Strategies for Success in the Automotive Industry
•Descargar como PPT, PDF•
1 recomendación•175 vistas
Business Operations Final Project exploring the operational decisions performed by Leith Inc, a Raleigh based dealership. This presentation explores their operational strategy, forecasting demand decisions, inventory management, capacity planning, and our team's recommendations.
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (16)
Destacado
Destacado (20)
Similar a Strategies for Success in the Automotive Industry
Similar a Strategies for Success in the Automotive Industry (20)
Último
Último (20)
Strategies for Success in the Automotive Industry
- 1. By: Christopher Donaldson, Tyler Hagan, Jin Kang, Theodore Prime, Nathan Samiec, & Michael Rhine
- 2. Agenda
- 3. Becoming a Winner • Location, Location, Location • Autopark: 1 stop shop • Capitalizing on Market • Competitors
- 5. Employee Growth and Development
- 6. Employee Growth and Development • Rarely fire • One recruiter • New employee orientation every Monday (10-30 new employees each week across franchises)
- 7. Customer Experience • Transparency • No waiting time • Autopark format – added convenience • Salespeople maintain relationships
- 8. Profitability • Last priority • Marketing strategy • Car displays • Online marketing – cars.com, Autotrader • Internal marketing company
- 9. Forecasting • Seasonality • Yearly • Monthly • Weekly • Trends • 10 avg. customers per day • 1% net profit
- 10. Forecasting Methods • Past sales data • Economic factors • 90-day Rolling Average
- 11. Inventory Management • Allotments from Producer • Lead Time • 5 months for Rolls Royce • 8-10 weeks • 8 cars per truck
- 12. Inventory Management • ABC Classification • Used, New, Certified • Inventory Policy • Periodic review: once a week • 60 days to sell used cars • Auctions, other dealerships • 50/50 new/used split
- 13. Throughput and Capacity • Customer Arrival Rate • 10 customers willing to buy a car per day • ~15% of walk-ins are willing to buy a car • Mercedes garage: 210 working hours per day • Service Rate • Service department busier than sales department • 9 salespeople • 23 technicians
- 14. Throughput and Capacity • Staffing efforts so a salesperson is always available • Accommodates buyers • Augments customer satisfaction • Goal- arrival rate<service rate • Service- 40 bays per building • Poses problems for popular dealerships • Increased capacity in both sales and services during recession • Increased demand/throughput since 2010
- 15. Utilization • Paperwork process holds highest utilization in sales process • Red tape • Bay areas possess highest utilization for services •Service Sector Improvements • Service reports to compare actual and objective hours worked • Electronic communication, decreasing service time
- 16. Bottlenecks
- 17. Suggestions
- 18. Summary
Notas del editor
- Wordiness Luxury: AUDI, BMW, Acura, Maserati, Jaguar, Mercedes-Benz, & Porsche. Mid-Range: Honda, Land Rover, Lincoln, Smart, & Mitsubishi. : Hendrick’s, Charles Boyd, Johnson, Fred Anderson
- 43% have worked at Leith for at least 5 years
- , but aggressively try to hire Constantly looking for the right people
- What does Happens last mean?
- Insert seasonal trends that are in notes
- Insert chart or graph depicting this
- Insert chart or graph depicting this
- Insert chart or graph depicting this
- Wordiness
- Wordiness
- Main two: paperwork (sales) and bay areas (service) Individual sellers’ strategy Relates to training, goal setting, and interactions with customers Manufacturer requirements of locations for service and sales False customer diagnosis of cars’ problems – slows down service process