Case: Interim Export Director reporting to CEO

Car OEM wants to reorganize his Network of Private Importers throughout North-Africa and Europe.

There was not enough competence in the OEM M&S department to handle this major process hands on. After quickly developing Minimum-and Legal Standards with the OEM export department and some experts from VP&P, existing Importers were personally visited together with a high potential young manager from the OEM. The importers after explaining the process were than canceled, but also given the opportunity to qualify again under the new standards. At the same time by deeply involving him given, the future Export-Sales manager a training on the job.

Case: Changing environment for Sales

Car Dealer want to develop his sales force from salesman to mobility advisors

Split the sales department in to senior-advisors for traditional sales activity with traditional customers and junior-advisors focused to become product advisors for buyers over the net and through social media. Guiding the young buyers through the product specs and range. Set up chat box with those „juniors“ to quickly be able to answer outstanding questions. Leave provision system by replacing this remuneration system by a bonus system through a customer satisfaction based remuneration.

Case: Develop sales force in multifunctional advisors including financial package offers

Develop the „sales“force not only to become mobility advisors but also make them aware and fit to offer the right leasing-and/or finance package which is essential fort he future success of a retail company. Repeating sales is only going to work if an integral offer can be made keeping a grip on the customer.

Case: Reorganize a major family owned dealer group in crisis and without succession to become a interesting acquisition object

Make profit in a crisis situation

In the economic crisis of 2008-2009 this group was sliding into a loss making operation whereby the Shareholder without succession wanted to sell the company. A VP&P Expert took charge of the daily operation and took a lot of short term initiatives to take cost out of the operation.After a while those measures came to fruition and the operation was profitable again and sold to a brand colleague.

Case: Reorganize a dealership part of a group who is geologically working in a other EU country and were management is to distant

Prepare this loss making operation for an acquisition

In this specific case VP&P invested to become a majority shareholder, the original owners a minority shareholder. By changing the processes in this dealership and a strong day-to-day management attendance, this dealership was profitable again within a year and was recapitalized.It has grown to be a top 10 dealer within the national dealer organization and announced "Dealer of the year" in 2022 by the OEM.

Individual-and group coaching in M&S

Coaching of individuals-and groups for the changing Sales & Marketing environment.

Guide the sales force through the changing Sales & Marketing environment by coaching them on their workplace and develop the „personality“ of the individuals.

Seminars

Case: Dealer council wanted their dealers to be informed about major changes in the OEM structure and environmental developments in Europe

Give our dealers an inside in the consequences of a zero-emission changing environment.

1. OEM recently regrouping bringing four Brands under one holding, “forgot“ to properly inform their dealers of the market leading brand about the future possible consequences of inter-brand development.

2. The same time in a dramatically changing zero-emission environment, kept their dealers in the dark about the different solutions chosen.
Organize a five day seminar were all the possible consequences will be presented by VP&P experts (incl. 2 TU professors) and through Q&A sessions clear up the outstanding questions.

Developing a dealership on new ground

Case: After taking over two fully operational, but loss making dealerships, to be turned around in profitable units the next development was to start one on new ground. Build up a new profitable dealership.

The OEM wanted a nearby area to be developed into a proper dealer area because of increasing Logistic importance.

A VP&P expert after searching-and finding a big enough workshop with offices and 10000 square meter parking space, this dealership started three months before the COVID-19 outbreak.

Already in the first full year there was an operational breakeven and since than a growing amount of turnover and profit coming from al area’s of the business, workshop, parts and truck sales.