![\"\"](\"https:\/\/wayes.de\/wp-content\/uploads\/2021\/08\/17-Graphik-PKW.jpg\")
<\/figure>\n\n\n\nThe \u00adyoung buyer groups are \u00adjust\u00ad breaking \u00adaway because the sense for \u00adthis type of \u00admobility \u00adis \u00adno longer \u00adunderstood. In the \u00adcities\u00ad in particular, \u00admore and more \u00adpeople are doing \u00adwithout \u00adtheir \u00adown cars and \u00adusing \u00adan \u00adindividual mix of car sharing, ride-hailing buses and trains\u00ad, rental bikes \u00ador e-scooters\u00ad. Here, \u00adthe \u00adown car becomes a burden: the \u00adpurchase of \u00ada new car is \u00adhardly \u00adworthwhile for \u00adprivate individuals \u00adanymore, because the \u00adeconomic decay \u00adis enormous. In \u00adaddition, the \u00adcost of ownership is also \u00ada \u00adburden. The \u00adcost-benefit ratio \u00adis becoming \u00adincreasingly unbalanced\u00ad. \u00adMoreover, \u00adanyone who has recently \u00adlooked for \u00ada \u00adparking space in the \u00adinner cities \u00adalso \u00adunderstands \u00adthe annoyance that \u00addriving a car in \u00adthe city \u00adregularly \u00adcauses.<\/p>\n\n\n\n
\u00adDriving\u00ad less does \u00adnot mean that \u00adpeople\u00ad are \u00adless \u00admobile. On the \u00adcontrary: the number of \u00adkilometres travelled \u00adper \u00adperson has risen \u00adsteadily in \u00adrecent \u00adyears. \u00adThis \u00adtrend \u00adwill \u00adcontinue in \u00adthe \u00adcoming \u00adyears. \u00adMobility service providers \u00adare \u00adsuccessful if they are \u00adtechnologically up to date, ecologically \u00adsustainable and affordable, \u00adin ride sharing, on-demand mobility services \u00ador in the \u00adpurchase of the \u00adfamily car\u00ad. The \u00adwinners \u00adwill be those who \u00adbest \u00adunderstand how to \u00adbundle \u00admobility services \u00adinto ecologically implemented \u00adbusiness processes\u00ad. The \u00addriving force \u00adwill become secondary\u00ad. What will count is \u00adthe demonstrably \u00adsustainable \u00adimplementation of the \u00adeasiest-to-acquire and \u00admost attractively \u00adpriced \u00adoffer on the \u00adrespective market.<\/p>\n\n\n\n For the \u00adautomotive trade, \u00adthis means \u00adevolving \u00adfrom new and \u00adused car \u00adsales to \u00admobility sales. In \u00ad2025, \u00adsuccessful \u00adproviders will \u00adno longer measure themselves solely by the \u00adnumber of \u00advehicles \u00adsold, \u00adbut also by \u00adprofit per \u00adpassenger kilometer \u00ad- \u00ada \u00adcompletely \u00adnew \u00adconcept for \u00admost. \u00adThe car of the \u00adfuture is a vehicle on \u00addemand that \u00addrives \u00adautonomously to \u00adwhere it is \u00adneeded.<\/p>\n\n\n\n The challenge<\/a> is to break \u00addown the \u00adwall \u00adbetween \u00adonline and \u00adoffline business \u00adin the \u00adautomotive trade and to \u00adlink \u00adboth\u00ad \u00adsales channels\u00ad. The \u00adphysical touchpoint of \u00adthe \u00adcar dealership \u00adgets to the \u00adheart of the \u00adbrand experience. \u00adHowever, \u00adnew \u00adconcepts for \u00adomnichannel retailing are \u00adbecoming \u00admore relevant\u00ad, creativity and variety are in \u00addemand: a pop-up store, a shop-in-shop, an \u00adoutdoor showroom \u00ador a mobility \u00adshop \u00adwhere \u00addifferent \u00admobility offers \u00adare \u00adavailable. \u00adImagination is \u00addemanded of \u00adthe \u00adcar trade, which is \u00admostly lacking. \u00adImaginative \u00addealers such as \u00adAutohaus \u00adK\u00f6nig from \u00adBerlin, \u00adwhich has been offering \u00adits Fiat 500 models via the electronics retailer Media Markt <\/a>\u00adsince 8 June, are a rarity\u00ad.<\/p>\n\n\n\n \u00adThe \u00adaforementioned \u00adexample \u00adimmediately slays two \u00adfundamental \u00adproblems of the \u00adcar trade\u00ad: \u00adon the one hand, \u00adthe \u00addifficulty of \u00adgaining \u00adaccess to the \u00adcustomer, who is \u00adshaped by the \u00addigital \u00adshopping culture, \u00adand on \u00adthe other hand, \u00addesigning \u00adthe buying process \u00adas a stimulating \u00adcustomer journey that \u00adconsistently \u00adand \u00adoptimally \u00adlinks the \u00adonline channels \u00ad(\u00adcurrently still \u00adprimarily \u00adused in the \u00adinformation phase\u00ad) and the \u00adoffline channels \u00ad(such as the \u00adtest drive\u00ad, \u00adsales talk, \u00ador the \u00adservice appointment\u00ad). \u00adData glasses\u00ad, \u00advirtual showrooms \u00adand \/ or \u00advideo consultations \u00addo not \u00adfill \u00adcar dealerships, \u00adbut \u00adthey do generate \u00adattention and drive the \u00adcomfortable \u00adcustomer off the couch. \u00adThese \u00adoffers \u00adshould have been \u00adpart \u00adof the \u00addealers\u00ad’ \u00adstandard repertoire \u00adlong ago. \u00adThe \u00adchallenge \u00adis to \u00adsee \u00addigitization \u00adas a holistic strategy for the \u00adentire \u00adcompany and not just as a \u00adcollection of \u00adisolated \u00admeasures. \u00adA \u00adfuture \u00adbusiness model \u00adshould \u00adtherefore \u00adanswer \u00adthe \u00adquestion of \u00adwhich \u00adsales channels will \u00adeven \u00adexist \u00adtomorrow \u00adand via \u00adwhich \u00adnew \u00addigital \u00adchannels the \u00adcompany \u00adcan offer \u00adits \u00adproducts and \u00adservices. \u00adIn \u00adpractice, \u00adhowever, \u00adtoo \u00adfew \u00adcar dealership entrepreneurs still \u00adask themselves \u00adthese \u00adquestions. In many cases, the reason lies in \u00ada \u00adgenerational issue\u00ad: the \u00adactive \u00admanagement team \u00adoften \u00adcomes from \u00adan \u00adold \u00adindustrial world in which \u00adthe \u00admanufacturer sent off the assembly line what the \u00addealership \u00adwas supposed to\u00ad sell. \u00adIn the \u00adnew, digital world, \u00adhowever, the \u00adcustomer \u00addetermines \u00adwhat he buys when \/ where \/ from whom.<\/p>\n\n\n\n \u00adVarious \u00adbrands are \u00adalready \u00adpushing \u00adahead with \u00adnetwork consolidation \u00adand \u00adtrying to \u00adreduce the \u00adnumber of \u00adtheir \u00adpartner dealers. \u00adIn \u00adurban areas, \u00adnew \u00adformats\u00ad will gradually \u00adreplace the \u00adclassic \u00adcar dealership. \u00adAs margins \u00adcontinue to shrink\u00ad, \u00adcar dealers\u00ad will \u00adjoin forces in order \u00adto \u00adbenefit \u00adfrom \u00adeconomies of scale on the \u00adone hand \u00adand to be \u00adable to \u00adraise the \u00adnecessary \u00adfinancial \u00adresources for \u00adinvestments in the \u00adfuture on the \u00adother. \u00adThese \u00addealer alliances \u00adwill \u00adincreasingly \u00adtry to \u00adbuild up \u00adtheir \u00adown \u00adbrand\u00ad, \u00adestablish \u00adthese \u00adonline and \u00adoffline as \u00adplatforms and \u00admake \u00adthemselves more \u00adindependent of\u00ad manufacturers as \u00adsuppliers of \u00addifferent \u00adbrands. \u00adIn this way, \u00adcar dealers are becoming like \u00adsupermarkets\u00ad, a \u00adbusiness \u00addominated \u00adby \u00ada \u00adfew \u00adgiants.<\/p>\n\n\n\n In \u00adso-called \u00admegastores, \u00adnew car customers can \u00adcompare \u00adproducts and \u00adprices \u00adacross brands. \u00adThey \u00adthus\u00ad find \u00adthe \u00adtransparency they are \u00adaccustomed to from \u00adthe \u00addigital world in \u00ada \u00adphysical \u00adlocation. \u00adThe difference to the \u00adInternet: \u00adMegastores \u00adand \u00adbrand boutiques \u00adalways also \u00adscore \u00adwith \u00adhigh-quality \u00adadvice, which will be \u00adhighly \u00adrelevant \u00adat least \u00adin the medium term \u00adwith \u00ada \u00adproduct that is \u00adbecoming more \u00adand more \u00adtechnologically \u00adsophisticated \u00ad(\u00adespecially in human-machine communication\u00ad). \u00adSo much for the \u00adtheory.<\/p>\n\n\n\n The \u00adCorona crisis \u00adreveals \u00adanother \u00adproblem of \u00adlow \u00adreserves: \u00adcar dealerships \u00adnationwide \u00adhad to \u00adclose \u00adtheir \u00adshowrooms \u00adfor \u00adseveral \u00adweeks. \u00adAccording to \u00ada \u00adsurvey by the ZDK, \u00adaround 70% of \u00adbusinesses \u00adhad \u00adregistered for \u00adshort-time working in \u00adthe meantime. \u00adFor \u00adsales staff, \u00adthe \u00adfigure was \u00adas high as 90%. The primary \u00adgoal was to \u00adsecure \u00adliquidity \u00adat \u00adany price. \u00adNevertheless, \u00admost \u00adcompanies simply \u00adlacked the financial \u00adbasis to be \u00adable to \u00adabsorb \u00adlonger \u00adsales losses \u00adwith \u00adtheir own \u00adfunds. \u00adIn the \u00adpast \u00adyear, \u00adthe average \u00adreturn in \u00adthe \u00adindustry was \u00adjust \u00ad1.4% – in \u00adan \u00adenvironment with \u00adhigh \u00adinvestment and \u00adcapital requirements, \u00adtoo \u00adlittle to \u00adbuild up \u00adsufficient \u00adequity \u00adfor emergencies. \u00adMany \u00adcompanies are \u00adtherefore unable to \u00adbuild up \u00ada \u00adstable \u00adequity ratio of \u00adat least 25% \u00adand are consequently \u00adoverly \u00addependent on lenders. \u00adIf even one bank \u00adcalls in its \u00adloans, \u00adthis means the \u00adend for \u00admany \u00adcompanies.<\/p>\n\n\n\n The \u00adlarge remainder \u00adbelow the TOP 10 trading groups, \u00adhowever,\u00ad must \u00adask \u00adthemselves \u00adhow they are \u00adto \u00adcontinue \u00adafter \u00adCorona. The \u00adcurrent \u00adcrisis \u00adshould \u00adbe \u00adseen \u00adas an \u00adopportunity to \u00adanalyze \u00adone’s own situation \u00adruthlessly \u00adand to \u00adset the \u00adnecessary course for \u00adthe \u00adfuture. \u00adIn \u00addoing so, \u00adall \u00adimportant stakeholders \u00adshould \u00adbe \u00adinvolved\u00ad: this \u00adincludes \u00adowners\/shareholders\u00ad, the \u00admanagement \u00adas well as the \u00admost important \u00adcapital providers\u00ad. Only if all \u00adthose involved \u00adpull together can a sustainable \u00adsolution \u00adbe \u00adachieved.<\/p>\n\n\n\n The \u00adoptions for action \u00adare as \u00advaried as the \u00adindividual \u00adcompany situations\u00ad, and there is no \u00adpatent remedy for \u00adall of them. \u00adNevertheless, \u00adfive \u00adstrategic \u00adinitiatives \u00adcan be \u00adidentified with the \u00adhelp of\u00ad which \u00adcar dealership entrepreneurs \u00adshould\u00ad start\u00ad today in order \u00adnot to miss the boat \u00adfor \u00adtomorrow\u00ad:<\/p>\n\n\n\n \u00adCreating \u00adawareness for \u00adchange:<\/strong> \u00adHerbert Diess \u00adworks according to the motto \u00ad”\u00adThink \u00adfrom the customer\u00ad’s point of view\u00ad! It is my \u00adcompany! Highest \u00adstandard for me and \u00admy \u00ademployees! \u00adAchieving\u00ad impact\u00ad! \u00adConcentrating on the \u00adessentials\u00ad! \u00adAchieving\u00ad more with \u00adless! \u00adRethinking and \u00adsimplifying! Backbone\u00ad, courage and perseverance\u00ad! \u00adBe \u00adsincere! \u00adThink\u00ad positively\u00ad!”<\/p>\n\n\n\n The upcoming \u00adtransformation will \u00adlead to \u00adprofound \u00adchanges in terms \u00adof \u00adwork forms\u00ad, \u00adorganizational structures \u00adand \u00adbusiness models. \u00adThe \u00adfirst \u00adessential step is to \u00adbecome\u00ad aware of\u00ad this \u00adand be \u00adopen to change. \u00adThis applies above all to the \u00adcompany’s management \u00ad- in the \u00adsecond step, \u00adit must then \u00adprepare the \u00adentire \u00adcompany and all \u00ademployees for the \u00adchange \u00adand \u00adtake them \u00adalong on the journey. Many \u00adtraditional \u00admanagers are \u00adnot comfortable with \u00adthis form of \u00adchange \u00admanagement \u00ad- \u00adit is \u00adtoo different from what they \u00adwere \u00adused to in the past. \u00adAt \u00adthis \u00adpoint, a \u00adchange \u00admanager or coach from outside can \u00adhelp to \u00adtrain \u00adand \u00adsupport the \u00admanagers in \u00addealing with the \u00adnew \u00adchallenge.<\/p>\n\n\n\n \u00adExamine \u00adstrategic \u00adpositioning: \u00ad<\/strong>Margins \u00adin the \u00adautomotive trade \u00adwill \u00adcontinue to \u00adcome under\u00ad pressure. \u00adAt the same time, high \u00adinvestments in \u00addigitalisation\u00ad, \u00adinfrastructure and \u00ademployees are \u00adnecessary in order not to \u00adlose out. \u00adEvery \u00adcompany \u00adshould \u00adscrutinize \u00adits \u00adindividual \u00adstrengths and weaknesses and \u00adderive \u00adits \u00addevelopment opportunities \u00adand \u00adpossible \u00adbusiness risks from \u00adthis\u00ad. When \u00addefining a strategy, it is \u00adessential not to \u00adthink \u00adtoo \u00adnarrowly\u00ad, \u00adbut to be \u00adas \u00adopen\u00ad as possible to \u00adnew interpretations of \u00adone’s own \u00adrole. For \u00adexample\u00ad,\u00ad one might \u00addiscover that there is a \u00adgreat \u00addemand for motor homes \u00adin \u00ada market area \u00ador that \u00adcompanies are \u00adinterested in \u00adclosed car sharing pools \u00adand are \u00adlooking for \u00ada \u00adservice partner \u00adwith \u00adroots in the \u00adregion. \u00adBoth \u00adtopics are \u00adnot part of the \u00adoriginal \u00addealership business, \u00adbut can be \u00adserved with \u00adthe \u00adexisting \u00adexpertise\u00ad.<\/p>\n\n\n\n \u00adGuarantee \u00adfuture viability: <\/strong>\u00adChange does \u00adnot \u00adhappen \u00adimmediately, \u00adbut is a \u00adlong journey. \u00adHowever, in order \u00adto \u00adachieve \u00adthe goal \u00adtomorrow\u00ad, \u00adall \u00adperformance-related \u00adprocesses \u00admust be \u00adput to the \u00adtest \u00adand optimized in the \u00adhere and now \u00ad(\u00adoperational \u00adexcellence). This also \u00adincludes an \u00adevaluation of the company’s own \u00adorganization and \u00admanagement structure\u00ad: Are the \u00adright \u00adpeople on board to \u00adinitiate \u00adand \u00adshape the \u00adchange\u00ad? If not, \u00adshareholders and \u00admanagement \u00adneed to \u00adinitiate measures to \u00adget the \u00adright people on board. \u00adIf necessary, \u00adthe \u00adhelp of \u00adexperienced \u00adinterim managers is \u00adneeded who are \u00adfamiliar with \u00adcrisis situations \u00adand \u00adcan \u00adconvey the \u00adnecessary \u00adurgency for the \u00adsituation to the \u00adteam within \u00ada \u00adshort time and \u00adensure \u00adthe \u00adimplementation of the \u00adnecessary \u00admeasures.<\/p>\n\n\n\n \u00adSecuring \u00adfinancing power:<\/strong> \u00adIn addition to \u00adcost discipline \u00adand \u00adefficiency improvements, \u00adsufficient \u00adcapital resources are \u00adjust as \u00adessential as a \u00adbalanced \u00adcapital structure\u00ad. Here, it is important to \u00adanalyse\u00ad exactly \u00adhow the \u00adcompany\u00ad’s liabilities \u00adare structured and whether \u00adthe \u00admaturity \u00adand, not \u00adleast, the \u00adconditions of \u00adthe \u00adindividual \u00adfinancings \u00adfit in \u00adwith this \u00ad(maturity matching\u00ad). This \u00adshould be \u00adorganized \u00adtogether with banks and \u00adfinancing partners\u00ad. \u00adTo do this, however, it is \u00adfirst\u00ad necessary to \u00addefine the company’s \u00adown \u00adstrategic \u00addirection in the form of \u00ada \u00adresilient \u00adbusiness plan. \u00adThe \u00adbusiness plan \u00adshould \u00adcover \u00ada time horizon of \u00adfive \u00adyears \u00adand \u00adcontain \u00advarious \u00adscenarios as \u00adwell as an \u00adintegrated \u00adplanning calculation consisting of \u00adbalance sheet, \u00adprofit and \u00adloss account \u00adand \u00adliquidity and cash flow planning.<\/p>\n\n\n\n \u00adActively \u00adshaping the \u00adfuture: <\/strong>\u00adThere are \u00adnumerous \u00adreasons \u00adwhy a \u00adconcept that is \u00adsustainable in the long term does not \u00admaterialize\u00ad: despite \u00adadjustments\u00ad, the company\u00ad’s own market position no longer \u00adappears \u00adcompetitive, \u00adsufficient \u00adfinancing \u00adcannot be \u00adsecured for the \u00adnecessary \u00adinvestments in the new \u00adbusiness model, \u00ador the \u00adshareholders \u00adno longer want to go along with the path\u00ad. In all of \u00adthese \u00adcases, it is important to \u00adactively \u00adconsider \u00advarious \u00adalternatives in order \u00adto \u00adpreserve \u00adthe \u00adcompany’s value in the best possible way\u00ad: these \u00adcan be \u00admergers \u00ador acquisitions \u00adwith \u00adcompetitors\u00ad, \u00adextended \u00adcooperations \u00ador even the \u00adinitiation of \u00ada \u00adstructured \u00adsuccession process \u00adup to and including the \u00adsale of the \u00adcompany.<\/p>\n\n\n\n \u00adMastering the upheaval \u00adin the \u00adcar trade \u00adrequires a \u00adwillingness to innovate\u00ad, the courage to \u00adact entrepreneurially, \u00adbut also \u00adanalytical skills \u00adand a \u00adcertain objectivity \u00adtowards the\u00ad facts. It is \u00adtherefore\u00ad advisable to \u00adwork out one’s \u00adstrategic reorientation \u00adtogether with \u00ada \u00adneutral \u00adconsultant who is \u00adnot involved \u00adin \u00adthe \u00adoperational \u00adstructures and \u00adenables \u00adan \u00adundistorted \u00adview of the \u00adcompany with \u00adits strengths and weaknesses. In \u00adthis way, it can be \u00adensured that a \u00adcomprehensive \u00adanalysis is \u00adcarried out that \u00adboth \u00admeets the \u00adindividual \u00addemands \u00adand \u00adrequirements of the \u00addealership \u00ad\/ \u00adcar group and \u00adtakes into account the \u00adchanging \u00admarket conditions.<\/p>\n","protected":false},"excerpt":{"rendered":" Can the \u00adautomotive industry be \u00adreinterpreted\u00ad? \u00adIndividual \u00admobility \u00admeans \u00adfreedom, which \u00adeveryone is \u00adentitled to \u00adand which \u00admust be \u00admade\u00ad accessible. \u00adThe \u00adclaim of \u00adpolitics as well as the \u00admobility industry \u00ad- car, air and rail transport \u00adas well as all \u00adother mobility providers \u00adalike \u00ad- must be to \u00adprotect \u00adthis \u00adfreedom for those \u00adwho […]<\/p>\n","protected":false},"author":12,"featured_media":1012,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false},"categories":[28,29],"tags":[],"yoast_head":"\n![\"\"](\"https:\/\/wayes.de\/wp-content\/uploads\/2021\/08\/17-Eckdaten-Verkehr.jpg\")
<\/figure>\n\n\n\nThe \u00adcar trade \u00admust \u00adreinvent\u00ad itself<\/h4>\n\n\n\n
\u00adEntrepreneurs \u00admust \u00adact\u00ad now<\/h4>\n\n\n\n
![\"\"](\"https:\/\/wayes.de\/wp-content\/uploads\/2021\/08\/17-iStock-Strasse-nachts-mit-Graph-1660x1057.jpg\")
![\"\"](\"https:\/\/wayes.de\/wp-content\/uploads\/2021\/08\/17-iStock-Beratung-1660x1034.jpg\")