英文提升客户体验：汽车行业销售增长新动力

JoiningtheraceAutomotive’s

drive

to

catch

up

with

customer

experienceRESEARCH

INSTITUTE#GetTheFutureYouWantTab

le

ofcontentsWhat

is

automotive

customer

experience?10Organizations

facesignificant

challenges

inbridging

the

gap

between

CX

expectations

and

realityExecutive

summary08Comparedwith

otherindustries,

automotive

offers

asubstandard

CXThe

hassle-freeexperience

that

consumers

seek

is

still

out

of

reachWho

should

read

this

report

andwhy?Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experience340424Capgemini

Research

Institute

202492Automotive

brands

stand

to

lose

customers

if

they

fail

to

elevate

CX56Recommendations:

How

industry

leaders

can

elevate

automotive

CXConclusion73Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experienceResearch

methodology5070Capgemini

Research

Institute

20243Compared

with

other

industries,automotive

offers

asubstandardcustomerexperience(CX):•

Automanufacturers

areranked9th

and

dealers11thforCX

among13major

consumerindustries.•Mobility-as-a-service(MaaS)isranked

4th,indicatinggreater

satisfaction

withthe

overall

experience

ofusingvehicles

compared

to

owning

them.•High

standards

setby

otherindustries

areraisingco∩sumeΓexpectatio∩s.Co∩sumeΓs

aΓemost

satisfied

withtheexperiencesprovidedbyonline

(52%)

andphysical(58%)retailers.•Customers

give

automotivebrands

an

averageNetPromoter

Score®

(NPS®)1

of2,

while

executives

estimatethis

at14.•Thisis

si9∩ifica∩tlyloweΓtha∩otheΓco∩sumeΓ-facingindustries,

such

asretail(61)

ande-commerce(62),highlighting

ongoing

challengesin

deliveringtop-tier

CX.•

Vehicle/mobility

servicesusers(who

don’t

owntheir

vehicles)

aΓe9e∩eΓallymoΓe

satisfied

withtheoveΓallexperience

than

are

vehicle

owners.9th

Automanufacturers

areranked9thforCX

among13majorconsumer

industriesNote:NetPromoter®,NPS®,NPSPrism®,NetPromoter

System®,

andtheNPS-relatedemoticons

areregisteredtrademarksofBain

&Compa∩y,l∩c.,NlCE

Systems,l∩c.,a∩dFΓedReichheld.NetPΓomoteΓ

ScoΓeoisaseΓvicemaΓkofBai∩&Compa∩y,l∩c.,NlCE

Systems,l∩c.,andFredReichheld.ExecutivesummaryJoiningtherace:

Automotive’sdrivetocatchup

withcustomerexperienceCapgemini

Research

Institute2024Ranked4Thehassle-freeexperiencethatconsumersseekis

still

out

of

reach:•Consumersdemand

an

experience

that’s

hassle-free,

digitalized,andsustainable.•48%

of

consumers

are

likely

to

subscribe

to

a

vehicleor

mobilityservice.

However,

the

industry

believes

thisshare

to

be

33%

.•Therearesizeable

gaps

between

consumer

preferences

and

perceptionsofautomotiveexecutives.

For

instance,

48%ofconsumersconsider

brand

reputation

as

akey

factor

invehicle

buying

decision.

However,

73%

of

executives

believe

this

to

be

the

top

factor.•Asa

result,a

large

majority

of

consumers

are

unhappy

with

theexperiencesoffered

by

theirvehicle

brandsor

mobility

providers.•About

three

in

four

consumersare

unhappywithbundledservicesoffered

by

their

brands,whilenearlyas

many

report

inconsistentexperienceacrosschannels

(app,website,

in-person,

from

pre-purchase

toaftersales),and

halfcite

lack

of

ease

of

use.ExecutivesummaryJoining

the

race:Automotive’s

drive

to

catch

upwith

customer

experienceCapgemini

Research

Institute

20245•CX

initiativesare

disproportionately

focused

on

the

pre-

purchaseand

purchase

phases.•There

isa

drop

in

the

percentage

of

organizationswithactive

CX

initiativesafter

the

purchasestage.This

declineaffects

post-purchasecustomersatisfaction.•Moreover,

most

organizations

haveyet

to

harness

the

full

CX

potential

ofAI.Automotive

brands

stand

to

lose

customers

if

they

fail

to

elevate

CX:•Among

those

consideringavehicle

purchase

in

the

next

12

months,

52%express

uncertaintyordissatisfactionwiththeir

brand.•57%of

consumers

who

are

dissatisfied

with

their

post-purchaseservice

plan

toswitch

brandswithin

6-18

months.Organizationsfacesignificantchallengesinbridgingthe

gap

between

CX

expectations

and

reality:•C-level

commitment

to

CX

lacks

depth

andcohesion,

leading

todisjointedstrategiesand

customerdissatisfaction.•Only

18%

of

organizations

have

a

coherent

andcomprehensive

CXstrategy.•Less

than

one-third

of

respondents

consider

CX

to

be

anorganization-widestrategic

priority.•In

about

41%of

organizations,CX

is

limited

to

a

fewfunctionalareas,suchas

sales

and

marketing.•The

majoritystill

fail

to

collaborate

cross-functionally.ExecutivesummaryJoining

the

race:Automotive’s

drive

to

catch

upwith

customer

experienceCapgemini

Research

Institute

20246•Our

analysis

suggests

that

by

enhancing

CX,automotive

brandsanddealersgain

on

average

$20million

to

$70

million

annually

(assuming

500,000vehiclessold

in

ayear).•Additionally,

ifdissatisfied

customers

decide

toswitchtheir

vehicle

brands,

it

could

lead

to

a

loss

of

$125million

onaverage

peryear

fora

mid-sizeautomotive

brandor

dealer.•In

total,

a

mid-size

automotive

brand

or

dealer

riskslosing

$145

million

to

$200

million

annually.Recommendations:Howindustryleaderscanelevateautomotive

CX:•We

foundasmall

cohort

of

automotive

and

mobility

playerswithadvanced

maturity

levelsof

CXstrategy

and

implementation.•CX

leaders

in

theautomotive

industry

and

beyond

follow

the

practices

below:•Devise

enhanced

experiences

for

the

consumer’s

entire

journey

from

pre-purchase

to

repurchase•Develop

comprehensive

mobility

services

that

simplifyvehicleownershipand

usage•

Use

consumer

data

to

improve

customer

understandinganddeepenconnections•Curate

a

brand

ecosystem

that

connectswith

consumers

beyond

just

thevehicle•

Use

community,

exclusivity,and

relevant

rewards

to

drive

loyalty

programs•Deliver

state-of-the-art

digital

experiences•Harness

AI

for

personalized

and

seamless

CX.Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experienceCapgemini

Research

Institute

20247Whoshould

readthisreportandwhy?This

report

is

based

on:•A

globalsurvey

of

10,000automotiveusersandcustomersfrom

11

major

countriesacrossAmericas,

Europe,andAsia-Pacific.•Findingsfromacomprehensive,globalsurveyof600senior

executives

from

diverse

segments

of

theautomotive

industry,

including

OEMs,

fleetservicecompanies,

dealers,aftersales

companies,and

MaaS

providers.•In-depthinterviewswithindustryleadersto

gatherqualitative

insightsand

perspectives.Allsurveyedorganizationsaresignificant

players

in

their

segments,withsurveyed

passenger-car

OEMsanddealers

eachwithannual

revenueexceeding

$1

billion,whileother

participants

have

revenueover

$300

million.Theglobalsurvey

was

conducted

in

August

2024.For

more

details

on

thesurvey,

please

refer

to

the

research

methodologysectionat

theend

of

the

report.This

report

is

designed

for

C-suite

executives,strategic

leaders,andsenior

managerswithintheautomotive

industry,

including

those

inOEMs,

fleet

management

companies,

dealers,aftersalesservices,and

MaaS

providers.

Itwillalso

benefit

leaders

in

technologyand

innovation

roles,

CXandsatisfaction

managers,andsales

and

marketing

professionalsacrossautomotiveandrelated

industrieswho

have

responsibilityand/or

accountability

for

CX

initiatives.The

reportoffersan

in-depthanalysis

ofevolving

CX

in

theautomotive

industry,

drivenby

theshift

from

traditionalvehicleownershipto

modern

mobility

modelssuchas

ride-sharing,

micromobility,andsubscriptionservices.

Itprovidescritical

insights

intocurrentconsumerexpectationsofseamless

mobility,and

highlights

strategicopportunities

toenhance

CX.Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experienceCapgemini

Research

Institute

20248Figure

1.Customerexperienceframework080307Engageserviceandsupport02060501MarketingSalesCommerceServiceSource:CapgeminiWhatisautomotive

customerexperience?CX

in

the

automotive

industry

is

the

sum

of

all

interactionsthat

aconsumeror

auserhas

with

vehicles,brands,

dealers,and

mobility

companies

over

time.Each

interaction

or

individual

moment

is

an

opportunity

tocreate

competitive

advantage,

contributingto

a

superiorexperience

throughout

the

customer

lifecycle(visualizedbelow).Scope

of

the

study

and

usage

of

variousterms:In

the

context

of

the

report,the

term

automotive

industryrefers

to

automotive

manufacturers(two-

or

three-wheelers,cars,trucks,

andbuses)

and

dealerships.MobilityorMaaSproviderreferstotaxi,ride-hailing,ride-sharing,

carrentalsa∩dleasi∩9pΓovideΓs,a∩dHeetopeΓatoΓs,Γe9aΓdlessoftheir

ownership

asindependent

companies

or

subsidiaries

ofautomotive

brands/OEMs.The

report

uses

the

term

customer

in

the

contextofindustry-standardterms

of

customer

experienceor

customer

satisfaction

or

customer

loyalty,

andinterchangeably

with

consumer.

The

term

user

generallyrefersto

someoneusingproducts(i.e.,

vehicles,inthecontext

of

this

report)but

not

owning

them.Joiningtherace:

Automotive’sdrivetocatchup

withcustomerexperienceCapgemini

Research

Institute2024MaintainPurchaseRecommendUseReceiveResearchAwarenessShopAcquiremarketand

sell049Comparedwithotherindustries,automotiveoffers

asubstandardCX01Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experienceCapgemini

Research

Institute

202410Figure2.Automotive

manufacturers

rank9th

out

of13major

consumer-facing

industriesQuestion

asked:Based

on

your

experience,

which

of

the

following

have

offered

you

the

best

overall

experience

frombefore

the

purchase/use

phase

through

customer

service

and

aftersales?Industriesrankedonoverallexperience,frompre-purchasetoaftersales52%58%*PeΓce∩ta9eΓepΓese∩ts

shaΓeofco∩sumeΓs

whoΓa∩kedthati∩dustΓyi∩thetopfivefoΓoveΓallexpeΓie∩ceSource:CapgeminiResearchInstitute,Customerexperiencein

automotive,consumer

survey,

August2024,N=10,000consumers.AutomotiveCXisbelowparIn

today's

competitive

landscape,

customer

expectationsare

shaped

by

exceptional

service

standards

acrossvariousindustries.

Automotive

CXfrequentlyfalls

short

ofthisbenchmark.MorganLecoupeur,

director,

sales

andmarketing

atStellantis,says:

“If

we

compare

auto

brands

to

companies

like

Apple,

it's

evident

that

there

is

much

to

learn.

Apple

provides

a

seamless

and

intuitive

omnichannel

experience,

from

thefiΓsti∩teΓactio∩

o∩li∩e

to

afteΓsales.

The

automotive

i∩dustΓy

has

a

massive

oppoΓtu∩ity

to

i∩te9Γate

di9ital

touchpoi∩tsmoΓe

e肝ectively,

to

o肝eΓ

customeΓs

a

co∩∩ected

a∩dsatisfyi∩9

experience

across

all

interactions.

”Our

surveyrevealsthat

automotiveplayersrankpoorlyforCX,

withmanufacturers9th

and

dealers11th

among13majorconsumerindustries(seeFigure

2).AccordingtoForbes’slist

of

organizations

with

outstandingCXin2024,

only10

automotive

andmobilitybrandsappearinthetop300.

Thislowrepresentation

highlights

a

si9∩ifica∩t9apbetwee∩

automotiveoΓ9a∩izatio∩s

a∩dindustryleaders.2Physical

retailOnline

retailers

Airlines48%Mobility-as-a-service

companies47%Consumer

productsRailwaysHospitality

Insurance43%41%

38%38%Automotive

manufacturers35%Consumer

electronics34%Automotive

dealers31%Luxury

goods

&

retailBanks23% 12%Joiningtherace:

Automotive’sdrivetocatchup

withcustomerexperienceCapgemini

Research

Institute202411EricBoutin,head

of

customer

experience

at

Skoda,

says:"We

as

a∩

automotive

i∩dustΓy

∩eed

to

co∩ti∩ue

to

obseΓve

a∩dleaΓ∩

from

best

in-class

CX

examples

from

other

brands

and

industries

about

o∩li∩e

oΓ

di9ital

expeΓie∩ce,

exclusive

clubs,

loyaltyΓewaΓds,

om∩icha∩∩el

e∩9a9eme∩t.

These

hold

tΓeme∩dous

pote∩tialto

deli9ht

ouΓ

customeΓs

too.“Teslamirrorsretailers

such

as

Amazon

and

Walmartby

streamlining

CX.By

selling

directlyto

customers,

Teslaeliminatesthe

complexities

oftraditional

dealerships,o阡eΓi∩9

a

seamless,tΓa∩spaΓe∩tpΓocessfoΓco∩fi9uΓi∩9

a∩d

ordering

vehicles

online

or

in

showrooms.

Additionally,

Tesla

uses

customer

datatopersonalizethe

sales

experience

with

tailoredrecommendationsbased

onbrowsinghistory

andprevious

interactions.5

This

data-driven

approach

enhances

thebuying

experience

andboosts

customer

satisfaction,

as

Tesla’sremarkablyhighNPS®

of

97

ΓeHects.6Speaki∩9

aboutthei∩te9Γatio∩ofo∩li∩e

a∩d

omi∩eexperiences,

ChristianPorseby,head

of

communications

and

digital,BMW,

says:

“We

Γeco9∩ize

that

CX

is∩’t

o∩e-size-fits-all,

especially

i∩

diveΓse

maΓkets.

We’Γe

woΓki∩9

to

cΓeate

a

moΓeu∩ified

a∩dsta∩daΓdized

appΓoach,

while

still

allowi∩9

foΓ

the

∩ecessaΓy

local

adaptatio∩s

that

make

the

expeΓie∩ce

Γeleva∩t

a∩d

peΓso∩alized

to

each

maΓket."Customers

oftenusenon-automotivebenchmarks

to

set

theirexpectationsfor

service

quality,

drawingfromtheseamless

expeΓie∩ces

o阡eΓedby

stΓeami∩9

seΓvices

suchasNetHix;

e代cie∩t

o∩li∩e

checkouts

o∩platfoΓms

such

asShopify;peΓso∩alized

seΓvice

atupscaleΓestauΓa∩ts;

a∩duseΓ-fΓie∩dlyfit∩ess

apps.Co∩sumeΓsΓepoΓthi9h

satisfactio∩

withphysicalretail(58%)

and

online

retail

(52%),

whichoccupythetoptwo

positions.

The

retail

industry

has

set

itself

apartby

successfully

implementing

innovativetools

andstrategies,

includingpersonalizedproductrecommendations,

seamless

integration

ofphysical

and

digital

shopping,

andreal-time

customer

support.IntheUS,

Targethas

developed

an

app

that

includes

a

store

navigationtoolthatuses

indoormapping

technology,

helping

customeΓs

quicklylocate

specificitems.

This

stΓeamli∩es

a∩d

peΓso∩alizes

the

shoppi∩9pΓocess,boosti∩9

e代cie∩cy

a∩dengagement.3

Walmarthas

also

advanced

onlineretailbydeveloping

voice

andtext

shopping

capabilities,

allowingcustomersto

add

itemstotheir

carts

and

schedule

deliveries

using

smart

devices.4Joiningtherace:

Automotive’s

driveto

catchup

with

customer

experienceCapgeminiResearchInstitute202412“WerecognizethatCXisn’tone-size-fits-all,especiallyin

diversemarkets.We’reworkingtocreateamoreunified

andstandardizedapproach,whilestillallowingforthenecessarylocaladaptationsthatmaketheexperience

relevantandpersonalizedtoeachmarket."Hilary

Owen,

director

ofcustomersuccessat

PenskeAutomotive,

says,“We’ve

made

huge

strides

in

digitalizing

the

car

buying

process.

Customers

can

now

complete

their

creditapplications

and

choose

their

vehicles

online,

which

meanswhen

they

come

to

the

dealership,

it’s

just

about

test

driving

and

finalizing

the

deal.

It’s

a

seamless

blend

of

online

and

in-person

experience,

which

caters

to

those

who

want

convenience

andthose

who

prefer

the

traditional

way."ofconsumers

believe

theirvehicle

brandormobility

provider

CX

offering

isamong

the

best

in

the

industryChristianPorsebyHead

ofcommunicationsand

digitalat

BMW34Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experience%Capgemini

Research

Institute

202413Companiessuchas

Uberand

Lyft

prioritize

user-friendlyapps

thatstreamline

booking,

payment,and

real-time

tracking.Additionally,

mobility

providers

eliminate

the

need

for

car

ownership

byofferingon-demandservices,allowing

users

toselect

the

modeof

transport

bestsuited

to

theirspecific

needs.Subscription

modelsoffereven

more

flexibility,enabling

users

toaccessavarietyofvehicles

withoutlong-termcommitment.

Coupledwith

transparent

pricingstructures,

theseservices

presentacompellingalternative

to

theoften-complex

pricingof

traditionalcar

dealerships.TapanSahoo,

chairman

ofdigital

transformation&

innovation

groupatSIAM

(Society

of

IndianAutomobile

Manufacturers),“There

is

shift

in

the

customer

preference

today,

where-inyounger

generations

are

embracing

a

lifestyle

that

valuescommunity

&

sustainability

and

pivoting

towards

shared

mobility.

Mobility

options

have

brought

unparalleled

convenience

andfreedom

to

consumers.

To

meet

their

needs,

many

companiesare

offering

flexible

mobility

solutions

where

customers

cansubscribe

and

access

a

vehicle

without

ownership,

and

smartparking

options

to

tackle

growing

urban

challenges

of

parking.Additionally,

smart

financial

schemes

enables

customers

to

make

informed

decisions

about

vehicle

financing

even

before

stepping

into

a

dealership.

”Mobilityservicesprovide

significantlybettercustomerexperiencethan

automotivebrandsordealersCustomers

rank

mobilityservices4th,outdoing

traditionalsectorssuchas

banking,

luxury

goods

(23%),andautomotive

dealers.This

reflectsashift

inconsumer

preferences

toward

convenienceandefficiency.This

ranking

fromcustomersis

irrespectiveof

theownershipof

mobility-as-a-serviceprovider.

It

bodeswell

forservices

businessofautomotive

OEMsaswellsincea

number

of

largeautomotive

OEMs/

brands

themselves

provide

mobility-as-a-service

or

havea

stake

in

MaaS

providers.Around

65%ofconsumersareopen

to

end-to-end

mobility

services.

Budget

isa

major

concern,with

80%

ofconsumers

hesitant

to

incur

highcostsassociatedwith

personalvehicle

ownership.

Real-timevehicleaccess

isalso

important

for

68%

of

respondents,

underscoring

thedemand

for

responsiveservices.

Furthermore,

66%

prioritizeon-demandoptions.ofconsumersare

inclined

to

choose

comprehensive

mobilityservicesover

vehicleownership65Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experienceCapgemini

Research

Institute

2024%14Figure3.Almost

two-thirds

of

consumers

are

inclined

to

choose

comprehensive

mobility

services

overvehicle

ownershipShareofconsumers

likely

toconsider

mobilityservicesovervehicle

ownership70%70%

70%66%63%60%57%Global

United

Germany

Japan

UnitedFranceSwedenItalyBrazilIndiaChinaSouth

Koreaaverage

States

KingdomSource:

Capgemini

Research

Institute,customerexperience

inautomotive,consumer

survey,August

2024,

N=10,000

consumers.15Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experience“We’vemadehugestridesindigitalizing

thecarbuyingprocess.

Customerscan

nowcompletetheircreditapplications

andchoosetheirvehiclesonline,whichmeanswhentheycome

tothedealership,it’s

justabouttestdrivingandfinalizingthedeal.

It’saseamlessblendofonlineandin-person

experience,whichcaterstothosewho

wantconvenienceandthosewhoprefer

thetraditionalway."HilaryOwenDirectorofcustomersuccessat

PenskeAutomotiveCapgemini

Research

Institute

202465%

65%59%59%65%InEurope,•Only47%

of

boomers

living

in

large

urban

centers

tend

to

opt

forend-to-end

mobilityservices•Typically,

they

travel

14km

on

weekends

to

visit

friendsor

for

leisureactivities•Only

20%

use

personal

vehicles,while

over

half

(54%)

prefer

public

transport,andabout

16%opt

for

ridehailing•In

contrast,65%

of

Gen

Z

individuals

in

urban

areas

and68%

insuburbansettingsare

inclined

towards

theseservices•This

trend

may

beattributed

to

theyoungergeneration'sgreater

propensity

foradopting

new

solutionsandaltering

their

habits.In

America,

nearly

three-quarters

(73%)

of

Gen

Zconsumersexpress

interest

insuchservices.IntheAsia-Pacificregion,•67%

of

millennials

earning

less

than$35K

and

residing

insuburbanareas

favor

mobilityservices•Just

55%ofGenX

individualswithincomes

between

$35,000and

$100,000

living

in

urban

locales

prefertheseservices.Senior

leader

at

a

global

car

rental

company,says:"A

big

part

of

our

approach

is

understanding

customer

needs

in

realtime.For

instance,

if

someone

rents

a

car

for

a

short

trip,

we

willrecommend

an

EV,

but

if

they’re

driving

longer

distances

in

ashorter

timeframe,

we’d

suggest

a

conventional

vehicle

for

more

convenient

and

efficient

travel.

This

will

obviously

change

overtime

following

the

further

technical

development

of

(e.g.)

battery

size,

consumption

and

availability

of

charging

infrastructure

for

EVs.

Ultimately

it's

about

knowing

when

and

how

to

offer

theright

product

based

on

the

customer’s

specific

use

case."Uberaddresses

key

customer

concerns

throughseveralfeatures

in

itsapp.

Firstly,TheSplit

Fare

optionsimplifiesgroup

travel

byallowing

users

toshare

ridecostswith

upto

three

people.Secondly,Scheduled

Rides

lets

users

book

rides

up

to

30

days

inadvance,allowing

rescheduling

orcancellation

up

to

15

minutes

before

the

ride.They

havealso

launcheda

multiple-stop

feature,

making

it

easier

to

pickup

friends

or

modify

travel

plans

on

the

go.These

features

enhance

convenience,

flexibility,and

cost-sharing,

making

Uberaviablealternative

to

personalvehicleownership.7ofconsumersare

likely

tosubscribe

to

avehicle

or

mobilityservice48Joining

the

race:Automotive’s

drive

to

catch

upwith

customer

experience%Capgemini

Research

Institute

202416Figure4.Automotive

NPS®

ratings

are

among

the

lowest

across

sectors,

and

the

industry

agreesQuestion

asked:

Based

onyour

experience,which

of

the

following

have

offeredyou

the

best

overall

experience

from

before

the

purchase/use

phase

through

customer

service

and

aftersales?

Rank

the

top

five.2

14+100NetPromoter

Score®Source:

Capgemini

Research

Institute,

Customerexperience

inautomotive,consumersurvey,August

2024,

N=10,000

consumers,executive

survey,August2024,

N=

602organizations.Theautomotiveindustry

receiveslow

NPS®The

NPS®

rating

forvehicle

brands

lays

bare

the

lowlevelofautomotivecustom