科尔尼——客户竞争

OfficefortheStudyofAutomotiveTransportation,TheUniversityofMichiganTransportationInstituteA.T.Kearney,Inc.GlobalAutomotivePracticeCompetingforCustomersTheFutureofAutomotiveRetailingCompetingforCustomersTheFutureofAutomotiveRetailingOfficefortheStudyofAutomotiveTransportationA.T.KearneyProjectAccount375338MichaelS.FlynnBruceM.BelzowskiKaraF.AlkireRichardH.SenterKimHillJackC.CragenAuthors:JamesA.MateykaDianeK.WujciakAuthors:August,2000UniversityofMichiganTransportationResearchInstituteOfficefortheStudyofAutomotiveTransportationUMTRI2000-29ThemembersoftheA.T.KearneyandOSATteamswouldliketothanktheautomotivemanufacturers,dealers,andanalystswhoparticipatedinourstudy.Weareespeciallygratefulforthetimeandinsighttheyvolun-teeredinsupportofourefforts.Wehopethisreportjustifiestheircontri-butions.Wewouldalsoliketothankthefollowingindividualsfortheirimportantcontributionstoourefforts:JamesG.OÕBrien,Jr.,JayC.Houghton,andMartyTaylorformerlyofA.T.Kearney;LarryStout,formerlyofElectronicDataSystems;EricBudnik,M.LeeBurge,JeffreyDavis,DavidGraham,GinaKang,JeremyMeyer,BarbaraRichardson,andHollySmithofOSAT;andElizabethSpearandPaulTaylorofNADAÕsIndustryAnalysisDivision.AutomotiveDistributionToday10PowerShiftsAlongtheAutomotiveValueChain13Distribution:ComparativeIndustries15ConsolidationSuperstoresDisintermediationTheInternetMicro-marketingTheAutomotiveDistributionSystemToday22DealershipsTodayDistributionandtheCustomer34WhoIstheCustomer?34WhyDoestheCustomerBuy?37AdvertisingChangingImportanceofPurchaseCriteriaHowTheCustomerBuys45TheGeographyofCompetitionTheGeographyofCustomerChoiceTheSalesProcessTheManufacturer-DealerRelationship51Manufacturer-DealerRelations51DealerBusinessEfforts54TheDistributionSystemoftheFuture56Conclusions63ContentsExecutiveSummary2Introduction9TheOfficefortheStudyofAutomotiveTransportation,withfundingfromA.T.Kearney,performedthisstudyofthefutureofautomotiveretailing.Thestudyconstitutedathreestageeffort:first,areviewofdistributionsystemsforthreebigticketconsumerproductindustries;second,45interviewswiththoughtleadersamongautomotivedealers,manufacturers,andanalysts;andthird,amailquestionnairewithresponsesfrom775dealersand31executivesatmanufacturersfrom22differentcompaniesordivisions,coveringabout95percentofallU.S.sales.Costsattributedtotheexistingretailsystemareoftenreportedtobeashighas35percentofthetotalretailcostofthevehicle.Whileotherindustrieshaveimplementedmorecustomer-orientedformatsoroperations,automotiveretailingingeneralhasbeenslowertointroducesimilarinitiatives.Dealershavesecuredmultiplefranchisesovertheyearsinanefforttomeettheneedsoftheircustomersacrossmarketsegmentsandbrands.However,theycontinuetoexperiencethinnermarginsascompetitionintensifies,particularlyonnew-carsales.Dealerreturnshavedecreasedfromanetprofitof2.2percentofsalesin1985to1.7percentin1998.Dealerconsolidationisareality,justasitiswithsuppliersandmanufacturers.Therehasbeenadecreaseinthenumberofnew-cardealershipsandacorrespondingincreaseinsalesperdealership.Manyindependentdealer-shipsaredisappearingorconsolidatingtoformlargerdealershipsordealergroupswithhigheraveragesales.Newentrants,includinglarge,publicly-traded,retailgroups,haveacceleratedtheconsolidationoftheautomotiveretailindustry.Publicandprivatedealergroupscombinedrepresentagrowingpercentoftotalvehiclesales.PowerShiftsalongtheAutomotiveValueChainThesupplybasehascontracted,especiallyamongthelarge,technicallystrongsuppliers,whilethenumberofmanufacturerswithassemblyplantsinNorthAmericahaseffectivelyincreasedthree-orfour-fold,shiftingthepowerbalancebetweenthemanufacturersandtheirsuppliers.TheU.S.salesbasehasremainedrelativelyfixedoverthepast15years,shiftingthemanufacturer-customerpowerbalanceinthedirectionofincreasedconsumerpower.ExecutiveSummaryAutomotiveDistributionTodayCompetingforCustomers:TheFutureofAutomotiveRetailing2Manufacturershaveshiftedsomeoftheirstrategicfocusfromthesupplysideoftheirbusinesstothedemandside,probablyreflectingthreerealities.First,theyaremoredependentonfewersuppliersthatmediatemorecriti-calfunctionsthaninthepast.Second,dealerstooarenowlessdependentonanyparticularassembler,asdealershavemoreassemblerstochooseamong,andare,inmostcases,alreadymultifranchise.Third,theindustryÕsrhet-oricofrespondingtocustomerdesireshasnewmeaning,sincethecustomernowhasmorechoices,andthereforehasindeedgainedmarketpower.Distribution:ComparativeIndustriesInwhitegoods,suchaslargeappliances,extensiveearlyconsolidationamongretailershasmeantthatatleastsomeretailersbecamepowerfulenoughtocreatetheirownbrands.Infurniture,theverylargenumberofmanu-facturershasresultedinconsiderablepowerforafewlargechainsofretailers.Overthepastdecade,personal-computerretailinghasemployedmultiplesaleschannels,includingdirectselling.Independent,moderate-sizedapplianceandcomputerstoreshavelargelyvanished,replacedforthemostpartbyasmallernumberofsuperstoreswhichareoftenpartofmultioutletchains.Personalcomputerswereoriginallysoldinsmallspecialtystoresbutalsomigratedtothesuperstoremodel.Infurnitureretailing,bothamongfurni