埃森哲奔驰中国零售消费者洞察项目完整报告

Retail

Customer

Insight

Project

Phase

IIFinalReviewReportCC

StrategyMar

20162Executive

summaryHing

giant

accumulated

customer

information,

DMS

data

mining

bes

more

vital

to

obtaincustomer

insights

and

identify

sales

opportunitiesRCI

project

aims

to

provide

dealership

a

set

of

systematic

data

analytics

models,

tools

andplatforms,

through

which

dealers

can

conduct

specific

business

analysis

based

on

their

ownexisting

customer

data

treasure

to

support

daily

businessAs

in-depth

expansion

of

RCI

phase

I,

phase

II

included

5

separated

model

themes

focusing

oncross

selling

analytics

by

considering

both

internal

/

external

demand

and

feasibility

study

resultsA

two-stream

analytics

consisting

of

both

descriptive

and

advanced

predictive

methodswere

applied

to

deliver

impacts

on

multiple

value

levers5

models

were

developed

while

high

impact

attributes

and

purchase

propensity

lists

wereidentified

through

model

analytics4

dealer

pilot

workshops

were

conducted

countrywide

to

prove

model

value

and

collectsuggestions;

model

results

hebeen

well

recognized

based

on

dealers’

feedback1.3

~3.2

Mn

RMB

annual

value

per

dealer

and

530

~

1,280

Mn

RMB

for

all

dealers

were

identifiedfrom

two

phases

of

RCI

projectsLooking

forward,

DMS

data

based

analytics

is

expected

to

be

more

efficient

with

the

systemimplementationpletedExecutive

summaryContent3Project

progressAnalytics

themesModel

analyticsresultsDealer

on-site

pilot

summaryProject

summaryAppendixWe

he

successfully

finished

the

RCI

project

phase

II

based

onour

initial

schedule

during

the

past

3

months…Project

planDec

Jan

Feb

Mar1

2

3

4

5

6

7

8

9

10

11

12

13

14

15We

arehere4WeekSpring

Festival

&project

breakActivityTheme

feasibility

check

and

determinationRe-check

potential

models

for

analysisConduct

model

theme

feasibility

checkReview

and

agree

on

models

for

analysisData

collection

and

cleaningDevelop

data

mart

for

model

analysisCollect

and

clean

DMS

data

for

model

analysisModel

design

and

analysisDesign

modelsReview

and

finalize

modelsConduct

descriptive

&

predictive

analyticsDealer

pilot

and

model

refinementConduct

onsite

pilot

for

dealer

1,2,3,4Collect

feedback

and

refine

models

ifnecessaryProject

summaryDevelop

high

level

BRD

documentDevelop

final

project

reportProject

progress5…and

all

deliverables

he

beenpletedDeliverable

statusDeliverablesDeliverableDeliverable

detailsStatus1.

Analytic

themefeasibility

checkdocumentAnalytics

themes

feasibility

study

presentation

(PPT)pleted

onDec07th2.

Analytics

modelsAnalytics

models

for

4

dealers

(Excel)Analytics

model

finding

presentations

document

(PPT)Mid

term

review

document

(PPT)pleted

byMar

4th3.

Dealer

pilotdocumentsDealer

pilot

workshop

main

presentation

(PPT)Dealer

pilot

workshop

onsite

survey

questionnaires(Excel)pleted

onFeb

22nd4.

Business

requirementdocumentBusiness

requirement

document

for

future

systemimplementation

(Word)pleted

onMar

11th5.

Project

summaryreportProject

summary

report

(PPT)pleted

onMar

18thContent6Project

progressAnalytics

themesModel

analyticsresultsDealer

on-site

pilot

summaryProject

summaryAppendixAttract,

retain

and

grow

customers

are

dealers'

three

key

valuedrivers,

on

which

our

RCI

analytics

themes

he

been

builtDealers’

key

value

driversRCI

phase

II

is

the

extension

and

elaboration

of

phase

I

so

that

we

focus

on

howto

grow

our

existingcustomersNotes:

1.Customer

Loyalty

Analysis

is

similar

to

Repurchase

OpportunityAnalysis,

the

Repurchase

Opportunity

Analysis

Model

covers

both2.

Service

MaintenanceBehiorAnalysis

is

similar

to

Service

Cross

Selling

Opportunity

Analysis,

will

bebinedValueDriversIdentifiedThemesDataSufficiencyModelplexityValue

toDealerPriorityAttract

customers1

Fleet

Customer

Opportunity

AnalysisHighMediumLow-2

Target

Customer

Feature

AnalysisMediumMediumHighPhase

1Retain

customers3

Aftersales

Customer

Churn

AnalysisHighMediumHighPhase

14

Repurchase

Opportunity

AnalysisHighLowMediumPhase

15

Customer

Loyalty

Analysis

1HighMediumHigh-Grow

customers6

Sales

Cross

Selling

Opportunity

AnalysisMediumHighHighPhase

27

Service

Cross

Selling

Opportunity

AnalysisMediumHighHighPhase

28

Service

Maintenance

Behior

Analysis

2MediumLowMediumPhase

2Theme

feasibility

study7Considering

both

internal

/

external

demand

and

feasibility

studyresult,

we

selected

5

separated

model

themes

finallyAnalytics

theme

selectionWear

&

TearOil

upgradeOil

Upgrade

modelWiper

blade

modelBrake

disc

and

pad

modelV-belt

modelBattery

model12345mentsFocus

on

cross

selling

opportunityanalyticsMore

repetitive

cross

selling

items

withhigh

recurring

opportunitiesHigh

gross

margin

products

/

servicesData

sufficiency

of

existing

customers

isrelatively

adequate,

which

makes

modelanalysis

valuable

and

practicalAnalysis

results

to

be

applied

onexisting

customers

when

they

conductvehicle

re-purchase

or

aftersalesservicesTheme

feasibility

study8Analytic

method

was

also

enhanced:

atwo-stream

analytics

hadbeen

applied

to

deliver

impacts

on

multiple

value

leversPredictive

Analytics“SO

WHAT”Identify

attributes

and

its

level

of

impacthighly

correlated

to

the

purchase

of

acertain

servicePredict

customers

(segments)

with

highpurchase

propensityDescriptive

Analytics

/

Reporting“WHAT”Map

current

business

situation

based

onhistorical

dataGenerate

key

findings

based

on

analysisfrom

different

anglesKey

valuesMore

holistic

view

of

a

certain

servicebusinessImplication

on

service

designimprovement

(suggested

servicefrequency,

service

package

portfolio,

etc.)More

accurate

dealer

service

partsforecasting

and

ordering…More

relevant

/

targeted

cross

sellingapproachingIncrease

revenuePrioritized

service

efforts…Analytics

method9Content10Project

progressAnalytics

themesModel

analytics

resultsDealer

on-site

pilot

summaryProject

summaryAppendixCustomers

with

high

purchase

propensity

of

wiper

blades

are

thosewho

drive

more

or

conform

to

suggested

maintenance

intervalCustomers

drive

more

frequentthan

others

or

drive

less

butstrictly

conform

to

MB

suggestedmaintenance

intervalModel

analytics

-

wiper

bladeHigh

purchase

propensity

customertypologyIntroduce

various

causes

of

wiperwearing,

e.g.

hey

sunlight

exposure,dust

in

the

air,

poor

parking

conditionsEmphasize

that

wiper

is

critical

to

drivingsafetyEmphasize

on

potential

damage

ofwindshield

caused

by

damaged

wipers…Purchase

motivation

and

potential

salestactics11Customers

with

high

purchase

propensity

of

brake

pad

&

brakedisc

are

those

who

drive

more

and

own

high-end

carsModel

analytics

-

brake

disc

and

padCustomers

who

own

bigger

andheier

high-end

cars(S/ML/G/GL/R)

or

drive

moreintensivelyHigh

purchase

propensity

customertypologyRemind

customers

that

your

car

modelmay

lead

to

faster

wearing

of

brake

discand

pad;

or

your

driving

intensity

hascaused

the

wearing

of

brake

disc

and

padEmphasize

that

brake

disc

and

pad

arevery

critical

to

driving

safety…Purchase

motivation

and

potential

salestactics12Customers

with

high

purchase

propensity

of

V-belts

are

thosedrives

more

or

conform

to

suggested

maintenance

intervalCustomers

who

are

not

loyalty

tothe

dealer

and

may

onlyeback

once

after

maintain

2-3times

in

non

OEMauthorizedstoresHigh

purchase

propensity

customertypologyExplain

to

customers

on

what

is

V-belt

andwhy

it

is

importantEmphasize

on

potential

damage

of

thevehicle

caused

by

damaged

V-beltRemind

customers

that

V-belt

is

highlysuggested

to

be

replaced

when

it

iswearing

to

maintain

the

functionality

of

thevehicle,

which

can

only

be

guaranteed

inauthorized

dealer…Model

analytics

-V-belt13Purchase

motivation

and

potential

salestacticsCustomers

with

high

purchase

propensity

of

battery

are

thoseelder,

wealthy

and

note

back

for

maintenance

on

timeCustomers

who

are

older

anddrive

high-end

cars,

also

with

alower

loyalty

consideringmaintenancefrequencyHigh

purchase

propensity

customertypologyPurchase

motivation

and

potential

salestacticsIntroduce

various

causes

of

batteryperformance

reduction,

e.g.

longer

vehicleage,

humid

weatherEmphasize

that

battery

is

critical

to

drivingsafety

e.g.

unable

to

start

the

vehicle,cause

extra

cost,

and

only

authorizeddealer

can

guarantee

qualified

products…Model

analytics

-

battery14Customers

with

high

purchase

propensity

of

oil

upgrades

are

thoserich

multi-car

owners

with

sporty

orhigh-end

carsCustomers

who

own

more

thanone

vehicle,

one

of

the

vehiclemight

be

sporty

cars;

orcustomers

who

own

high-endcars

and

drive

intensively

forbusiness

purposesHigh

purchase

propensity

customertypologyFor

sporty

car

users,

remind

that

their

carmodels

and

driving

habit

require

better

oilto

maintain

good

performance

of

enginesFor

high-end

car

users,

emphasize

thatbetter

oil

can

extend

the

lifespan

ofengines

and

ensure

driving

reliability…Model

analytics

-

oil

upgrade15Purchase

motivation

and

potential

salestacticsContent16Project

progressAnalytics

themesModel

analyticsresultsDealer

on-site

pilot

summaryProject

summaryAppendixFour

dealer

pilots

was

conducted

countrywide

to

prove

modelvalue

and

collect

feedbacksGuangzhouJiaxingChengduBeijingFinalized

modelsPrepared

all

on-siteworkshopmaterials,

including

models

anddocuments

neededKey

ActivitiesPilot

planning

&preparingPilot

conductingJan

22nd,

Beijing

LSHM

(pre-pilot)Feb.

24th,

Guangdong

ZungfuFeb.

26th,

Sichuan

Huaxing

JinyeMar.

xxx,Zhejiang

Jiaxing

HexinMar.

xxx,

Beijing

BoshiruidaModel

feedback

&

evaluationQualitative

feedback

collectionQuantitative

result

collection

(allmodels)Region

SouthPilot:

Guangdong

Zungfu

YibangDate

:

Feb.24th

Attendees:

9

Staff

+

1

DMRegion

EastDealer:

ZhejiangJiaxing

HexinDate

:

Apr.

3rdAttendees:

6

Staff

+

1DMRegion

WestPilot:

SichuangHuaxing

JinyeTime

:

Feb.26thAttendees:

4

StaffRCI

phase

II

dealer

pilot

overviewDealer

pilotRegion

NorthDealer:

BeijingBoshiruidaDate

:

Apr.

3rdAttendees:

6

Staff

+1

DM17A

half-day

productive

workshop

was

conducted

in

selected

dealersto

introduce

and

evaluate

model

valueKey

TopicsAttendees1.

RCI

project

overviewGeneral

managerAfter-sales

manager

/

CRM

/

BDCData

analysis

specialist2.

RCI

II

introductionGeneral

managerAfter-sales

manager

/

CRM

/

BDCData

analysis

specialist3.

Model

introduction

andfeedback

collectionAfter-sales

manager

/

CRM

/

BDCData

analysis

specialist4.

Workshop

summary

andfuture

work

planGeneral

managerAfter-sales

manager

/

CRM

/

BDCData

analysis

specialistKey

FocusIntroduce

the

value

ofmodels

to

dealers,bined

with

industryenvironment

briefIllustrate

model

logicsand

usage

scenarioDiscuss

and

gatherdealer

suggestions

onmodel

refinementCollect

qualitative

andquantitative

feedback

ofmodelsSummarize

pilot

findingand

allocate

measureplan

in

the

next

step18Dealer

pilot

scheduleDealer

pilotThe

active

involvement

and

positive

feedback

from

dealersindicating

the

models’

high

potential

value

to

dealer9

Dealer

staffs

all

actively

participatedin

GuangzhouGM

of

Sichuan

Huaxing

Jinye

attendedthe

whole

pilot

and

provided

positivefeedback

on

the

value

of

modelsDealer

pilot19Besides

model

introduction,

both

qualitative

and

quantitativeassessments

were

collected

to

help

with

improvementDealer

pilotEffectivenessAccuracyEase

of

useEvaluate

on

the

accuracy

of

logics,

ease

ofuse

of

the

interface

and

the

real

businessvalue

for

dealers

of

allmodels20Evofbualuate

on

the

accuracy

of

logics,

easuse

of

the

interface

and

the

realsiness

value

for

dealers

of

allmodelesReliability

and

supportivenessQualitative

FeedbackQuantitative

FeedbackContent21Project

progressAnalytics

themesModel

analyticsresultsDealer

on-site

pilot

summaryProject

summaryAppendixOur

models’

validity

has

been

well

recognized

based

on

quickonsite

surveys

by

dealer

pilot

participantsQualitative

assessment

resultsWear

&

Tear:Wear

&

Tear

purchase

propensity

analysisOil

upgrade:Oil

upgrade

purchase

propensity

analysisEfficiency4.8

/

5.0Accuracy4.5

/

5.0Practicality4.8

/

5.0Overall

-

4.6Overall

-

4.7Lowest

Score

=

1Highest

Score

=

5Efficiency4.7

/

5.0Accuracy4.7

/

5.0Practicality4.9

/

5.013

survey

questionnaireshe

been

collected22Dealer

feedbackDealer

managements

also

expressed

their

acceptance

on

RCIproject

and

strong

expectations

on

model

roll-out

as

wellVoice

from

dealersDealer

feedbackChengdu

Huaxing

JinyeLin

FengGeneral

ManagerRCI

model

helps

us

to

capture

valuablecustomers

we

want,

which

is

quite

meaningfulto

us

to

increase

sales

on

those

valuablecustomers!Guangzhou

Zunfu

YibangZeng

XiangweiAftersales

managerRCI

gives

us

direct

instructions

on

marketingstrategy

and

helps

us

to

increase

sales

andfinancial

performance!23Propensity

scoreparison

helped

to

further

validate

theeffectiveness

and

accuracy

of

our

modelPropensityscoreparison(Jan

&

Feb,

2016)Model

validation58.2767.3861.4667.7259.8636.157.1920.60-2.84Battery Oilupgrade-2.83V-beltBrakedisc/padWiper

bladementsThe

erage

score

adopted

dataof

the

four

pilot

dealersActual

maintenance

recordsincluding

wear

&

tear

partschanging

/

oil

upgradinginformation

inJanuary

andFebruary,

2016

are

used

formodel

validationAs

shown,

customers

whochanged

wear

&

tear

parts

orupgraded

oil

propensity

eragescore

is

significantly

higher

thanthose

who

didn’t,

which

indicatesmodel’s

capabilityerage

score

of

vehicles

accepted

serviceerage

score

of

vehicles

didn’t

accept

service24Overall,

two

phases

of

RCI

projects

help

to

maximize

dealervalues

based

on

customer

insights

from

in

depth

data

analysisRCI

project

potential

valuesBenefit

estimationKey

value

leversKey

initiativesRCI

modelsMaintain(increase)

activecustomer

baseIncrease

spendpercustomerReducechurnrateIncrease

spendon

vehiclerepurchaseIncrease

spendonotherproducts

/servicesAftersalescustomer

churnanalysis(phase

I)Repurchaseopportunityanalysis

(phase

I)Sales

/servicecross

Sellingopportunityanalysis(phase

II)123251%

of

churn

rate

reduction

is

able

to

be

realized,

whichwillBenefit

estimation126increase

approximately

260,000

RMB

revenue

for

one

dealerAftersales

customer

churn

analysis

benefitsBasic

assumptionserage

total

of

active

vehicles

for

regular

A/Bmaintenance

per

year

110,000Expected

after-sales

churn

rate

deduction

21%Potential

consumptionAnnual

potential

erage

consumption

per

vehicle(RMB)

32,600Annual

service

revenue

increaseTotal

Annual

service

revenue

increase(RMB)260,000NotesBased

on

data

of

4

pilotdealers

and

roundnumbers

up/down

ascountrywide

erageBased

on

expertinterviews

of

pilotdealers,

the

after-saleschurn

model

are

likely

tohelp

improve

lower

thechurn

rate

by

1%In

reference

to

the

starmenu

price

of

S

500,

A180,

Ml

320,

andnumbers

are

beingrounded

up/down

ascountry

wideerage.We

only

consider

theconsumption

of

regularmaintenance

hereAdditional

4

to

12

repurchase

per

year

can

boost

at

leastBenefit

estimation2271,000,000

RMB

annual

sales

increase

for

one

dealerRepurchase

opportunity

analysis

benefitsBasic

assumptionsLow

potentialFull

potentialAdditional

vehicle

sales

per

quarter

113Additional

sales

per

year

1412NotesBased

on

expertinterviews

of

pilotdealers,

the

repurchasemodel

is

likely

to

helpincrease

vehicle

salesby

1-3

per

quarter,

i.e.4-12

peryearBased

on

MB

annualsales

volume

and

totalrevenue

of

China

in2015,

erage

vehicleprice

is

calculated.

Andnumbers

are

beingrounded

down

as

purevehicle

erage

price,considering

after-salesrevenue

is

included

intotal

revenueerage

vehicle

priceerage

price

per

MB

vehicle

2(RMB)250,000Annual

sales

increaseLow

potentialFull

potentialAdditional

vehicle

sales

per

year

forone

dealer

(RMB)1,000,0003,000,0001~3%

penetration

rate

increase

is

expected

for

high

purchaseBenefit

estimation3propensity

customers

on

wear

&

tear

and

oil

upgrade

servicesSales

/

service

cross

selling

opportunity

analysis

benefitsBasic

assumptionserage

total

of

active

vehicles

for

regular

A/Bmaintenance

per

year

110,000Top

30%

propensity

vehicles

23,000Low

potentialFull

potentialSales

increase

percentage

per

year

31%3%Sales

increase

per

year

(vehicle)3090Price

informationWiperbladeBrakepadBrakediscV-beltBatteryAMGoil

/Mobil

1erage

price

per

change

(RMB)

4700190027508002100400Suggested

replace

frequency

inmaximum

(year)

52510640.5Price

per

year

(RMB)35038027513352580028Total

sales

increaseEstimated

scenarioLow

potentialFull

potentialTotal

sales

increase

per

year

forone

dealer

(RMB)73,900221,700NotesBased

on

data

of

4pilotdealers

and

roundnumbers

up/down

ascountrywide

erageBased

on

propensityscores

generated

bymodels,

top

30%indicates

high

possibilityof

changing

wear

&

tearparts

or

upgradingoilBased

on

expertinterviews

of

pilotdealers,

the

models

arelikely

to

help

improvesales

by

1%

to

3%In

reference

to

the

starmenu

price

of

S

500,

A180,

Ml

320,

andnumbers

are

beingrounded

up/down

ascountry

wide

erageIn

reference

to

the

starmenuIn

total,

2

phases

of

RCI

is

expected

to

create

at

least

1.3

Mnsales

increase

per

dealer

or

530

Mn

for

all

dealers

annuallyRCI

project

values

estimation(RMB)Benefit

estimationKey

value

leversKey

initiativesAnnual

revenueincreaseMaintain(increase)

activecustomer

baseIncrease

spendper

customerReducechurnrateIncrease

spendon

vehiclerepurchaseIncrease

spendon

otherproducts

/services260,0001,000,000

~3,000,00073,900

~

221,7001231.3

~

3.2

Mn(per

dealer)29530

~

1,

280

Mn(total

400

dealers)Content30Project

progressAnalytics

themesModel

analyticsresultsDealer

on-site

pilot

summaryProject

summaryAppendixIn

order

to

determine

analytical

themes,

we

first

identified

all

salescross

selling

itemsSales

cross

selling

revenue

source

breakdown

1∑=TotalSalescrosssellingrevenueConfigurationupgradeMortgageFinancingVehiclemodificationInsuranceOther

servicesOthersAccessoryVehicle

configuration

/option

upgrade

to

cater

certainneeds

in

vehicle

functionality

or

performance

in

originalequipment

(by

OEM,

before

market)E.g.

Plate

registration

supportVehicle

modification

and

decorations,

E.g.

adding

filmsto

windows,

exterior

beautification,

body

paint

coating,etc.

(by

dealer,

after

market)Car

insurance

purchase

through

dealersCollections,

souvenir,

etc.Car

mortgage

service

to

provide

innovative

financeproducts

and

one-stop

tailor

made

service

tocustomersCarupgradeWarrantyWarrantyExtensionPaid

warranty

extension

for

1

/

2

yearsfor

new

carswith

age

less

than

36

months1.

New

car

sales,

used

car

sales

not

includedPotential

analytics

focus31Core

business

&higher

valueAppendix

-

Theme

feasibility

study4

sales

items

he

been

pre-selected

and

evaluated

based

onbusiness

impact

and

dealer’s

business

focusService

itemValue

/

RationalesBusinessimpact

perstore

1Data

ailability

checkFeasibilityIndependentattributes

3DependentvariableVehiclemodificationLow

customer

lock-in

effect,not

core

business

to

dealers0.3

Mn

RMB

/year

1Sufficiency

level=75%Difficult

to

locate

this

servicerecord

in

DMSInsurancemissions

is

an

importantrevenue

source

Strong

lock-in

effect

on

insurancerenewal

and

damage

carrepair0.15

Mn

RMB/

year

1Sufficiency

level=77%Difficult

to

locate

this

servicerecord

in

DMSMortgagemissions

/

handlingcharge

is

an

importantrevenue

source0.5

Mn

RMB

/year

1Sufficiency

level=77%Difficult

to

locate

this

servicerecord

in

DMSWarrantyExtensionEffectively

lock

in

customers,bringing

more

indirectrevenues

such

as

basicservicesA/B1.5

Mn

RMB

/year

2Sufficiency

level=77%Difficult

to

locate

this

servicerecord

in

DMSSales

cross

selling

items

feasibility

study

(during

vehicle

repurchase)Rough

sizing

onannual

revenue

full

potential

per

store,

based

onannual

sales

at700

units

/

store,

15%

repurchase

rate,

insurancemission

rate

15%,erage

annual

insurance

premium

is

10,000

RMB

erage

modification

per

car

is

3,000

RMB,

erage

mortgage

handling

charge

is

5,000RMBBasedon

annual

sales

at

700

units

/

store,

erage

10

yearstorehistory,

25%

churn

rate,

10%

propensity

increase

aftertargeted

contactBased

on

initial

verification,

actually

sufficiency

level

might

be

higherAppendix

-

Theme

feasibility

study32…and

service

(aftersales)

cross

selling

items

as

wellService

revenue

source

breakdown∑=TotalservicerevenueBasic

service

ABasic

service

BWarrantyExtensionOilUpgradesMaintenanceAccessories,othersFixed

IntervalServicesWear

&

TearServicesCar

RepairCar

Modification&BeautySpecial

EventsDamageRepair

andModificationCar

Care

ServiceOthersWarrantyExtraServiceBasicServicerepairs,

etc.Oil,

Oil

filter,prehensive

vehicle

check

up,

Basicvehicle

cleaning

(interior

and

exterior)Oil,

Oil

filter,

Air

filter

,prehensive

vehiclecheck

up,Basic

vehicle

cleaning

(interior

and

exterior)Paid

warranty

extension

for

1

/

2

years

for

new

cars

withage

less

than

36

monthsBrake

fluid,bination

filter,

Transmission

oil

and

filter,Spark

plugs

,

CablePlugsWiper

blades

,

Brake

disc

and

pad,

V-belt,

BatteryAir-con

cleaning

package,

fuel

channel

cleaning,

etc.AMG

high

performance

engine

oil,

Mobil

1

oilAd

hoc

repair

or

modifications

based

onvehicleconditions,

including

painting,

electrics,

sheet

metalCar

modifications

and

decoration

such

as

wheels,

windowfilms,

etc.Parts

trading

business,

“Yi

Lan”

package,

Insurancerenewal,

etc.Collections,

souvenirInsurance

renewal,

etc.Potential

analytics

focus33Current

service

business

focusAppendix

-

Theme

feasibility

study3

service

themes

he

been

pre-selected

and

evaluated

based

onbusiness

impact

and

dealer’s

business

focusService

itemValue

/

RationalesBusinessimpact

perstore

1Data

ailability

checkFeasibilityIndependen