Showing posts with label Chrysler. Show all posts
Showing posts with label Chrysler. Show all posts

Monday, 21 April 2014

GM tablet tool aims to lift service revenue



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Automotive News
April 7, 2014 - 12:01 am ET

DETROIT -- About 1,200 General Motors dealerships have begun using a tablet tool to help service departments boost customer retention and drum up more business.
The mobile tool, part of a software program called Service Workbench, lets service advisers use a tablet to quickly pull up a vehicle's history, whip through an inspection and point out a menu of factory-recommended maintenance items.
Chrysler Group and Hyundai Motor America have rolled out similar systems, along with large retail groups such as Sonic Automotive Inc. and AutoNation Inc.
But GM's use might be the industry's broadest. The automaker made the tool widely available to its 4,300 stores for free in early 2013.
When a customer arrives in the service lane, the adviser uses a tablet to enter the vehicle identification number and mileage. Up pops the vehicle's vital history, including any outstanding recalls, warranty eligibility, claims history and customer-pay work.
The adviser does a walk-around of the vehicle using a list of inspection items, such as battery life and tire tread. Each is rated green, yellow or red based on the urgency of the needed service. The customer decides which services to have done, and gets a printout of the services agreed to and those declined, with a total cost for each group.
If a customer declines, say, new brake pads even though they're rated red or yellow, GM sends the customer a mailer within the next week offering a discount.
"The main goals are to get a more consistent, better customer experience and to help the dealer and service director to manage their business better," says Brian Hoglund, who oversaw the tool's rollout as a director in GM's Customer Care and Aftersales division before recently taking a new position at the company.
Hoglund said dealers who have adopted the system are "growing their business," but he couldn't quantify the increase.
Dave Wright, director of fixed operations at Shaheen Chevrolet in Lansing, Mich., says the service department has doubled its labor sales and its parts sold per transaction in its quick lube lane since it started using the system more than two years ago as part of a GM pilot.
"It allows the service consultant to have a much more credible conversation with the customer," Wright says. "It solidifies us as the experts when we show them accurately and succinctly what needs to be done to their vehicle, based on the manufacturer's suggestion."
Richard Gonzales, service director at Vera Motors in Pembroke Pines, Fla., which sells Cadillac, Buick and GMC, says the system helps him figure out which techs are doing their inspections correctly.
"Consistency was always a problem with these inspections. If you had five techs, they'd have five different outcomes," he said. "This lets us see which techs are doing a good job and which ones aren't looking the car over as closely as they should. It's used as a training tool and a way to hold people accountable."

Tuesday, 22 October 2013

The Six Things That Are Transforming How Products Are Made

Things are looking up for the Big Three auto makers. Ford, General Motors GM -1.09%, and Chrysler all posted a significant uptick in July sales. But the old-style factories of the Detroit golden era have long since gone, and they’re not coming back, at least according to a recent article in The Washington Times.
Whether we like it or not, globalization has been a major factor in the staying power of the auto industry and other major manufactures. The practice of scattering production, jobs and plants across the globe has delivered great benefits to the consumer and the manufacturer. Companies have been able to squeeze as much efficiency as possible from the products they make so that what we desire is affordable and readily available. This has been the definition of success for many decades.
Yet with the growing costs and challenges associated with the global market, many manufacturers are looking for new sources of competitive advantage.
Global industry is in the midst of a fundamental transformation – having to rethink everything from how products are conceived, designed and sourced to how they are produced, sold and serviced. In fact, according to a recent study done by Oxford Economics, a global forecasting and quantitative analysis firm, 68 percent of 300 manufacturers surveyed expect to undergo major business transformation in the next three years.
What is this force driving change? To be certain, it’s not just one, but a confluence of factors changing the manufacturing landscape. Digitization, personalization, “smart” products, connectivity, and servitization are some key drivers, and globalization and regulation continue to drive manufacturing businesses, but in new ways.
  • Smart Products & Connectivity. By 2020 more than 50 billion devices are expected to be connected to a global network. In this new era of connectivity, every day physical objects will be able to identify themselves and communicate directly with other devices. This one single ability leads directly to a new level of customer service, termed “servitization”.
  • Servitization. Again from Oxford Economics, more than two-thirds of manufacturers expect to use service as a differentiator by 2015, with more than half of them planning to establish a service profit center, and 77 percent indicating that improving services is a key factor for competitiveness. In this new era, manufacturers need to look beyond the single product sale transaction into a new relationship between themselves and the consumer—characterized by an ongoing delivery of value—exchanged over a platform in the form of a smart, connected product.
  • Digitization. To better meet fragmenting customer demand, manufacturers are harnessing digital technologies that help them improve global collaboration and expand regional manufacturing processes into globalized design-build-service anywhere strategies. Digital technologies also enable manufacturers to simulate and validate many product configurations before they are built.
  • Personalization. As consumer demand continues to evolve, manufacturers are being pressured to respond with increasing customer choice. But product diversity can increase cost, and potential decrease quality. According to the Oxford Economics report, over two-thirds of manufacturing executives will apply Voice of Customer to better understand their customers, and to make certain quality does not suffer.
  • Globalization. The global market continues to expand, and it’s not just about where we manufacture and source materials anymore. Manufactures must be able to design, build, service, and sell to and from anywhere.
  • Regulation. With globalization comes responsibility. Manufacturers must stay ahead of the always changing regulatory requirements and of local customs related to health, safety, trade and the environment. Sixty-three percent of C-level executives say global product compliance will be the most developed to coordinate strategy and planning.
The goal for every manufacturer should not only be to “make better things”—creating products and services that meet customer needs, but also to “make things better,” facilitating the engineering, service planning and execution, management and production processes through which innovation can evolve from conception to retirement, and creating a closed feedback loop to ensure continual improvement and alignment across the business.
For many manufacturers this is a succeed or fail moment, they can choose to get ahead of the change by seizing the opportunities presented by tomorrow’s world or get run over by newcomers trying to disrupt the market by adapting their strategies accordingly.
While The Washington Times article was right in the sense that traditional large-scale manufacturing is unlikely to return to Detroit. The Big Three have numerous opportunities to take advantage of these forces to create a stronger, more interesting opportunity. And perhaps, with this manufacturing transformation, will come a new era powerful enough to bring fresh jobs and opportunities back to the United States.

Tuesday, 8 October 2013


Will Ferrell Shot 70 Ads For The Dodge Durango As Ron Burgundy





When Chrysler teased four ads with Ron Burgundy hawking the Dodge Durango last week, we thought that it would be one or two quick ads. We were wrong. Really wrong. They're doing 70 of them and, so far, they're brilliant.P
By some mahogany-wrapped miracle, Chrysler, Paramount and Will Ferrell got together and made 70 — sev-en-ty — different ads for the Durango. Not just TV ads. Some viral ads, Vines, skits and some stuff that'll never make it to TV. And a few for the Dodge brand as a whole.P
Chrysler showed a few this morning, but not all of them are online yet. ("They'll be added over time," a spokeswoman tells us.) We saw a few. They're all great. It's hard to pick a favorite, because there are so many. The one where he calls out each one of the Dodge models and says "put it in your grandma's name!" Amazing. References to the oil crisis in the Middle East and exclaims "We'll all be driving on moon gas!"? Ballsy.P
There's one where he uses Chrysler's UConnect nav system to go to "House of Thighs Burlesque" that's definitely not making it to TV.P
"Don't judge me, that is a classy chicken burlesque joint. House of Thighs just has great chicken. There's no getting around it. All I'm doing is supporting the economy. What are you doing?"P
And...P
"The rear seats fold all the way flat. You know what that means." *about 20-seconds of eye-fucking the camera*P
And...P
"When you're driving the new Dodge Durango, it isn't about the nappa leather seats or the seven-passenger seating. No, the real question is: Does it make your dingle jingle? Or does it make your dingle tingle? Does it handbag the grocers? Does it give you the ol' sticky beak? No, I'm asking you as a a man, does it make your pee-pee go boom?"P
So how did Chrysler pull this off? Chief Marketing Officer Olivier Francois — the guy who brought us the Eminem Super Bowl ad, but also the guy who brought us the Jennifer Lopez Fiat ads — says that this is only Chrysler's "contribution" to helping promote "Anchorman 2: The Legend Continues," so it sounds like Chrysler didn't have to spend a ton of marketing.P
More importantly, as Juan noted, the Durango is increasingly important to the Dodge brand and Chrysler as a whole. I've talked with Chrysler dealers in the past and many have acknowledged that customers come to showrooms with a Durango in mind, but leave with a Grand Cherokee.P
And Chrysler themselves know that they haven't been promoting the Durango like they should.I talked with both current and former Dodge CEOs about the SUV, and they said to expect a heavy play for the Durango because marketing had been nonexistent for the past few years. Well, here it is.



L

Monday, 4 March 2013

 Detroit's Big Three off to fast sales start in 2013


Published in the Detroit Bureau

Cars are displayed on the sales lot of a Chrysler dealership on Jan. 3, 2013, in Colma, Calif. Chrysler posted its strongest January sales since 2008.
U.S. auto sales maintained the strong upward trend that delivered a solid send-off to 2012, with most major manufacturers reporting double-digit gains for January.
A number of manufacturers set new sales records during the first month of 2013, and Detroit makers, in particular, recovered some much-needed momentum. Two of the Detroit Big Three ended last year with market share declines.
Industry observers credit a variety of factors for driving strong demand last month, including an improving economy and a bump in the long-struggling housing market. Notably, January saw demand surge in a variety of different segments, from high-mileage small cars and hybrid vehicles to full-size pickups.
“We’re in a fundamentally sound trajectory,” said Mustafa Mohatarem, the chief economist for General Motors. While the industry is still operating well behind the record 17 million-plus rates experienced during the middle of the last decade, he suggested the modest but steady recovery the industry has been experiencing this cycle “is much more sustainable” than some of the rapid rebounds of decades past.
Though General Motors did see a rise in sales last year, the maker couldn’t keep up with the overall increase in U.S. demand, watching its market share slip from 18.4 percent in 2011 to 16.9 percent. Senior company officials, including CEO Dan Akerson, have forecast a modest improvement for GM this year, and the maker’s 16 percent jump in January appears to put it on an upward trajectory.
Detroit makers, on the whole, appear to have fared well for the month, with Chrysler also gaining 16 percent and marking its 34th consecutive month-over-month sales gains. The maker scored gains at all of its various brands – and also saw a jump in demand for the Dodge Dart, a critical new compact model that has lagged in showrooms in recent months, something Chrysler CEO Sergio Marchionne has blamed on a lackluster powertrain lineup.
Ford, meanwhile, saw January numbers increase by 22 percent. Ken Czubay, the maker’s chief of U.S. sales, suggested that the company's heavy investment in new products and powertrains “continues to pay off.”
Ford’s results reveal that the January industry upturn was a broad one. Ford’s small car sales jumped 29 percent, while its various hybrid models were up approximately 350 percent. The midsize Ford Fusion had its best January ever. But the full-size F-Series pickup also gained ground.
Pickups have been especially strong in recent months, even as the overall share of small and alternative-powered vehicles has gained steady ground. That’s little surprise, according to analysts such as Joe Phillippi, of AutoTrends Consulting, who track a close, historic link between the housing market and truck sales. Demand for pickups has also gotten a lift as the East Coast continues to dig out from the devastation of Superstorm Sandy.
Detroit makers aren’t the only ones celebrating January’s sales results. Toyota reported a 27 percent year-over-year increase. "The sales pace we saw in the fourth quarter of last year rolled into January, exceeding our expectations for the industry,” said Bill Fay, general manager of the Japanese maker’s mainstream brand.
The other members of the Japanese Big Three didn’t fare quite so well. Nissan gained a modest 2 percent for the month, that increase largely driven by the latest incarnation of the Pathfinder – which has migrated from a traditional, truck-based platform to a more nimble and fuel-efficient crossover design.
American Honda reported an overall 12.8 percent gain, though its Acura luxury brand did a wee bit better with the assistance of new products such as the entry luxury ILX.
Luxury makers, in general, did well – but could have done better, some analysts said. Mercedes-Benz gained 11 percent over year-earlier levels, while Audi was up nearly 6 percent -- but both reported records for January.
BMW was up a modest 2.3 percent after finishing 2012 as the nation’s best-selling luxury brand. Some observers suggest the maker’s aggressive end-of-year marketing may have “pulled forward” sales that might have otherwise been rung up in 2013.
But Jesse Toprak, auto analyst with data tracking firm TrueCar.com, also said that the new tax increases on wealthy buyers may be having a measurable impact on high-line brands going forward.
TrueCar data indicate that buyers actually paid a slight bit less for the average vehicle sold in January, at $30,812, compared with December. But the average transaction price was nonetheless up by $416, or more than 1percent year-over-year.
Meanwhile, with demand helping makers maintain steady production schedules on most key products, they’ve been able to continue a year-long reduction in rebates and other incentives. For the month, such givebacks slid to just $2,274 per vehicle, down from $2,591 in December and $2,481 in January 2012.
Only a few automakers increased givebacks, notably Hyundai, which saw a weak 2 percent gain in sales in January. Like several other makers, however, the Korean brand has warned it could face production-driven limits to its sales if the market continues to heat up too quickly.
Earlier this week, AutoPacific, Inc. predicted the U.S. market would climb to 15.1 million this year following last year’s jump to 14.5 million. But the California-based consulting firm is among the more conservative. Chrysler officials indicated they see a 15.5 million total for 2013 if current trends hold.
Whether they can, of course, is far from certain. The U.S. economy is clearly gaining momentum but there are a variety of “headwinds,” industry insiders caution. That includes the ongoing rise in petroleum prices – which could climb even faster in the wake of the explosion at Mexico’s national oil company headquarters and the terrorist attack on the U.S. embassy in Turkey this week.
There’s also the ongoing drag from the European economy. Car sales there fell to their lowest level since 1995 last year and few expect any improvement in 2013. With China also slowing, officials with foreign manufacturers, such as Toyota’s Fay, have said they will be putting even more emphasis on the North American market in the months ahead.
After the sharp cutbacks of the recent recession, the auto industry could translate improved cost-efficiencies into record profits this year – but should makers decide to battle it out by ramping up incentives, analysts warn, that could stall the ongoing recovery at the bottom line level.

Tuesday, 12 February 2013

Chrysler Brand Ads, aired on January 2013ongoing collective effort



Chrysler Brand TVC, aired on January 2013

(English)
Success requires continuous effort.
Keep on going all on your own.
Today's effort lead to a future success
Chrysler, stay driven
(Japanese)

成功のためには挑戦を続けるしか無い
信じた道を走り続けろ
今日の努力が未来を創る
クライスラー、Stay Driven