along with preferences about how customer service should develop in future. Other topics include the services customers expect from OEMs, what trends will influence customer service in the next years, how OEMs can differentiate through good customer service (taking account of digitalization), and which new technologies will enable the necessary business change.Methodology: We conducted an initial study in Germany, producing interesting results that encouraged us to extend the scope to the USA and China as representatives of different cultural areas and being among the largest automotive markets globally. An online survey took place in December 2017, gathering responses from 838 people in the USA, China and Germany. In addition to this online research, expert interviews with executives from car manufacturers were held in December 2017 and January 2018. Experts experience from Capgemini customer service strategy projects is also incorporated into our conclusions.4 Untapped value rethinking customer service in the automotive industry. Cars Online Trend Study, April 2018Executive SummaryCustomer service in the automotive industry has evolved rapidly, but has not kept pace with customers changing expectations, or with digitization of the product mix. Yet customer service is a crucial aspect of customer experience, and as such can strongly influence customer loyalty and hence profitability. Establishing a personalized, individual dialogue with each customer promotes the right customer experience. This Cars Online Trend Study reveals specific needs and expectations on the part of customers that OEMs and dealers must address as they modernize customer service. Specifically: Customers expect a fast response, but also a high quality of customer service Customers want to get in touch with automotive companies over a choice of channels Customers may appreciate being contacted proactively for customer services purposes, but only with the right message at the right time Customers are willing to share their personal data in return for a better customer service experience, but expect transparency on what the data is used for Customer expectations and preferences vary significantly between marketsBased on our findings, we propose a framework to help OEMs and dealers establish effective customer dialogue management, which will enable them to meet growing customer expectations and leverage customer service as a driver for a valuable customer experience.“Today, customer service is often reactive, triggered by customer requests. In the future, we will see more active, intelligent, digital and personalized methods through multimedia channels across the whole customer journey.” Senior Manager Customer Service Center, Global OEM, China 37%54%30%34%23%26%14%15%39%14%7%5%Look for another dealerContact the dealer or manufacturer(via email, phone, etc.)Look for another brand or manufacturer Accept the delayFigure 1: Reaction to bad customer serviceWhat will you do if you experience bad customer service from a car dealer or manufacturer?Source: Capgemini: “Cars Online 2017 Beyond the Car”1 Capgemini: “Cars Online 2017 Beyond the Car”5the way we see itCars OnlineEarlier Cars Online research1, and our project experience, alerted us to the fact that customer service is a topic that no automotive player can afford to ignore. More than 50% of customers in the USA said they would change dealers after experiencing poor customer service while in the interest phase of buying a car. This finding may reflect dealerships domination of the USAs automotive sector, where they are usually the primary point of contact, in contrast with markets where OEMs interact more directly with customers. Even more strikingly, almost half of the Chinese respondents would change automotive brands in response to poor customer service.Introduction customer service is more critical than everCustomer service is crucial to customer experience and potentially the bottom lineImportantly, customers cant be relied on to complain about poor service. The data shown in figure 1 reveals that less than a third of respondents overall would respond to poor service by contacting the dealer or manufacturer again. Clearly, customer service is a key part of the customer experience. Other Capgemini research reinforces the importance of managing customer experience effectively. In March 2017, the Capgemini Digital Transformation Institute published a study called “The Disconnected Customer: What Digital Customer Experience Leaders Teach us about Reconnecting with Customers”. This revealed that, when customers get a positive shopping and service experience, 61% of them are willing to spend more money perhaps as much as 24% more. Putting these observations together shows that providing good customer service could well have a direct impact on sales and profitability. As such, it deserves more emphasis than some automotive companies have given it to date (often treating it as just another cost center). Its effect on the bottom line could be as important as that of product quality.It deserves more emphasis than some automotive companies have given it to date (often treating it as just another cost center). Its effect on the bottom line could be as important as that of product quality.Source: Capgemini Consulting, Cars Online Trend Study, April 20186 Untapped value rethinking customer service in the automotive industry. Cars Online Trend Study, April 2018State-of-the-art customer service is both a challenge and an opportunity Customers expectations about service experience in automotive are increasing, and the rate of change has accelerated dramatically recently, after half a century of more gradual evolution. For a long time, the main touchpoint for automotive customers was personal, individual contact with a car dealership. Recently, however, contact channels have proliferated, with the advent of call centers, then of internet forums and social media, and most recently of mobile and in-car access (figure 2). Today, the industry faces new possibilities for instance, a rich choice of communication channels but also new challenges specifically, increasing competition. Some of this competition comes from powerful new entrants, including digital leaders such as Google and Amazon who are experts at using the newer communication channels in ways that please customers. To safeguard their market position against this heightened competition, OEMs need to find ways to protect and strengthen customer relationships. In the past, companies established good relationships with customers through personal contact between each customer and individuals in OEMs or dealerships. Now, however, the industry needs new ways to create lasting positive experiences that increase loyalty.New contactchannelsInnovationdriverDialoguedirectionMultidirectionalBidirectional Increasing efficiency/cost reduction Virtualization,individualization Worldwide networkingthrough the internet Mobile networkingthrough smartphones& communities Digital collaboration &robotics, e.g. chatbots Emergence of callcenters Trade as main contactpoint Telephone service viaautomatic calldistributor Email Websites, web chatsTelephone service viaautomatic calldistributor 1970 1980 2015+1990 2000 2010Figure 2: Development of customer service in the automotive industryAnother factor is making customer service more complex: the expansion of the product portfolio. The complexity of the products and services offered by the industry is growing, with new mobility offers, connected vehicles, and a variety of partners along the value chain. This expansion brings more diverse customer issues, more sophisticated questions, and a wider range of solutions. It all adds up to an exponential increase in the level and diversity of customer service that dealers and OEMs need to provide.“Customer service has been treated as a necessary evil long enough, especially in our industry. I think most players in the market have understood the strategic value of excellence in customer service and its impact on the overall customer experience and loyalty.”CRM Manager, Global Automotive ManufacturerSource: Capgemini Consulting, Cars Online Trend Study, April 20187the way we see itCars OnlineFrom customer service to active dialogue managementIn the absence of the personal contacts of the past, how can OEMs and dealers establish the type of customer experience that promotes strong and lasting customer relations? Above all, customer service needs to be individual and personal, and to be consistent across all channels and all locations. Until now, the industry has either aimed its campaigns at all customers or relied on segmentation and selection of target groups. Today, however, we need to be able to target individuals, and make the right offer at the right moment in time via the right contact channel. We call this new style of interaction “dialogue management” (figure 3). Automotive manufacturers therefore also need to make sure they include dealers in this dialogue. To avoid contacting customers separately in an uncoordinated way, OEMs and dealers are already working to establish a collaborative three-way dialogue. To be able to do so, they need to integrate their customer data, often stored in silos. This data sharing also opens the door to a huge personalization potential, as the customer view becomes more complete.To explore the journey to customer dialogue management, our study focused on customers experience of and expectations about customer service, and their willingness to share the data needed to enable dialogue.Specific, fixed points in customer journey, e.g.for after-sales questions Contact at every possible touchpoint in the customer journey Occasion- or product-related customer dialogue Customized, product-independent dialogueBidirectional from customer to dealer or manufacturer Multidirectional, between customer, dealer and manufacturer as well as between customers Short-term problem solving based on the occasion Integrated customer experience and sustainable brand experience Contactpoints OccasionDialoguedirection FocusOld world New worldCustomer service Customer dialogue managementFigure 3: Customer service transforms into customer dialogue management“The goal is to provide a whole ecosystem. In this ecosystem, the customers get everything they need, with 24/7 availability and ultimate reliability. Thats the magic formula.”Holger Suffel Vice President of Global Service & Parts Operations, Daimler AG8 Untapped value rethinking customer service in the automotive industry. Cars Online Trend Study, April 2018Findings the voice of the customerWe set out to explore what customers in three markets the USA, China and Germany, representing different cultural areas and the largest automotive markets globally perceive and expect in terms of customer service, and what those perceptions and expectations mean to the overall customer experience. In general, the findings confirmed our initial hypothesis: that customer experience strongly influences customers overall view of a brand. What was sometimes surprising was the marked variation between experience and preferences in the three different markets.As customer service has evolved, so have peoples criteria for good customer service. Digital leaders are often said to raise customer expectations, but those expectations vary from country to country, as well as between individuals. We decided to find out more about how digital leaders influence customer expectations and what customers really expect across markets.“OEMs need to learn from internet companies such as Apple and BAT. In particularly they should imitate their corporate culture, with its strong focus on customer experience. They should also copy their modes of operation, particularly their fast response to market change and their product management.” Lu Ting Head of CRM and BI, GM ShanghaiOEMs and dealers need to learn from digital leaders Our research showed that automotive companies are good at the basics: they have polite and competent employees and their product quality is good. However, when it comes to the criteria that make customer service innovative, and turn it into a differentiating factor, customers associate these characteristics mainly with digital leaders such as Amazon, Google and Apple. Customer service at these companies is seen as more solution oriented, and as offering better multichannel solutions (figure 4).Source: Capgemini Consulting, Cars Online Trend Study, April 2018Source: Capgemini Consulting, Cars Online Trend Study, April 20189the way we see itCars OnlineImportance for customersHighLowFuture-relevant motivatorsHygiene factorsPolitenessSpeedAutomotive manufacturer Digital leader (e.g. Amazon)SimplicityServiceperformance GoodwillMulti-channel CompetenceFuture relevanceProactivenessService qualityFigure 4: Keyword analysisWhich attributes do you associate with customer service from your automobile manufacturer, and which with customer service from digital leaders such as Amazon?1. Politeness of employee2. Speed of customer service3. Multichannel accessibility4. Quality of answers 5. Degree of personalization 1. Quality of answers2. Speed of customer service3. Proactiveness of service 4. Politeness of employee5. Degree of personalization1. Quality of answers2. Speed of customer service3. Politeness of employee4. Proactiveness of service 5. Degree of personalizationItem in both top 5 priority and top 5 improvement areasFigure 5: Expectations about customer serviceWhat do you value most as part of a go
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