Why and how to keep ownership and connected services front-of-mind during the great direct-to-consumer sales transformation.

Part of Capgemini’s ‘Agency Sales and Beyond’ series

The automotive industry is undergoing significant transformation in two stages: 

• Imminently, from traditional sales models towards an omni-channel direct-to-consumer model, predominantly through agency sales. Currently 65% of consumers would be more willing to purchase a vehicle online through a manufacturer operated agency sales model  

• On the horizon, with the onset of the software-defined vehicle (SDV). We expect an increased revenue share from digitally enabled products and services from currently 3% to 40% by 2040, therefore ensuring the right capabilities are in place to drive these new revenue pools is critical to success.  

As we move through this transformation, it’s important that ownership and connected services are kept front-of-mind when progressing invest in strategy and technology. Here’s why, and how. 

Agency transition discussions predominantly focus on transforming the vehicle sales process, however associated capabilities developed during the sales transformation have the potential to transform the ownership experience. By avoiding the delivery of an omni-channel sales model that simply ends at the point of customer handover, OEMs can maximise the lifetime value (i.e. maximising revenue from vehicle ownership beyond the single purchase of the vehicle) and enhance loyalty of customers through a connected services strategy underpinned by a digitally driven, user-centric experience.

Priming data management and strategy for new scale.

A key trend – triggered by the increasing prevalence of car brands directly managing their relationships with customers – is greater transparency of the customer sales experience with more data now available. A well-documented key objective in this journey is building toward a lifetime value of customer. 

The same can be said of vehicle connectivity, thus increasing OEM transparency of data within the car ownership phase.  

As the value of the vehicle is extended beyond initial sale, through the SDV, for example, adding premium connectivity, autonomous taxi subscription, digital concierge services and more. Opportunities to directly engage with an extended market of 2^nd, 3^rd and 4^th owners are key to driving vehicle lifetime value, yet this is an area where OEMs are traditionally weak due to a lack of data availability following sale.  

Critical to galvanising the direct sales and ownership opportunities is mastering data management built around a single “brand ID”, building successful long-term engagement with customers and owners.

This type of data management capability, optimised architecture, and data processing, alongside a clear and defined customer journey, is key to reaching this extended market. 

Omni-channel retail, software-defined and connected vehicles will all require significant data management and processing capabilities to deliver an improved and personalised customer experience at scale. Therefore, an OEM’s cloud and data management strategy will be key to future success.  

Organising and operationalising the significant volumes of data and vehicle updates requires well-structured integration and efficient cost structure as processing requirements increase. A strong data management strategy will act as a foundation to driving a hyper-personalised and a seamless ownership experience, supporting revenue growth through in-life purchases and data monetisation.

Enhanced digital capabilities to a software-enabled service provider.

Achievement of an omni-channel sales process through direct-to-consumer transformation will set customers’ expectations of the end-to-end experience. The same ambitions must therefore be mirrored across the ownership experience, particularly if OEMs want to maximise the potential of in-life revenue pools through connected services. 

By owning the end-to-end experience, activated by connected digital products and services, the OEM can move closer to the customer than ever before. This requires a shift in mindset from a traditional vehicle manufacturer and wholesaler to a software-enabled service provider, creating a connected ecosystem around the brand and customer, characterised by ongoing and multiple touchpoints. 

With the SDV supporting the ability to frequently update the experience, establishing a new set of rules for engagement and digital interactions with customers will be key. For instance, where new autonomous or virtual assistant features are available on the vehicle, new customer journeys and communications strategies must be defined. This requires a technology stack, architecture, and data capabilities, underpinned by a customer-focused strategy that drives on-going and in-life revenue streams.  

Industry-wide investment in digital technologies will reach $188bn by 2030, these are inclusive to ecommerce, CRM, customer engagement platforms and new technologies such AI that will define the ownership experience. The key factor to success will be orchestrating these platforms across multiple channels such as customer applications, in-vehicle platforms, and internal + dealer systems to create a seamless experience for the customer and building a strong eco-system around the brand.

Whilst the implementation of direct-to-consumer sales and its associated capabilities creates a good foundation, continued transformation across digital platforms, data capabilities, technology, and operating models is required to maximise potential from digitally enabled connected services and its associated business models throughout the vehicle lifecycle.

Redefining roles and responsibilities.

As with sales models such as agency, the SDV is causing all OEMs to undertake enterprise-wide operating model transformations that redefine the role of the value-chain stakeholders.  

This is particularly prevalent in the space around digital products and services, with a significant increase in software updates and releases required to remain competitive. However, the roles and responsibilities downstream are also significantly affected. Key questions include: 

• Who is responsible for the marketing of connected services?  

• Who drives the lifetime value of the vehicle and who owns the overall ownership experience?  

• Will this be managed centrally by the OEM or will the regional NSCss have a key role to play?  

• And if positioned with the NSCs, which department will take responsibility? 

Answering these questions are key to establishing the operating framework across the organisation. Traditional siloed functions will need to be reconsidered and a new way of working, organised around value, will be needed to drive the efficiencies, synergies, and insight to build new customer experiences that consider the holistic aspects of vehicle ownership across new and used owners. Plus, with the need to significantly grow the commercial performance in this space following significant investment, establishing clear accountability and new KPI’s will be needed to drive the required focus.

User experience across channels.

The ability for direct-to-consumer sales models to intertwine digital and physical channels to elevate the buying experience is a focus that now needs to extend into the ownership phase and user experience to increase lifetime value through connected services. 

As OEMs shift from a one-time car purchase focus to a continuous, multi-touchpoint & omni-channel relationship with the customer, characterised by digital services, enabling a seamless user experience will be a key brand differentiator. OEMs will need a laser focus on orchestrating a simple yet brand-defining UX across all channels, that supports consumer needs and business ambitions associated to connected revenues. 

Service design must focus on reinforcing the brand eco-system, enabling intuitive interfaces with a support model that builds trust with the customer. A key example and a traditional pain point for OEMs has been the activation, deactivation, and renewal of connected services – establishing simple and frictionless journeys in this space, alongside services that offer a strong value proposition will be key to bringing customers into their digital eco-system. 

Managing the overall customer experience will be further complicated with the increasing introduction of new partners (software, telecoms, entertainment etc.) and expanding services – establishing a design language and strategy up-front will be key to enabling a consistent UX at scale for services within, for and outside of the vehicle.

Whilst OEMs have not been traditionally strong in this space, this will be now become a key battleground for executing omni-channel experiences that drive loyalty and extended vehicle revenues across multiple owners. Including both conventional parts and service revenues from increased customer touchpoints and increased retention, but also digital sources such as connected services.  

Our parting thoughts… 

• Direct-to-Consumer sales model transformation will enable the OEM, through new digital and data capabilities, to have greater control and personalisation of the vehicle purchasing journey. Whilst these new capabilities act as a strong foundation during purchase, it may be underwhelming for the customer, and a missed opportunity, to not have the same level of experience during ownership.  

• With the onset of the SDV, these new capabilities need to be extended and enhanced to maximise the lifetime value of the customer and vehicle through connected services and the associated experiences. 

• Activation of connected services is paramount to deliver transformation of the ownership phase. This activates direct ownership and access to a wealth of customer and vehicle data which, if managed strategically, can deliver hyper-personalised, data driven experiences that will propel commercial success.  

• For OEMs to succeed in the new world of software-defined vehicle and deliver on the promise of new extended revenues and increased margins, the software-enabled services and recurring revenue must increase at scale – driven by new technologies, data capabilities, skillsets, and processes.  

Get in touch with Capgemini’s experienced D2C team to find out how we can answer your business challenge and support you through the automotive industry’s great transformation. 

If you missed them, catch up on the first two instalments of our ‘Agency Sales and Beyond’ series, here and here.