What’s Driving Brand Loyalty In The B2B Automotive Market?
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Simon Staplehurst, Sewells / Bauer Media Hilary Barden, Sewells / Bauer Media
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What’s Driving Brand Loyalty In The B2B Automotive Market?
- 1. Is there manufacturer loyalty in the UK’s B2B automotive market? 23/06/2016 simon.staplehurst@bauermedia.co.uk hilary.barden@bauermedia.co.uk
- 2. Fleet sales = Cars, LCVs, HGVs, pool cars, motability, courtesy cars, daily rental
- 3. 38% (485,000) of UK companies manage business cars and/or LCVs 70% 25% 4% 1% UK fleets 250+ employees 50-249 employees 10-49 employees 1-9 employees 55% 45% UK fleet vehicles 250+ employees < 250 employees Source: Sewells Fleet Market Barometer 2015 Sample size, 1,000 UK businesses (1+ employees)
- 4. Can one fleet supplier reconcile all of these competing demands? User chooser LCV drivers Cash allowance Restricted badge drivers Grey Fleet Business, fleet and driver decision making groups Source: Sewells SME Fleet Dynamics 2016
- 5. 52% 60% 54%51%52%53% 58% 80% 59%58%61% 55% 61% 47% 63% 73% Manufacturer - Ability to resolve issues Franchised dealer - Ability to resolve issues Franchised dealer - Providing competitive discounts Manufacturer - Whole life costs Manufacturer - Providing competitive discounts Manufacturer - Suitability of new models for your fleet/business needs Manufacturer - Build quality Manufacturer - Vehicle reliability % very important Van Car It is difficult to prioritise product, finance, and service importance Better, faster, cheaper (greater cost management/transparency) and more convenient importance varies across procurement and fleet support Q – How important are the following… when reviewing their brand for your van fleet/business choice list? Source: Car/Van Fleet Operator Attitude Survey May 2016
- 6. SME 1-24 LCV fleets 1, Manufacturer websites 2, Direct contact with franchised dealers 3, Independent user reviews on the internet Source: Car/Van fleet Operator Attitude Survey May 2016 SME 1-24 car fleets 1, Feedback from company car drivers 2, Manufacturer websites 3, Automotive review/comparison websites Large fleets 500+ car fleets 1, Fleet operators/managers from other large fleets 2, My immediate manager/finance 3, Feedback from company car drivers Q –When considering adding a new manufacturer to your fleet/business car choice list, where do you GO TO FIRST for information when choosing cars for your company’s fleet? Fleet business information sources vary
- 7. 59% 44% 37% 64% 48% 38% 64% 55% 65% Driver of a premium brand Driver of a volume brand Driver of a New Generation/Challenger brand Within 6 months of renewal Within 3 months of renewal Within 3 months after pick-up Q - How likely would you be to consider another (brand driven) for your next company car? Definitely consider Base: 2,200 user choosers The constant driver consideration cycle All drivers groups form and change opinions during each phase – Pre, Post and In-market for a new car Source: Sewells User chooser Barometer 2015
- 8. Disruptions to existing supplier relationships
- 9. • 8 in 10 claim the off-balance sheet treatment of leasing/contract hire is important in their decision making for this type of finance Source: Sewells Fleet Market Report 2016 Source: BVRLA 2016 Consumer and the SME fleet customer journeys are starting to blur The franchised dealer remains the dominant source of car sourcing for SMEs with twice as much penetration vs. brokers (53% vs. 26%) Source: Sewells Fleet Operator:SME.
- 10. 8% 18% 6% 21% 7% 19% 14% 5% 2014-2015 yr-on-yr change A Mini B Supermini C Lower Medium D Upper Medium F Luxury F Luxury SUV H Dual purpose/SUV I MPV • 19% of top 10 SUVs fleet sales were Challenger/New Generation brands • 6% were premium +13% -11% -8% +1% +2% +16% +26% -29% The fleet car parc is changing Fleet car preferences no longer only sit within traditional fleet manufacturer brands and C & D segments Source: SMMT 5% 27% 68% Challenger/New Generation Premium Volume Top 10 fleet brands share (2015) 2005 86% 14% -
- 11. • In Sept 2015, 8 out of 10 fleet decision makers believed that the emissions investigation would have implications for the car fleet market • By April, 4 in 10 making changes to their proportion of diesel cars • 1 in 4 are also now more likely to consider alternative fuelled cars e.g. hybrid or electric Sewells Fleet Barometer 2015/16 0 5000 10000 15000 20000 25000 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Volkswagen Sales Car Fleet Car Retail LCV Fleet Linear (Car Fleet ) Linear (Car Retail ) Linear (LCV Fleet) Source: SMMT It does not just impact the brand The impact on fleet was more stable than retail Case study Emissions
- 12. -80% -60% -40% -20% 0% 20% 40% 60% 80% Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 Alternative Fuel Car Registration - YoY% Variance Pure Electric Hybrid-Petrol Electric Hybrid-Diesel Electric Source: SMMT What about alternative fuel car registrations? Case study Emissions
- 13. Pledge to accelerate the introduction of an ultra low emissions zone in London. At least 5 other UK expected to follow Barriers to adoption: • Electric vehicle range and access to charge points 41% of fleets have introduced/considering the introduction of hybrid vehicles over diesel. 20% are considering electric vehicles Source: Sewells Alternative White Paper 2016 By 2020 estimates say 10% of new car registrations will be electric Four years, one vehicle replacement cycle to act
- 14. Conclusion: Prioritising future customer groups
- 15. Almost 12,000 firms in Britain described as high growth status
- 16. Segments: Trade, Business, Delivery, Administration, Professional services, Manufacturing, Public sector man's meat is another man's poison Trade Services Professional Services There are influencers during key stages of business growth
Notes de l'éditeur
- Intro We are neaarly there. Last ones on. It has been a fascinating day. We are Cherry on the icing…. 25 mins to power through… Sewells are specialist B2B, fleet and finance. Strength is in our links with key audiences, suppliers, and trade bodies within the industrys such as the BVRLA and SMMT This presentation is primarily based on over 5,000 interviews in this sector undertaken in the last 12 months and further work findinsgs from the above bodies. Hilary and myself will share the presentation We will talk about the importance of different decision making stakeholders, Business and driver customers journey the changing shape of funding and the fleet car parc, impact of emmissions on alternative fuels, and then the importance of prioritising future SME customer groups
- The automotive industry is awash with sales figures and statistics at first glance appear to be contradictory Last year was a record year in new car registrations. Fleet makes up about 50% of those. The challenge for fleet suppliers there are numerous parts to fleets, numerous customer groups, sales channels, business requirements. Trade off between current business need, strength of supplier relationships. In times of recession business tend to keep their vehicles for longer and there are diffen
- Historically, some companies have been more important than others to top 1% make up 45% of UK vehicle park. This tends to be where strngth of those relationships have been measured. Again primarily through short term sales In a matuer market greater emphasis is
- There is still a requirement for the UK market to make up any shortfall of sales across Europe and as such targets remain high which is leasing to short-term pressure. This has impacted on generous finance offers in retail and investment in fleet, however it is where there is an obvious gap in the product range (engine derivative or age of model) that the growth demand cannot be delivered and this impacts on distress sales to rental and mobility channels sectors. There is a feeling that longer term profitability is being address through streamlining engineering i.e. sharing of platforms, drivetrains and engines across models. The UK market is feeding back to the factories specific requirements which enables then to sell me product, profitably, however, given the global priorities of manufacturers there is not always a timely solution available. I spoke with Jeff at JLR today, they tend not to deal with rental or mobility as a luxury brand, the challenge of profitability may come when more product is sold to fleet in the firm of volume deals as their range expands. JLR do run a Fleet VOC and do segment their CRM system they target different sectors based on finance, CH&L, Fleet & Business and Public Sector. They are starting to consider industry sectors, however, the brand heritage means that they are relevant to many fleets (at the top end).
- 57% of top 10 manufacturer SUVs sales were registered as fleet
- Government promotion of electric vehicles with capital subsidies and zero road tax, installation of public charging points, circa 10,500
- London: Finance Tech Cambridge: Biotech and Computing Manchester: Creative, Design and New Media Bristol: Creative, Computer games M4 Corridor: IT and software development Newcastle: Computer games Edinburgh: Finance, Insurance, creative
- Sic code contacts are too broad for identifying fleet characteristics Obviously the point of this adage, is that people can view the same experience in different ways, depending on the context they’re experiencing it in. Best practice customer service needs to start with understanding this context. How people score satisfaction or NPS is influenced by a multitude of factors such as… These influences (which are both internal & external) set people’s expectations of service. What’s key is that some of these will be rational and others emotional. So to give you an example I went to BobBob Ricard’s last week and felt the service was efficient yet cold. Conversely I went to Treadwells and the service was friendly but a tad too ‘pub-like’ not what I’d have expected of a Marcus Wearing restaurant. Neuroscience techniques are beginning to help us to identify and measure people’s emotions and feelings.