The digital marketing operating system assessment measures an automaker’s digital maturity and develops a prioritized roadmap to transform customer engagement. Every element of the automotive business model is undergoing transformation. Consumers’ evolving preferences are driving next level customer experience, convenience in customer interaction, new ownership models and e-mobility. More than ever, to be distinctive, original equipment manufacturers (OEMs) must deepen their customer relationships. Brands must move from merely functional (“my car gets me from A to B”) to indispensable (“my car is an extension of me”) in the eyes of their customers.
According to our consumer research, The Digital Life Index, 65 percent of people view their vehicle in a utilitarian way – as a way to get where they need to go or convenient for their family’s needs. Forty-five percent of people view their vehicle as personally fulfilling – as a reward for their success, to enable their hobbies or passions, or express who they are.
“To deepen customer relationships, we created an assessment to look at how OEMs have created always-on experiences, how they’re using data to personalize and improve those customer experiences, the level of digital tools they are using in their marketing efforts and how they are engaging in an agile mindset to meet consumers’ changing needs,” says Alyssa Altman, transportation and mobility lead for North America.
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A digital marketing operating system is often the first step to providing a seamless, personalized and efficient customer experience across the three tiers of automotive sales and marketing: the OEM, national sales companies and dealers.
“We often see disconnected and siloed digital activities. This means that the customer journey is also disconnected, which impacts the sales funnel. By connecting these activities, OEMs can ensure higher conversion and customer satisfaction,” says Matthias von Alten, global management consulting lead for the automotive industry at Publicis Sapient.
This assessment looks at four core building blocks consisting of nine dimensions that are ranked on a scale from one (lowest maturity) to four (highest maturity). The first two – always-on connected experiences and data-driven funnels – often have the biggest effect and strategic importance.
The goal for OEMs is not to achieve a four in all areas but rather to prioritize the efforts needed to compete or make the desired pivot.
A seamless omni-channel experience delivers a cohesive and consistent customer experience regardless of where consumers engage.
For example, Honda’s Shop Simple Program provides customers with a one-stop shop experience online to purchase a Honda or Acura. Customers are able to search for a specific vehicle, locate it in a dealer's inventory, view costs and apply for financing. If the process results in a sale, the Honda dealer in many cases provides a home delivery option. Honda has integrated its customer-relationship management platform and databases with their network of dealers to enable communication and transparency throughout the sales and after-sales process.
Data intelligence drives a complete view of the customer through connected data.
Analytics and measurement allow the OEM to develop insights to personalize, improve marketing return on investment (ROI) and make data-driven decisions.
For example, Nissan’s PACE digital showroom consolidates data assets from 190 markets into a single platform. Using AI and machine learning, PACE analyzes global visitor metrics to identify both positive and negative performance anomalies specific to each market. PACE also employs the latest algorithmic technology to help the automaker prioritize efforts expected to have the greatest customer impact, as well as the highest ROI.
Engagement activation allows OEMs to efficiently activate the right messages and content across channels.
For example, Ford is moving towards a more agile, creative and efficient marketing organization by creating more than 100 new in-house global marketing positions that are tied to brand design, digital labs, customer experience and partnerships. The company is using emerging tools and technologies to drive customer-centricity, personalize marketing communications and bolster even greater use of digital platforms.
The right talent and culture will help OEMs realize digital marketing transformation and outcomes.
An agile operating model consists of self-directed, empowered teams with a test-and-learn mentality and iterative delivery.
Technology and tools enable efficient collaboration, access to data and insights, time to market, automation and employee culture and experience.
For example, GM’s overarching goal is to “optimize everything”. The company uses data and insights to fuel cultural transformation, generate new revenue streams and improve customer experience. Data is democratized so that all employees have access to data and are encouraged to use it to answer questions and make decisions. Customer, corporate and business data are managed as a single strategic asset to increase transparency, break down siloes and help GM successfully digitally transform.
“In many cases, it is less about the comparison to competitors and more about the overall assessment of their digital maturity leading to the prioritization of future investments in digital”, says Altman. Through this strategic process, OEMs can work towards the level of maturity they aspire to across key digital marketing functions and ensure the focus is on how to create the best experience to achieve optimal results for the company.