T. K. Hamann | Reorganizing the Key-Account and Direct-Trade Business for a Leading Car Brand

Automotive & Mobility

Reorganizing the Key-Account and Direct-Trade Business for a Leading Car Brand

What processes and organizational structure are ideal for being successful in the key-account and direct-trade business and—as measured by the potential profit contribution?

Analyzing and making the established organizational concept plausible:

Roughly segmenting the key accounts and direct customers
Describing the core processes by customer segments
Contrasting the processes and organizational structure with best practices
Anticipating future requirements
Enhancing the concept by interviewing typical customers
Identifying weaknesses and deriving/prioritizing actions based on the need for action

Designing the to-be organization:

Documenting the to-be processes
Developing different options for the organizational structure
Evaluating the options and selecting the favorite options
Planning the required capacity and resources
Specifying the internal and external interfaces
Identifying further levers for effectiveness and efficiency improvements

To-be processes defined by customer segments

Organizational structure (to be) derived and backed with capacity/resources