The Mobility Era and the Changing Automotive Industry Customer Journey
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InMoment White Paper The Mobility Era and the Changing Automotive Industry Customer Journey Copyright © 2021 InMoment, Inc. All rights reserved.
The Mobility Era
and the Changing
Automotive Industry
The McLaren Formula One car in which Daniel Ricciardo and Lando Norris will compete for
the 2021 World Championship is a remarkable piece of machinery. During the course of an
average Grand Prix, over 300 sensors monitor 1000 input parameters and transmit over
1.5 GB of live data back to the pits as well as the Technology Centre in Woking, England.
McLaren claims the number of data points collected for analysis is in excess of 750 million
per race—twice the number of words each of us will speak in a lifetime. The goal? Make the
car go faster.
Organizations striving to design and create a better customer experience can learn from
this. Strategically positioning sensors at each touchpoint of the customer journey will yield
a continuous flow of business-critical information, allowing decision makers to make more
informed decisions to deliver on customers’ ever increasing expectations.
MCLAREN FORMULA ONE CAR
PAGE 02
The concept of the customer journey 5. Identifying the moments that matter
is not new. Fundamentally, we want to to nurture a customer-centric culture.
enable customers to achieve what they Communicating what’s important for
want to do seamlessly and with little ef- customers to those responsible for
fort. Mapping out what customers experi- delivering customer service on the
ence when they interact with a company frontline is essential. These moments
and buy (or not) has tremendous benefit. become talking points that become
Some of these include: ingrained in a company’s culture
since they relate directly to sales,
1. Identifying pain points so solutions
profitability, and market dominance.
can be developed to deliver a better
customer experience. But in automotive, customer journeys are
becoming increasingly complex. We are
2. Understanding areas of customer
now in the mobility era, so the lifetime
frustration and delight to prioritize
value of the customer is paramount.
investments. If something is import-
Brands must manage multiple journeys
ant to a customer, resources can be
across a lifetime with the intent of
directed there. The opposite is also
increasing brand engagement, and along
true. If something doesn’t impact
with it, greater revenue and profitability.
the customer experience, why spend
Each manufacturer is on a continuum
money on it?
with some farther along than others.
3. Directing training efforts for the
It’s worth repeating that there is no one
frontline. If a common area of
customer journey that will work for every
customer concern exists, frontline
organization. Instead, the approach to
employees need to be empowered
the customer journey needs to meet
to manage those situations with
the needs of the manufacturer and its
better training, empowerment, and
customers. Some have the resources to
effective policies.
create and provide different mobility
4. Predicting happy customers and solutions while others don't, so their
those likely to churn. Customers who customer journey will be different.
are likely to be promoters, passives, Remember: one size doesn't fit all.
and detractors can be identified so
appropriate action can be taken to
increase brand loyalty.
PAGE 03
The Traditional Journey
The traditional journey looks at a small subset of the total journeys possible. A customer
buys a car and gets it serviced. Then feedback about the experience is collected shortly
after the sale and on a transactional basis after the car is serviced. Historically, automo-
tive CX programs took this approach (and many still do), which is great if it meets the
needs of the manufacturer and the resources they have available. However, there is a risk
that they will be left behind.
SERVICE SERVICE SERVICE
SALE
01- Traditional Journey
The Expanded but they only involve a sub-sample of the
customer base and often stay within the
Customer Journey
silos of quality and product planning. This
The expanded customer journey needs to change.
recognizes that loyalty is more than just
Quality affects all customers. Wouldn’t
an exemplary experience a customer
it make sense to measure it that way?
receives at their dealership and that to
Incorporating quality metrics as part of
deliver an excellent experience, a brand
the CX program not only provides a more
must consider vehicle quality. A customer
complete picture of loyalty, but as budgets
may love their dealership, but if the car
come under increasing scrutiny, building
breaks down every three months, the
quality tracking into the CX program
brand likely won’t be on the consideration
makes inherent sense. The infrastructure is
list when that same customer comes back
already in place at the individual customer
into the market.
level, so why not leverage it to save the
This is why measuring quality of the company money?
vehicle should be considered a part of
Another aspect of the expanded customer
the expanded journey. However, very few
journey is the use of an agile design model
manufacturers do so today. Why? Because
so manufacturers can try something new,
quality is typically managed outside the
see if it works (or doesn’t) and implement
CX department. Quality studies are done,
PAGE 04it accordingly. This can affect the quality of Lastly, buyer behavior metrics could be
future products—in turn affecting loyalty. incorporated into the expanded journey.
Asking customers their opinions about Understanding the motivations behind
a vehicle being considered for market the purchase, consideration, and disposal
not only is a potential source of valuable dynamics yields tremendous insight into
information, but it also engages customers the customer mindset, helping to craft
in the brand. Insight communities have more effective marketing strategies.
done this effectively, but in this case, This could include key questions from
we’re casting the net wider, encouraging automotive syndicated studies, but doing
dialogue with all customers. it within the framework of the CX program,
getting insight into the hands of decision
makers faster.
FUTURE BUYER
PRODUCT BEHAVIOR
SERVICE SERVICE SERVICE
SALE PRODUCT PRODUCT
QUALITY QUALITY
02- Expanded Journey
The Enhanced sell them a car. How do we know they’re
still in the market unless we ask, and
Customer Journey
more importantly, have a process in place
The enhanced customer journey incor- to handle the response.
porates touchpoints either pre-sale or
Test drives are also critical. Done well,
immediately after a purchase. Contacting
they can turn shoppers into customers,
potential customers who shopped the
so we need to know what works and
brand either in person or online not only
what doesn’t. Here too is an opportunity
provides valuable CX insights, but offers
to close the sale.
tremendous sales opportunities. We want
satisfied customers, but we also want to
PAGE 05According to a recent Frost and Sullivan you know where the charging stations are?
study, the electric vehicle market in the Has the vehicle met your expectations in
US is estimated to grow almost five-fold terms of driveability and range?
from 1.4 million units in 2020 to almost 7
And to supplement what is being learned
million units in 2025. Part of the reason for
in the enhanced journey, monitoring and
this increase is the large number of electric
managing the reviews about a brand or
vehicles coming to market in the next few
dealership in social media is critical. The
years. Understanding the growing popu-
last 12 months in particular have shown we
lation of buyers of these electric vehicles
are living online, so this additional touch-
is critical for future growth. The enhanced
point in the customer journey needs to be
journey contacts these customers shortly
incorporated to keep brands up to date
after purchase. What worked and what
with their evolving customers.
didn’t when you purchased your EV? Was
the salesperson knowledgeable (this can
be a problem the data would suggest)? Do
ONSITE EV FUTURE BUYER
SHOPPER SPECIFIC PRODUCT BEHAVIOR
TEST
DRIVE SERVICE SERVICE SERVICE
ONLINE
PRODUCT PRODUCT PRODUCT
SHOPPER
SALE QUALITY QUALITY
SOCIAL CX
03- Enhanced Journey
PAGE 06The Mobility Journey their website. Other manufacturers
have a similar strategy, but this
The automotive industry’s transition into
illustrates how changing needs in the
the mobility industry directly impacts
mobility industry mean feedback has
the customer journey. In addition to the
to be obtained differently. A diagnostic
relevant touchpoints from the jour-
survey isn’t appropriate here, but
neys above, the mobility journey adds
a quick always-on digital sensing
additional layers of complexity since
capability needs to be incorporated,
the way in which customers ‘consume’
which captures key information like
transportation is changing. New touch-
NPS and ease of use measures.
points have emerged and new ways of
measurement are required.
The graphic below is based on the
mobility services offered by PSA (pre
Stellantis) and is publicly available on
PAY FOR TOLL
RENT PARKING PASS
CHARGING VALET REMOTE
STATIONS SERVICE ACTIVATION
CAR ON CONNECT PERSONAL
DEMAND FLEET ASSISTANTS
FLEET FREE2MOVE FLEET
SHARING LEASE SHARING
LIFETIME
ENGAGEMENT
04- Mobility Journey
PAGE 07What Does All This
Mean? And How Can
InMoment Help?
It means, the changing mobility market is Here are a few ways our team can help you
driving more complex customer journeys dive deeper into the redefined customer
and brands that want to see short-term and journey’s using a combination of technol-
long-term success need a strong custom- ogy expert services, and best practices to
er feedback infrastructure and a strategic help your brand succeed:
experience program to compete.
Leveraging Sensors Across the Journey:
At InMoment our technology, combined An increasingly multiplex customer
with our mobility experts can help you journey means that incorporating sensors
design your customer experience approach or micro surveys into each touchpoint
to understand your customer journey of the journey will be necessary. With
more intimately, listen more intently to the InMoment’s acquisition of Wootric,
moments that matter, leverage the intel- building sensors across the customer
ligence you’re receiving or gather more journey, especially as more mobility
touch points, transform and evolve your solutions come to market, can be done
business based on the right customer data, easily and cost effectively.
and communicate and realize the value
your customer feedback is having on your
decision-making and on your businesses
bottom line.
PAGE 08Cleaning Up Disparate Data: Customer Journey Mapping (UCJM) is
Another challenge that may surface is extremely effective in allowing customers
what we call “dirty data.” All the different to tell us what is important to them in their
data that flow from so many touchpoints own words.
can result in very messy data, and
Identifying Emotion with World-Class
the automotive industry especially is
Analytics: Combining client operational
notorious for this. The data needs to be
data such as units in operation,
cleaned and normalized to make it fit for
demographics, previous brand history,
purpose. InMoment’s Workflow was built
and key financial metrics delivers even
for this very reason and has been utilized
greater insight. And since so much of
successfully across our automotive clients
vehicle purchase is driven by emotion,
globally for many years.
when operational data are integrated
Identifying the Moments That Matter: with InMoment’s text analytics Emotion
Fundamental to understanding and Derivative Algorithms (EDA), brands have
optimizing your customer journeys is an even greater ability to manage loyalty
the ability to quantify the moments that and churn.
matter; this is where we excel. Ingesting
Pinpointing At-Risk Customers:
CX and operational data into our
We help clients understand and optimize
Experience Intelligence (XI) Platform and
the moments that matter by looking at in-
applying appropriate analytic techniques
dividual customers across all their journeys
will help you to determine which
using an unique identifier such as VIN or
aspects of the journey are imperative to
customer ID. If this isn’t available, we run
organizational success and which aren't.
a cohort analysis to look at how custom-
With the XI Platform, artificial intelligence
ers could be grouped based on life stage,
is employed to identify and rank the
behaviors, or attitude across the journeys.
moments that matter, but an informed
Knowing this allows you to reach out to ‘at
human touch is still required. Our experts
risk’ customers with an appropriate offer in
don't use just ‘one’ analytic technique, but
an attempt to prevent defection.
rather, an approach is driven by the client’s
business needs or the problem they are Driving Social Engagement:
trying to solve. Since the demographic in the mobility/
automotive industry is changing and
For example, with the move to shorter
with the rise of the mobility journey it is
surveys and a greater emphasis on
important to build loyal customers that
customer comments, machine learning
follow you on digital and social channels
is used around text analytics to build
as well as in-person traffic. We encourage
and optimize the customer journeys.
manufacturers and dealers alike to be
This technique known as Unstructured
active, respond to their social channels
PAGE 09and encourage engagement so promot-
Parallels Between
Formula One and
ers leave their positive experiences and
opinions about them on social media.
Our team of mobility experts have the
Improving Customer
experience and technology to help guide Experience
social strategies to get the most out of
To bring things full circle, just because
this important channel. McLaren keeps recording lap times,
it doesn’t make the car itself faster.
Cultivating a Customer-Centric Culture:
Measurement alone will not move the
Ultimately, a customer-centric culture
needle unless you take action to improve.
needs to be created to drive experience
Analyzing all the information received from
improvement. Your InMoment consultancy
the sensors on a Formula One car and
team will help you to identify messages
adjusting the car accordingly will lead to a
that resonate across the company and
more nimble, quicker, and ultimately more
enable you to democratize relevant competitive vehicle to win the race.
findings with key stakeholders. Actual
Sound familiar? There are definite parallels
customer comments can be disseminated,
between Formula One and improving the
especially at the C-suite level, through our
customer experience in the automotive/
Moments app to put meat on the bones of
mobility industry. Want to learn more
quantitative scores so they come to life.
about how you can make transformational
changes that improve your experience and
bottom line? Then connect with us today
to find out how our technology, industry
expertise, and insights can help you be a
CX leader.
PAGE 10To demo a product or to contact us call:
NORTH AMERICA UK & IRELAND
+1 385 695 2800 +44 (0) 1494 590 600
APAC GERMANY
+61 (2) 8397 8131 +49 (0) 40 369 833 0
Or email us at sales@inmoment.com
About InMoment
Improving experiences is why InMoment exists. Our mission is to help our clients improve
experiences at the intersection of value—where customer, employee, and business needs come
together. The heart of what we do is connect our clients with what matters most through a unique
combination of data, technology, and human expertise. With our hyper-modern technology
platform, decades of domain authority, and global teams of experts, we uniquely deliver a focus
on Experience Improvement (XI) to help our clients own the moments that matter. Take a moment
and learn more at inmoment.com
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