Showing posts with label Aggressive Strategy. Show all posts
Showing posts with label Aggressive Strategy. Show all posts

Sunday, October 10, 2010

After-market & servicing business: Bosch’aggressive strategy


Is the vehicle servicing business in India undergoing a transformation? Looking at recent developments, the first impression is a definite ‘yes’. Steps are being taken for creation of a national chain of organized workshops that is likely to vastly change the vehicle servicing market.


Currently the players in the vehicle servicing market are vehicle dealers and their service centers, authorized service centers of vehicle manufacturers, some organized multi-brand vehicle service centers, and roadside mechanics. India adds a million new cars every year, half-a-million commercial vehicles and eight million two-wheelers to the vehicle population. There is a definite requirement for quality service at reasonable prices.


Identifying a huge opportunity in this segment, Bosch is planning to expand its presence in the automotive independent after-market business. The company is targeting a turnover of Rs. 1,000 crores in the after-market and service equipment business by 2010 against the current Rs. 700 crores.To know more about the company’s business plans I recently met Mr. K. Ravi, Regional Sales Director – India and SAARC (Automotive After-Market), MICO.He said there is huge potential in the after-market and service equipment business in India.


The car business in the country is just picking up volumes, and cars are increasingly becoming computers-on-wheels with 35 per cent of the vehicle dominated by electronics.He feels that the country still doesn’t have sophisticated service equipments and diagnostic tools to cater to the growing requirement. In order to tap this potential, Bosch is expanding the product range in this business by bringing some of its global technology products into India. It is also planning to manufacture some of these products in India.


A core competency centre has been created in the country to manufacture these equipments in the MICO production complex.Indian after-market Mr. Ravi further said that, in the Indian after-market business Bosch registered a 12 per cent growth in 2006. The company has had a good first quarter in 2007 and expects the after-market business to fare very well in the coming years. The reason is that the sales of vehicles, across all segments, have been growing satisfactorily for the past three-four years.


Usually for any new vehicle, the service requirement for the first three years are met by the manufacturers through their network. Vehicle manufacturers are now offering extended warranty. As a result, vehicle owners continue to use the OEM service network even upto five years. It’s only after five years that all these vehicles come to the open market for service and repairs.


In India 50 per cent of Bosch’s current business is accounted for by the diesel segment. The products offered by Bosch in the after-market include auto electricals, batteries, belts, braking systems, clutch plates and cover assemblies, diesel systems, filters, gasoline systems, gear pumps , glow plugs, horns, lighting, lubricant oils, relays, spark plugs, wiper blades.Going forward, Bosch plans to position itself as a one-stop shop for sales and service and to make available the entire range of products to those who come for service.


The service points would not only sell the parts but also service them. The company is providing intensive training to its business partners for service of components in the after-market. It has created a training centre in each and every State and is offering training in nearly 10 languages. Training is also given on soft skills.Mr. Ravi said Bosch has a network of 750 diesel service centers and 60 auto electrical workshops throughout India, plus 150 Bosch car service centers.


There are plans to raise the number of service and customer contact points to around 1,500 to 2,000 from the current 950 in the next three to five years. Global scenarioFurther, at the global level Bosch has given a boost to its workshop equipment business. It recently acquired brands like Beissbarth and Sicam. This will further strengthen Bosch’s diagnostics unit in the workshop equipment business segment, especially when it comes to diagnostic systems.

For Bosch, the main outcome of the acquisition will be an expansion of its chassis-measurement systems product segment. Its workshop equipment range will also now include tyre-servicing equipment. Moreover, the acquisition will serve to strengthen its workshop equipment business at OEMs’ authorized repair centers.


An agreement for acquiring Beissbarth and Sicam was signed on February 14 last. Together, the two companies generate sales of roughly 90 million Euros and employ a total of some 430 associates at two locations, as well as in several sales companies. Beissbarth GmbH manufactures chassis measurement systems and tyre-testing equipment, and also sells tyre-servicing equipment. Sicam s.r.l. focuses on tyre-servicing equipment. JV with MahaBosch has also agreed for joint development of new test equipment and processes with Maha.

The two companies will jointly develop new test equipment and processes. In this, they will be merging Bosch’s know-how in testing technology related to engine segment, such as vehicle diagnostics, and Maha’s expertise in the wheel and chassis-related business, such as chassis dynamometers.With mutual co-operation, Bosch and Maha are responding to the increasing cross-linkage of mechanical and electronic systems in vehicles.


The joint development work is focused on enabling test institutions and workshops to provide efficient and expert testing of modern vehicles.Bosch car service In India a vehicle owner has two options – one is to use the authorized service centers (ASCs) of vehicle manufacturers or roadside mechanics for their repairs. ASCs offered customers standardized service at costs predetermined by vehicle manufacturers that ensured transparent operations. The huge premium charged by vehicle manufactures for their genuine parts and the cost of labor meant that customer had to settle for a higher bill.


On the other hand, the roadside mechanic used spare parts openly available in the after-market that is cheaper compared to genuine spare parts. The problem with roadside mechanics is the lack of transparency in operations as customers are short charged in components used. The structure of the market created a gap in terms of customer’s needs and expectations.


This is were Bosch has positioned itself to fulfill these needs – quality service using genuine and OE quality spare parts at an affordable price. According to Mr. Ravi, India is one of the key growth markets for Bosch. The global partnerships in the area of automotive service equipments will have a huge business opportunity in India.


Currently, the multi-brand car service market is witnessing exponential growth in India. At the same time, the second-hand car market is also expanding fast. A customer buying a second-hand car is looking for a reliable service solution, and this market has touched close to two million cars and the customers want a branded reliable service solution.


Normally the OEM takes care of service for the first three years, and now with extended warranty some manufacturers retain customers even for upto five years. But in India, the life of all these vehicles is anywhere between 10 to 15 years, and from the fifth year till the end of product life it is the independent garages that provides service to the vehicle.


The Bosch Car Service (BCS) is a global phenomenon. Worldwide there are more than 8000 BCS centers. The company brought this concept to India a couple of years back. Today it operates more than 150 of its car service centers throughout the country. The company targets 200 BCS centers by the end of the current financial year. This is a ready market available for the new range of service equipments which Bosch plans to launch in the Indian market. In the service equipment business, Bosch currently offers battery testers, auto electrical test bench, multi-functional tester, diagnostic tester (Bosch KTS and ESI tronic software), engine analyser and MICO FIP test bench.


The company is also planning to launch a low-cost version of the diagnostic equipments to suit independent garages to be sold at an affordable price.Currently the garage equipments business is dominated by many Indian and international players. Madhus, RAI and Elgi represent most of the global brands in India. Snap-On has a direct presence in India and sells the popular JBC and Hoffmann range of products. Manatec, the Indian brand has its strong presence in the domestic market. Bosch Diesel Service CentreMr. Ravi disclosed that Bosch is also planning to expand its Diesel Service Centre and provide end-to-end service solutions for all diesel powered vehicles.


Apart from being an expert in the repair of conventional diesel injection pumps and components, it is well-equipped to repair all Bosch systems and components such as Electronic Diesel Control pumps & Common Rail pumps both on and off the vehicle.There are approximately 500 Bosch Diesel Centers worldwide, including 35 in the Asia-Pacific region alone.


In India, Bosch recently inaugurated its first diesel service center in Gujarat. This center, the first of its kind in India, exhibits highest level of capability with round-the-clock service. Bosch plans to open another five more centres in the coming year, depending on market conditions and future customer needs. He said: “With the state-of-the-art testing and repair equipment imported from our parent company, the BDC, initiated by its channel partners is authorized for all Bosch after-sales service and warranty work on diesel powered vehicles.

The center is well-equipped to service a large number of modern cars and trucks, as also provide regular diagnostics and repair diesel and auto-electrical units.Bosch is well poised to take the big leap forward. It has its service network in place and is continuously expanding its reach. With the automotive after-market set for exponential growth, Bosch is well on its way to scripting another success story.

Honda’s Aggressive Strategy: Hybrid Green Technology

Honda’s new president Takanobu Ito has announced that he will draw upon the legacy of Honda’s founder to try to ride the current storm in the auto industry; he will do this while trying to offer an aggressive strategy with its hybrid green technology.

The founder, Soichiro Honda was known for his love of cars as well as his boyish personality; sadly, he passed away in 1991. Ito has stated that Honda is to speed up its hybrid vehicle plans, the next vehicle is to be its CR-Z sporty hybrid, this should be released in February 2010 in Japan.

Honda also has plans for a Hybrid Fit subcompact before the end of 2010. Honda are also in the planning stages of offering a CR-Z for the North American and European markets, but it is not known if there will be hybrid versions for these reasons.

Aggressive Strategy

The goal of the aggressive strategy is to skip the initial chitchat. You want to jump straight to the appointment. You will make e-mail and phone contact almost simultaneously. The goal is to reach the prospect by any means necessary as quickly as possible to begin the enrollment process.

Overview of the Follow-Up Process

Below is a flow chart representing the basic steps necessary to effectively follow up on an Internet lead. The process begins when a potential student e-mails a request for information to the school.

To view flow chart click here.

Auto Response
An auto response is an e-mail generated automatically. It goes to the person submitting a request for information from the school. This is the first step in the process, and it acknowledges that you received the prospect's request. Provide your school's phone number in the auto response. Begin selling the value of a one-on-one meeting with an admissions representative at the campus.

Contact Method: Phone
In an aggressive strategy, contact your prospect by phone first. Contact forms generally request both daytime and evening telephone numbers. They should also ask for the best time to call. Use this and other supplied information to guide your follow-up. You should contact the prospect as quickly as possible.

Attempt phone contact at least once in the morning, during the day, and in the evening. Make contact attempts within 12 to 36 hours of receiving the lead. If you get a machine or voicemail system, leave a message. Make sure to leave your name, phone number and the reason for your call. Emphasize that you are responding to their request. This will indicate that the prospect solicited your call. Make sure to suggest 2-3 times during the day when it is easy for them to reach you. Finally, let the person know you will be making additional attempts to contact them. Leave only one voicemail message – on the first attempt. But let them know you'll call back. You do not want the prospect to feel harassed if additional calls from you show up on a caller ID log.

Once you establish telephone contact, work through the admissions process as you would with any other lead. Maintain control of the conversation. Guide the person to schedule a time to visit the school.

Contact Method: E-mail
It's important to realize that some people prefer e-mail to phone communication. You should e-mail a standardized letter to the prospect if you are unable to connect with them on your phone contact attempt. Develop one standard letter for your school and save it as a template. This will allow anybody who is aggressively working Internet leads to access and use it.

Prior to sending an e-mail as part of your aggressive strategy, set aside time for an appointment for the following day at the latest time you have available. If they indicated their daytime availability in their e-mail, you may also schedule the visit during that time. Assume that the prospect will be available and willing to meet during the time you have set aside.

Your standardized e-mail letter for this strategy should:

   1. Be customized to the information the prospect provided on the contact form. Make sure to use the prospect's name. Mention some specific information supplied in the initial request, such as program of interest.
   2. Have a subject line that makes your e-mail stand out. You don't want it viewed as spam or junk e-mail. An example of a good subject line is "Jim, your appointment has been scheduled."
   3. Let them know that you have scheduled a time for a one-on-one meeting at the school. State the precise time you have set aside in terms of quarter hours, e.g. 10:45 a.m., 4:15 p.m. or 6:45 p.m., and provide the meeting location and specific directions.
   4. Focus on the benefits of your school. You want to speak in language that assumes their desire for an appointment. State that you can answer all of their questions and discuss their opportunities during this visit.
   5. Use proper grammar and spelling. Most e-mail programs have grammar and spell-check functions. Use these before sending the e-mail message, but not as a substitute for careful proofreading!
   6. Be as concise as possible so you won't lose the prospect's interest.

Though you may encounter a small percentage of people who feel you are being presumptuous, and a few who never actually see this e-mail, most people will call you to either confirm or reschedule the appointment. Some actually just show up. Either way, this aggressive strategy generally results in a phone call and/or appointment. A common result of the aggressive strategy is:
•     10% show up for the appointment
•     35% do not respond and need to be pursued
•     15% call to confirm
•     40% call to reschedule

If the Prospect Does Not Show Up or Call
You may find yourself into a situation where the prospect simply ignores the scheduled appointment. To follow up with no-shows, call immediately, concerned that they did not make it. Whether you leave a message or talk to them directly, make sure to express concern. "Jim, I was concerned when you did not show up for your appointment … I hope everything is alright."

In most cases, prospects will claim that they did not receive the e-mail. In this case, apologize for assuming that they checked their e-mail daily and move forward with rescheduling the appointment. If you cannot reach them by phone, send an e-mail.

Now that you've seen 3 different strategies, let's move on. The next section will address the different types of Internet leads and the steps of the sales process. We will also address frequently asked questions and share testimonials from our clients.

When you finish reading the next 3 sections, we'll ask you to take a quiz on what you've just learned and fill out our short survey to give us feedback on the site.