Our
relationship with motor vehicles is a complex mix of emotional and rational
decision making. Add to this, external influences such as longer product-retention
cycles (up from five years to as much as seven years), a struggling economy and
probably the greatest product choice in the market we have ever seen; there is
a significant need for manufacturers to reinvent the car-buying experience.
So,
while the “future of mobility” is evolving to enable new technologies such as
autonomous vehicles, connectivity, electrification and shared mobility – it is necessary
that there be a proportional shift in how we can innovate how these products
are purchased or considered at the onset.
This trend is not new. As early as 2013, global consulting firm McKinsey published a report highlighting three key trends that would impact customer decisions and engagement on the retail end of the automotive industry. These included: an enhanced level of what it called “touchpoint management”, sales and service upgrades and the role of the traditional Dealership in the customer purchase and sales decision journey.
Fast
forward to 2019. The challenge for automotive brands is how to deliver a
personalised, digital service in an industry once solely reliant on
bricks-and-mortar Dealerships and a hard-sell sales approach. In the premium
segment, there is even more room for innovation around the Dealership
experience to meet the demands of personalisation and technology while still
delivering on fundamentals. This includes aspects like physically experiencing
the vehicle before purchase, expert product advice and the personal customer
experience that enhances long-term brand experience and loyalty.
Behaviour-driven
thinking dictates how we reframe and design the customer experience of the
future. As an automaker in the premium segment, we focus on three key
principles of behavioural planning:
- The paradox of choice: Offering
customers more choices is not always better, as we can trigger an unintended
“paralysis of choice”. When we have too many options, the likelihood that we
will make a decision is reduced. Given this, Audi has reviewed our options
specification for new products entering our model range and will be developing
specific packages around various customer needs. This allows for reduced
complexity of choice and ease of ordering a new vehicle. This will be reflected
on our digital platforms when configuring any of the new vehicles such as the
Audi Q8 and upcoming Audi A1 and Q3. This simplification is the first step
towards addressing how customers experience us as a brand.
- Availability: Creating
opportunities for customers to assess choices through innovative and digital examples
is a foundation of how we are slowly reinventing our Dealership experience. We
are pioneering this by introducing the Customer Private Lounge (CPL) – one of a
kind in South Africa and located at Audi Centre Centurion in Pretoria – that
allows customers to build up their Audi using digital configuration and
virtual-reality technology.
- Relativity:
Customers are more likely to make decisions based on the context. While traditional
Dealerships will remain key to the customer’s sales journey, Audi aims to
connect new opportunities within this environment. This includes a combination
of traditional selling (knowledgeable consultant, premium environment) and
digitalisation (customisation, low need to carry extensive showroom stock).
The
launch of the Audi Customer Private Lounge is the foundation of this latter effort.
A recent Bain survey found that even web-savvy modern car buyers’ still make an
average of 2.4 Dealer visits before making a purchase decision – underlining
the critical importance of combining a relevant and unique Dealer retail
experience when finalising a sale.
Another
foundation of our retail experience effort effort is a 4000m2 Audi
and Volkswagen Training Academy in Centurion, custom designed to continuously improve
Dealer performance through training and skills development. Added to this is
Audi’s global and digital initiative towards training – Audi Training Online.
This is an online platform offering convenient learning for all Audi dealership
employees around the world. Employees can access the portal at any time, from
any location and easily upskill themselves on brand related topics, products,
technologies and job related (technical and non-technical) subjects. Given the
increasing technical complexity of our vehicles and new business and brand
themes, a high level of knowledge and expertise is critical to ensure optimal
customer satisfaction.
The
evolution of training and customer experience is the first, necessary step to
respond to today’s car-buying customers’ demand for a unique retail
environment. As an industry, we need to respond to this opportunity sooner
rather than later. This response must deliberately address the customer
experience journey from information, to contact, to purchase, handover and to
aftersales. This requires interventions in terms of personalisation, how we
introduce opportunities for customers to be in control while still receiving
expert guidance.
A
more digital retail platform gives us a significant opportunity to better serve
our customers through this journey. In the case of the CPL, a dedicated
consultant, specially trained, takes the customer through the process of
selecting the customised specification on their virtual-reality Audi, before
they even encounter a salesperson. The CPL represents the first leg of Audi
SA’s digitisation strategy. It’s progress in the retail realm, and a game
changer for the automotive industry.
In
future, automotive retail will require many new functions and roles to meet the
demands of an omnichannel sales model. Building these new capabilities is a
fascinating process, bringing in new skill and fundamentally refreshing the
industry to benefit the most important stakeholder – the customer.