Renewal of the go-to-market strategy for B2B sales
Automotive, Strategy

Go-to-market strategy for the B2B segment of the Italian national sales company of a Japanese automotive OEM


Challenge

The growth of the Italian automotive market, volumes of new car registrations, and a new favorable fiscal policy for the B2B market released for 2016 boosted market expectations.

 

The client asked Arthur D. Little to redesign its go-to-market strategy in the B2B segment (purchase and leasing for corporate/business client) in order to improve its performance against its main competitors and exploit the full market potential. 

 

The required support needed to focus on quantifying the B2B segment volume potential, identifying the main attractive areas and fine-tuning commercial offerings, sales channels, processes and tools.

Approach

We have pursued our analysis over three project pillars: market potential, B2B format assessment, and competitive intensity.

 

The assessment of the market potential included not only the analysis of corporate customers’ databases and quantification of potential demand in the next 5 years, but also the analysis of Italian companies, considering their car park characteristics and financial information, and selecting those that best fit the client’s product range. 

 

By mapping potential customers to each cluster according to geo-position, size of the company, and sales-volumes potential, strategic market areas (SMAs) were identified.

 

The critical review of the dealer B2B format of our client comprised the analysis of internal data and documentations related to corporate sales-channel structure (website and engagement method), sales processes and tools, coverage of SMAs and reporting activities. 

 

Finally we assessed the competitive arena, analyzing our client’s main competitors’ B2B models and executing market research to identify real commercial-offering and pricing strategies. 

Value

  • Improved geographical market coverage in areas with high sales potential 
  • New client engagement strategy differentiated by customer segment: KAM model for large-car-park companies; CRM model for medium-small enterprises that will be addressed directly by renewed dealers specific to B2B sales 
  • Two specific commercial programs depending on company volumes
  • Fine-tunings for product strategy, formats and website areas 
  • Implementation structure, plan and tracking tools of the commercial initiatives 
The new strategy estimated market-share growth potential in the B2B segment of up to 5% (+50%) at the end of the plan timeline, with an additional 2,000 units sold per year.

This consulting work definitely added value to our BU, unveiling precious insight for our business. I am deeply impressed with such a quantitative approach that generated a solid rationale for our growth plan - Corporate Sales General Manager (BU Director)