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类型凯捷(Capgemini):汽车电商行业分析报告(英文版)(16页).pdf

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    1、A U TO M OT I V E e CO M M E RC EH O W TO S E L L C A R S A N D S E R V I C E S O N L I N EE XECU T I V E SUM M A RY The automotive industry is being disrupted by several global trends. One of them is the appearance of eCommerce channels, dominated and shaped by third party players from outside the

    2、industry Customers are willing to buy online to a certain extent if sev-eral conditions are met Today, new market players are entering the market, while new technologies and increasing cus-tomer requirements significantly and sustainably change the global automotive landscape Designing a new experie

    3、nce starts with a deep understanding of customers wants and needs as well as the consideration of their changing lifestyles and consump-tion of mobility services Seamless and meaningful inte-gration of online and offline touchpoints is a key aspect for the entire customer and dealer journey, always

    4、in tandem with the changing role of dealerships in times of eCommerce To build a user-friendly and sus-tainable experience the right eCommerce platform approach needs to be chosen, supported by the appropriate cloud service model for the necessary agility 1eCommerce makes customer journeys more comp

    5、lexIts all about designing a new experienceAgile IT and new technologies enable the new experienceConclusion36812CON T EN T S2ECOM M ERCE M A K E S CUS TOMER JOUR NE Y S MOR E COMPL E X 3For a long time, car dealerships acted as the central place for buying cars, parts and services. Recently, howeve

    6、r, the point of sale diversified, shifting more parts of the customer journey into the digital sphere. Initial solutions for end-to-end online sales processes already exist in some markets, where Volvo sets an example, who sold the first 1927 models of the XC90 online.1 With that trend accelerating

    7、over the last years all carmakers must find an appropriate response to thrive within the new market conditions.Customers want to buy cars onlineBuying a car has never been easy. “Who is actually buying a car online? It is an experience thats all about the feeling, smelling and touching”. This senten

    8、ce somehow describes the opinion of some OEM officials. Since its a major investment for most people, it usually takes up a lot of thought and count-less hours of research, comparisons and discussions. In case of purchas-ing a new vehicle, the possibility of configuring it to ones taste can be overw

    9、helmingly complex, making the decision even harder. So far, consum-ers only had to pick and choose rather technical aspects of a car, that could be laid out in a matrix of options. Nowadays, people more and more choose which products they let into their lives based on emotional factors and lifestyle

    10、 fit. However, as early anecdotal evidence such as Volvo and our research show, buying online becomes more and more common. Especially for young digital-native customers, for whom a car is less a status symbol than for older generations, it would be surprising if eCommerce trends of other industries

    11、 would steer clear of the automotive industry. Looking at the numbers, our Cars Online Trend Study reveals that 3 out of 4 customers would buy a car online already in 2016. Customers thereby expect an online price advantage and time savings, as they are used to from other industries. Figure 1 sums u

    12、p some of the most important findings of our research. Particularly impor-tant for automotive companies will be the seamless channel integration: for products as complex as cars, custom-ers simply expect to be able to change between the physical and digital sphere continuously. Digital disruption af

    13、fects traditional automotive sales modelsAutomotive companies are ever more challenged by companies from other industries companies which dominate customers online habits and expecta-tions. Especially pure online players and customer centric companies such as the GAFAs (Google, Amazon, Facebook, App

    14、le) and BATs (Baidu, Alibaba und Tencent) of this world shape customer expectations glob-ally, as Capgeminis Cars Online Trend Study 2018 demonstrated. Customers simply expect the same treatment from their carmaker (and dealer) as they receive from consumer goods Figure 1:Capgemini Invent 2019Custom

    15、ers are already willing to purchase vehicles and after sales products online, but have specific expectations towards online sales of the respondents expecta price advantage55%45% of the respondents expecta broader assortment(not only local vehicles) of the respondents expecttime savings or moreconve

    16、nience35%64% from the online platform of athird-party (e.g. mobile.de,Autoscout24). from a licensed dealerships online shop 63%Customers are indifferent towards purchasing a car online from the OEM,licensed dealerships or third-partiesWhen purchasing online, customers expect aprice advantage and a b

    17、roader product andservice assortment of the respondents are willingto purchase a car online 75% of the respondents wouldobtain service and maintenancepackages online 33%65% of the respondents wouldbuy parts & accessories online from the manufacturers online shop 63%Automotive customers show a highwi

    18、llingness for purchasing cars andafter sales products & services online1https:/ retail companies. Therefore, these players move into the automotive industry will be even more challeng-ing for traditional carmakers. In 2017 Amazon announced their plans to sell cars and corresponding products on their

    19、 platform.2 This event should ring the alarm bell in automotive CEOs offices, as this would be the first indus-try not to be completely disrupted by Amazon.Digital innovation offers opportuni-ties for automotive eCommerceNew technologies can also be of great use for the eCommerce approaches of car m

    20、akers. For instance, 360 car photos and virtual/augmented real-ity allow opportunities for the visual quality of their offers, while e.g. video chat or face recognition enables digital processes like user authentication. OEMs will need to find a way to include Figure 2: Different new technologies an

    21、d players are shaping automotive eCommerceAutomotive start-upsBig techs & eCommerce players New technologiesVirtual RealityCapgemini Invent 2019New technologies allow the creation ofdisruptive digital business New opportunitiesExamples: Cloud, artificial intelligence, virtual reality, digital verifi

    22、cation methods, digital marketing and new payment methods Big tech & eCommerce players shape customer Increasing customer expectationsExamples: Cross-channel, cross-device, 24/7 customer support, convenient (& free) delivery, simple return, intuitiveprocesses, personalized offers New market player c

    23、ompete for the clientrelationship and disrupt the value chain New coopetitionExamples: Carvana sells 100% of their used cars online without using any dealerships, instamotion enables onlinetrade-ins for the purchase of used cars these technologies in their operations to make online sales happen. Sin

    24、ce product lifecycles and therefore innovation times are generally much shorter in technology companies, auto-motive OEMs increasingly will need to collaborate with these companies to integrate new tools and processes in their online sales customer jour-ney. This puts them in a somewhat ambivalent p

    25、osition, as they need to collaborate and compete with these players at the same time. For example, OEMs and their dealers could use Amazons platform to market (after sales) products to maximize reach while building up their own branded shop ecosystem and be in direct com-petition with Amazon. We cal

    26、l this phenomenon coopetition. OEMs will have to manage this situation care-fully and especially safeguard against transferring sensitive resources such as customers or transaction data to their coopetitioners. 2https:/ keep track with changes, carmakers shouldnt refuse to collaborate with innova-ti

    27、ve companies that push forward in their own busi-ness model. However, they should be cautious on what information to share with their coopetitioners. Crucial data should always be in pos-session of OEMs.”Christian Kster Automotive Account Executive, Capgemini Invent Central Europe456I T S A L L A BO

    28、U T DE SIG NING A NE W E XPER IENCEThe following section outlines how OEMs can use the chances of digital innovation and react to new coopetitioners to sell cars, parts and services online. Considering the shift cars are under-going from the main means of transportation and status symbol to just one

    29、 option in a mix of various mobility offers, OEMs must come up with something new to convince customers. In todays world, a car has to reflect and neatly fit into a persons individual lifestyle. The experience needs to transform from being a product that customers want to own to a platform fulfillin

    30、g a number of services. This change imposes the chal-lenge to readjust the way to connect with the consumer, as it fundamen-tally changes the dynamics of the purchase decision. However, if done right it opens a vast amount of new opportunities at the same time. Once a consumer decides to invest into

    31、 a certain ecosystem, it opens doors which enable automotive companies to get very close to their customers and integrate closely with their desires and needs apart from just getting from A to B.Using customers lifestyle to sell onlineAt the beginning of every solid design-process comes a discovery

    32、phase. As shown in figure 3, the discovery that the car plays in customers lives. Using a variety of online and offline channels, customers start forming an opinion on the values they associate with a car and put themselves in the pictures progressively. Through the insights generated during a quali

    33、tative research phase it is possible to easily personalize and tailor: car customiza-tion has always been an important feature of the way these functional means of transportations become objects of personality and desire. This is even more true since the diffusion of mass customization and just-in-t

    34、ime. Taking pages from the book of the fashion industry, with their product personalization (e.g. Nike ID), customer experience design can help custom-ers easily customize, personalize and tailor the car they are looking for to buy. The difference is that besides the typical customization through de

    35、tailed features theres a trend towards cus-tomization by lifestyle and life events.Online and offline integration is keyAs eCommerce becomes an ingrained component in consumers lives in areas as grocery, fashion, utilities and white goods, people have started to use a mix of online and offline chann

    36、els to go through the decision making of buying a car. Dealers and retail points have shifted their role: they are now experience centers. Selling is not going to be their primary activity anymore, “From the users perspective, there is no online or offline - all that counts is the added value.”Chris

    37、tian Jung Head of Idean Studio Berlinphase take a major part of time and effort, before the design team can start with several iterations. Besides getting a clear understanding on the overall business goals and techno-logical capabilities this first phase is all about gaining a deep understand-ing o

    38、f and empathy for the user. Through the means of ethnographic research methodologies like contex-tual inquires, qualitative in-depth interviews and observations, OEMs are able to uncover customers prob-lems, desires and needs and translate these into insights. This approach ensures that organization

    39、s dont fall into inside-outside thinking, mean-ing that organizational processes and structures dictate the way products and services are shaped. Considering the important role that lifestyles and mindsets play in guiding the way people make purchase decisions, it is even more important to get as cl

    40、ose as possible into the minds and hearts of customers. It helps to focus on how the car fits in peoples new lifestyles, as consum-ers now have more and more options, OEMs need to redefine the key func-tional, emotional and social aspects DiscoverDefineStrategic DesignWhat to buildDetailed Design &

    41、ExecutionHow to build itRefineRefineRefineCapgemini Invent 2019Figure 3: Project phasesThe online purchase is a step of high importance, and is often associated with a lot of doubts, uncertainties and second-thoughts. The lack of a person a dealer or customer repre-sentative to support throughout th

    42、e journey may increase the possibility that the whole process feels uncom-fortable for the user. Careful design of the eCommerce process brings the right information to customers as they start having these uncertainties. It also helps customers to get in touch online with people who can support them

    43、 in their micro-moments of doubts: online concierges (a mix of automated and human support) as well as direct connection with online customer sup-port integrated at the right time within the journey make a difference in reassuring people and giving them the confidence to continue without someone els

    44、e driving their purchasing experience. However, more is not always better. Adding a technology should always be the means to an end to solve an exist-ing problem, satisfy a customer pain point or deliver real joy. Mindlessly using it just to “see what sticks” can create the opposite result. not as m

    45、uch as allowing people to touch, feel and play with their poten-tial new purchase. Following this evidence, digital chan-nels are increasing their importance in disintermediated buying: once tried, individuals and families are becom-ing more familiar with the idea of an evening in front of a compute

    46、r - or even more frequently a mobile device where they can customize their car and order it without the mediation of a dealer. Experience design helps brands re-shape the pre-purchase discovery journey: by considering the purchase journey something that happens across multiple touchpoints, design te

    47、ams can assist brands create a holistic approach to helping consumers through the different steps of the decision-making process. As the last layer, service design helps to orchestrate and marry individual touchpoints into one seamless, coher-ent experience while at the same time accounting for busi

    48、ness goals and the necessary internal processes and structures (see figure 4). Through the creation of customer journey maps and service design blueprints, OEMs gain an overview of the current way the overall experience comes into place. In addition, they can figure out what parts need to be redesig

    49、ned in order to enhance the outcome from a cus-tomer perspective: it helps orchestrate marketing, digital and retail initiatives in a way that is seamlessly connected and based on what consumers do. It divides the experience into frontstage and backstage activities, where the first is all about what

    50、 the customer sees and experiences and the latter accounts for the necessary processes that need to adapt inside the organiza-tion to be able to deliver value to the customer. Constantly assuming these two views in relation to each other makes sure that the whole system is changed instead of single

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