The Future of Automotive

THE FUTURE OF AUTOMOTIVE Developing the skills to thrive in a disruptive market

INTRODUCTION

In a decade of radical disruption, we will see significant change in the four main sectors of energy, transport, food, information, and materials (Seba and Arbib, 2020).

Automotive technology will leap forward with the advance of embedded connectivity, electrification, autonomous vehicles, sharing economy and changes to infrastructure. This will impact on established sales models and routes to market.

Organisations will need to invest in their leaders and managers, to equip them with the critical skills needed to navigate and thrive through this complex landscape.

The automotive sector will need agility, innovative thinking, adaptability and resilience.

KEY DRIVERS IMPACTING ON DEVELOPMENT NEEDS IN AUTOMOTIVE

Differentiation and positioning to drive business growth

Changing marketplace and channels

Changing customer demands

A customer-centric approach to create service experience which cannot be replaced with AI or technology

Changing consumer behaviour – need to build trust, connect and engage with a more sophisticated buyer

Increasing need to be able to provide online access for customers

Optimising commercial revenue opportunities through service innovation

CHANGING OUR GAME

Results

Mindset

Actions

Repeat

Re-think

Becoming a trusted advisor in a competitive marketplace is about the mindset we choose to adopt when we come to work

CHANGING THE EXPERIENCE – SALES LEADERSHIP DEVELOPMENT

Working to develop leadership, management and sales skills in the automotive sector, we focus on developing the emotional intelligence to ‘change our game’ ensuring participants become more resilient and responsive in leading the organisation, their teams and engaging with customers.

HIGH

Typical characteristics: •

Typical characteristics: • Passive • On the ‘back foot’ •

Genuinely focused on meeting customer needs Strong and current product and service knowledge

Trusted Advisor

•

Indifferent to customers

• • •

Reactive

• • •

Personable

Nervous or anxious Feels inadequate

Efficient

Order-taker

Problem Solver

Keen learner

Typical characteristics: • Proactive •

Typical characteristics: • Disinterested •

Dead-Weight

Creative & free thinking

Mercenary

Weak and out of date product and service knowledge

• • •

Curious

Brave

• •

Inefficient

Focused on meeting own and Volvo needs

Not really interested in customer

• •

Keen learner

Results focused

SERVICE ORIENTATION toward customer

LOW

HIGH

INITIATIVE & ASSERTIVENESS

DEVELOPING PERSONAL INSIGHTS AND SELF-AWARENESS

When designing training programmes for Automotive clients we include selected diagnostics and assessments to help learners uncover personal insights around their mindset and behaviours and then explore how improved skills and mindset can change the outcome. Learning is experiential, practical and interactive, ensuring a safe place to explore, learn, practice, reflect and grow with expert guidance. Programmes also include the latest approaches and thinking to ‘sharpen the saw’ in terms of sales, negotiation and leadership.

Developing the skills AND mindset to take your business forward.

EMPLOYING DIAGNOSTICS AND ASSESSMENTS We select from an extensive range of proven, world-class tools and methods to support the individual, helping them to understand their own limiting behaviours and beliefs and how they can develop and grow to become highly effective leaders.

PRIMEFOCUS TM

EQi 2.0 Developing emotional intelligence will have a direct impact on leadership competency and performance. Deep insights support increased self-awareness and personalised development.

BARRETT VALUES TM CULTURE & VALUES ASSESSMENTS

THE LEADERSHIP CIRCLE PROFILE & SYSTEM TM The most comprehensive 360 profile for managers and leaders and complete leadership development system, based on Universal Model of Leadership.

DiSC TM

GLOBESMART TM

A framework for strategic alignment of organisations. Informs change programmes and culture transformation projects and can be employed in Leadership Alignment programmes.

Increasing awareness of profiles and behaviours for aspiring managers and leaders. Employed to uncover high potential and areas for development for individuals.

A range of cross-cultural working profiling tools which support understanding in global teams – employed to improve collaboration and ‘one - team’ approach.

Values inform behaviours. Barrett Values assessments are employed at individual, team and organisation level to identify current and desired values and culture needed to achieve the organisation’s vision.

COMPLETE ASSESSMENT

COMPLETE ASSESSMENT

COMPLETE ASSESSMENT

COMPLETE ASSESSMENT

COMPLETE ASSESSMENT

COMPLETE ASSESSMENT

WORKING TO DELIVER EXCELLENCE

Primeast works with leading automotive brands on award-winning programmes that have a direct impact on business results. The programmes we design are completely bespoke to the organisational challenge and are built on knowledge and experience of working within the sector for over 30 years. Sector-experienced facilitators and coaches guide participants through the process of developing, applying and mastering advanced skills, equipping them to be able to deliver improved performance.

" I've worked here for 20 years, and I've been on plenty of courses, but this is

definitely one of the best!“ Aftersales Programme Participant

WORKING AS TRUSTED PARTNER WITH

EXAMPLE PROGRAMMES

Developing skills in Automotive

EXAMPLE PROGRAMMES

The following outlines are programmes we currently deliver for our Automotive clients. What makes them different is the design: • Rooted in experiential learning, we create activities and scenarios, used a range of methods (actors, video roleplay, simulations etc) which give participants the opportunity to practice, apply, reflect and learn new ways of approaching tasks and people for better results. • All sessions are highly interactive (whether virtual or face-to-face) and allow participants to experience the learning on a physical, emotional and cognitive level. As a result, participants leave the sessions energised, inspired and confident to ‘do and think better’ once they are back in the workplace.

LEADERSHIP ACADEMY - To develop skills of automotive business leaders to drive growth and performance

A critical success factor is the focus on rigorous action planning and case study/scenario-based activities ensuring learning is relevant and applied. Generating Prospects 3 Managing People 1

Financial Performance 5 • The Need for Control • Understanding Financial Terminology • The Importance of Cash Flow & Profit • Overhead Absorption • A Structured Approach to Analysing Financial Information • Influencing Financial Performance Managing an Improvement Team 10

Driving Sales & Service 2 • Getting more from your people • Goal Setting • SWOT Analysis • Planning to Achieve Your Goals • Resolving underperformance • Helping Your Team to Drive the Plan • Conducting Progress Meetings • Performance Management • Boosting Performance through Coaching Leading Through Change 7 • Self-mastery • Values, beliefs & perceptions • Making Goals More Powerful • Managing Change & Resistance • Handling Stress • Predicting & Identifying Change • Change planning • Introducing Change • Using Change as a Motivator

Driving Profitability 4 • Empowering Yourself • Profit, customer & staff satisfaction • Time Management • Employee Engagement • Gaining Respect and Co operation • Leadership Characteristics • Selling ideas • Presentation Skills

• Understanding Marketing • Brand Core Values • 5 Ps of Marketing • Digital Marketing Best Practice • Effectively Utilising your Extranet • Creating A Strong Marketing Plan • Effective Marketing Planning

• Your Leadership Philosophy • Emotional Intelligence • Assertive Communication • Leading your Team Toward Achievement • Action Centered Leadership • Guiding Your People to Perform • Motivation • Delegation • Building a Coaching Culture The Balance Sheet 6 • Financial Management • Business Management Information • Structure of the Balance Sheet • Business Planning • Understanding Assets and Liabilities • Cost Management • Broader Perspectives on Finance

Aftersales 8

NPS & Profitability 9

Achieving Outstanding

High Performing Sales &

• Using Vision to Inspire Your Team • Brand Core Values • Team Building • 6 Stage Project Management Process • Includes planning & communicating the project plan, delegating project actions, & managing performance

• Improvement Teams Overview • Customer Service

• Problem Solving • DECIDE model • Understanding Your Team Members • Selection, Recruitment and Induction • Motivation and De motivation • Giving Praise

Improvement Teams • Improving Customer Satisfaction • Developing Future Plans

MANAGEMENT ESSENTIALS – Developing a generation of future leaders

A critical success factor is the application of learning to workplace projects which contribute to business growth

Module 2 Developing Ourselves VILT x 2 sessions

Module 3 Communication skills Face to Face

Module 4 Developing Others VILT x 2 sessions

Module 5 Presentation & Action planning Face to Face

Module 1 Setting the scene Face to Face

• Understanding

• Questioning and

• Difficult conversations and conflict • Managing performance and underperformance • Meeting management • Recruitment (input from Client Representative) • Objectives for next 4 weeks

• Presentation skills • Course review • Experiential exercise – presentation planning • Presenting project outcomes to senior managers (?) • Forming co-coaching pairs/trios • Action planning and personal objectives for next 8 weeks

• Launch, welcome & expectations • VUCAR- the current climate, growth mindset • Values- organisational, personal • Communication exercise • Managing vs Leading • Managing self and others through change- resilience • Personal objectives for next 4 weeks

Final call 2 months post programm e 30 min action

ourselves and others

listening – examples and practise • Feedback – principles and practise • Coaching – principles and practise • Key learning points and objectives for the next 4 weeks

• Personality and

preferred ways of working • Motivation- us and our teams • Assertiveness • Customer mindset and dealing with challenging behaviour • Review and personal objectives for next 4 weeks

30 min action learning call

30 min action learning call

30 min action learning call

30 min action learning call

Business Improvement Project

EXECUTIVE LEADERSHIP PROGRAMME – developing leadership alignment

MODULE 2 ALIGNING FOR ACTION

MODULE 1 CREATING THE LEADERSHIP VISION • In-depth exploration into purposeful leadership • How to align teams and individuals to increase engagement • Building collaboration • Developing the culture needed for growing through value • Using PrimeFocus TM framework for strategic alignment – creating the conditions required • Identifying barriers and opportunities for change • Leading change for a positive outcome • Achieving organisational objectives

MODULE 3 INCREASING LEADERSHIP EFFECTIVENESS • Deepening perspectives into the leadership aspiration of the organisation • Understanding the reactive tendencies which might prohibit performance and impact on others • How to harness creative competencies to lead an engaged, empowered, high-performing team

• Aligning leadership approach with the desired outcomes for improved performance • Building engagement in teams • Developing enhanced creative and critical thinking to be able to lead successfully in a VUCA world (VUCAR)

Leadership Circle 360 Profile

1-2-1 coaching – 3 - 6 sessions per participant

AUTOMOTIVE LEADERS PROGRAMME – developing a generation of future leaders and improving leadership effectiveness

Graduation

Module 1

Module 2

Module 3

Module 4

Module 5

Module 6

Induction -intro from PD -access to digital campus -intro competencies -corp values and self-awareness

Leadership and high performing teams

Developing strategic thinking, vision and plans

Delegation, coaching & developing others

Change management & agility in a VUCA world

Raising performance in all departments

Confident presentation and public speaking

-reflection -share learning -present to the group -certificates -photos -celebration dinner

Optional leadership coaching for first 100-days in new HoB role

Action learning sets

Competency mapping

Action learning sets

-Comp. assessment (self & manager) -Leadership Circle 360 -PVA

Competency Mapping feedback

Mentor training

Mentoring support (internal)

Leadership coaching (external)

Suggested remeasure

Competency journey

Project presentations to the board

Building the learning team

Corporate projects x 3

SALES LEADERSHIP – Changing the game by developing emotional intelligence, serving a changing consumer

UNIT 1 THE INDIVIDUAL & MINDSET

VILT 5 Sales process, adding value & extensions VILT 6 The Customer Journey & experience UNIT 3 BRINGING BRAND TO LIFE

UNIT 2 THE CHANGING LANDSCAPE

UNIT 5 MAKING A DIFFERENCE

UNIT 4 SALES SKILLS

LAUNCH

VILT 7 Critical skills VILT 8 A new framework yes/no cycle VILT 9 Creating value through negotiation

VILT 10 EV Sales VILT 11

VILT 3 Emerging trends VILT 4

VILT 1 EQi, Strengths VILT 2 Servant selling

ONBOARDING Introduction, Outline, Toolkit, Exec Sponsor, Growth Mindset, Networking

Changing customer, profile & behaviour

Sales pipeline development

GRADUATION

ACTIONS, APPLICATION & REFLECTIONS

ELECTIVE MODULES

Standing in the customer’s shoes

Sustainable & responsible selling

Selling to the informed buyer eLearn

Presenting online

Listening online

EV Sales

WORKING WITH PRIMEAST

Consult, Design, Deliver

HOW WE PARTNER TO SUPPORT YOU

Partnership •

Expert L & D consultancy Business & people focused Customised and relevant

• • • •

Responsive and agile Supporting corporate messaging & strategy

Assess

Develop

• •

Cost efficient

Consultant/Partner

Embedding sustainable outcomes

Additional services •

Front and back-end programme management

Marketing & socialising programmes internally

Evaluate

Implement

MEASURING IMPACT

Primeast consultants are accredited in the New World Kirkpatrick Model and will provide agreed data for evidence. We design starting with the end in mind. We will design evaluation processes for Levels 1 and 2 which will aid dynamic design and supplement these with Levels 3 and 4 Leading Indicators.

Kirkpatrick Levels 1-4 Leading Indicators

What impact has the programme had on business performance?

Level 4 Result

Sample Learner Outcome (Level 3 Kirkpatrick)

How have participants applied their learning?

At the end of the programme, learners will be:

Level 3 Behaviour

➢ Change-ready: create individual and team actions to mobilise transformation including enhanced skills and improved mindset to drive change

How much did participants learn from the programme?

Level 2 Learning

How did participants respond to the programme?

Level 1 Reaction

Sample Business Outcome (Level 4 Kirkpatrick)

At the end of the programme, the business will be able to evidence:

➢ Alignment: understand, articulate and create alignment and engagement with business values in service of purpose and vision

CASE STUDY

Delivering outstanding results

KIA MOTORS (UK) Recognising that management is key to the success of their dealers, KIA UK wanted to offer an impactful programme of development for managers aspiring to progress in the sector and with the KMUK franchise. The Leadership Development Programme’s stated purpose is to provide nominated individuals with a process of development, building the skills needed to run a dealership effectively to the standards required by KMUK and demanded by a rapidly developing marketplace. Primeast brought an in-depth knowledge of automotive retailing and multi-sector experience enabling development of an innovative programme accurately focused on the needs of KMUK and their dealers. The Leadership Development programme is delivered over 15 months providing a unique KMUK focused journey of increasing challenge as the course progresses. • Phase one covers management and leadership basics using Blue Water ‘trademark’ methodologies i.e., interactive workshops with monitored action plans to transfer from classroom to workplace activity.

• Phase two uses the same methods to challenge participants at a higher level with a focus on how managers can enable management teams to deliver high performance during constant, often disruptive change within the sector. Everyone from President and CEO, Paul Philpott, to operational directors all engaged with participants and the programme. Those who meet the required completion standards graduate with certificates from the Institute of Leadership and Management (ILM) – confirming industry wide recognition of a high-quality initiative in management and leadership development. Assessment of growing management capability amongst participants is achieved by the targeting and subsequent measure of KPIs within each participating business. Measures are chosen to reflect the developing ability of participants to gain enhanced performance from their team members and typically show substantial improvement in departmental profitability and customer satisfaction. From the outset these results have been impressive and consequently in 2022 the programme entered its ninth year.

“In partnership with Primeast, we have created a market leading programme of development for Kia managers. Of most importance is that we are able to track tangible results and demonstrate significant business improvement as a direct outcome of our leadership development.” Stephen Dorman, General Manager - Customer Quality, KIA MOTORS (UK) LTD

WHAT OUR CLIENTS SAY

“Before they were just a representative of a specific function and only contributed from the perspective of their own area. Now they know each other’s functions and address our questions and concerns from a unified perspective. They are truly a cross- functional team.” “ I know a lot of people who take management, leadership, negotiating, presentation classes. They keep the learnings to themselves thinking that’s what will get them ahead. This course was different, and it encouraged sharing and the more I did the better results I saw. It’s my nature so this was a perfect fit. Learn. Try. Adjust.

“ I want to sincerely thank you for a wonderful life changing learning. I feel that I am a different person to what I was in the beginning of the year. Ready to explore and take on the world! Many thanks for showing me the path to a pinnacle!”

“A few months ago, these people were a group of individuals who didn’t know each other very well. Look at them now. They have bonded with one another; they are acting as a cohesive, cross- functional team.”

“ When my leader told me I had been chosen to participate in this program, I told him how many leadership courses I had already taken and asked what he thought I could get from this that I didn’t already know. But this program was different from anything I had ever done before. The LCP helped me to reflect on my strengths and shortcomings. The coaching focused on my developmental goals. And I involved my team in discussions about approach and challenges. I’m so glad I participated.

“I had a fixed mindset about a lot of things job and personal related, but I learned how to take another route to have more of a growth mindset.”

WANT TO CHANGE YOUR GAME?

If you’re looking to build a better future for your leaders and your organisation, get in touch

Sarah Morgan Commercial Director 01423 531083 sarah.morgan@primeast.com

THANK YOU

primeast.com