Sectors
Automotive
In the automotive industry, the commercial experience often carries as much weight as the product. A missed opportunity during the service process can mean losing a high-value sale — and in many cases, a customer for life.
The automotive commercial process as a critical variable
Buying a vehicle is one of the highest-value decisions a consumer makes. The process takes weeks or months, includes multiple contacts with the dealership and is conditioned by the experience at each of those points. A customer who receives poor service on the initial visit may not return, even if the vehicle and price are exactly what they were looking for.
For brands and networks with multiple dealerships, consistency of the commercial process between points of sale is a permanent challenge. Each dealership is operated with different teams, different training levels and different service criteria. Customers perceive significant differences between points of sale of the same brand, generating a fragmented experience that makes trust-building difficult.
Sales reports show how many vehicles were sold. They do not show how many opportunities were lost during the service process. That information is only available through independent evaluations observing the complete process under real conditions.
Frequent challenges
Customers arrive at the dealership, interact with the team and leave without buying or committing. The difference between those who convert well and those who do not usually lies in how they execute the commercial process.
Customers who visited and did not buy receive no systematic follow-up. Each advisor decides whether to call, when and what to say. Post-visit closing opportunities are lost due to lack of process.
Some advisors have significantly higher conversion rates than others, with the same products and customers. The difference lies in commercial process execution.
The advisor offers vehicles without having precisely understood what the customer is looking for: intended use, budget, priorities. The proposal is not adapted and conversion drops.
Customers visiting different points of sale of the same brand receive noticeably different experiences, weakening trust in the brand as a whole.
What we evaluate
How the team receives the customer upon arrival: wait time, first contact quality and readiness to serve.
How the advisor presents vehicles: proposal structure, technical knowledge and ability to adapt the presentation to the customer's profile.
To what extent the advisor asks questions to understand what the customer is looking for before making a specific proposal.
Whether the advisor records customer data, proposes a concrete next step and follows up after the visit.
Quality and clarity of the financing or price proposal: whether it adapts to the customer, terms are explained and price comparisons are handled appropriately.
How the test drive instance is managed: whether it is actively proposed, how it is conducted and what conversation occurs during and after.
To what extent the advisor attempts to close the sale or at least define a committed next step at the end of the visit.
Applicable solutions
Evaluators visiting the dealership as real customers and going through the complete service and sales process. They observe how the team executes each stage of the commercial process without knowing they are being evaluated.
Structured programs with automotive-specific indicators: reception, needs detection, presentation, follow-up and conversion, comparable between dealerships.
Definition of the commercial process to follow at each point of sale, with clear criteria about what is expected at each stage and how performance is evaluated.
Follow-up of findings with action plans, owners and verification that commercial process changes generated impact on conversion rates.
How many opportunities are lost in the service process?
An independent evaluation of the commercial process identifies at which stage opportunities are lost and what specific changes can improve conversion at each point of sale.
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