How strong is customer experience really in the automotive industry? While recent studies highlight impressive results, others reveal alarming structural weaknesses. In this commentary, Barbara D’Emilio, Chief Customer Officer at moveXM, explores where expectations diverge from reality—and what real opportunities OEMs must act on now to inspire lasting customer loyalty. Read why consistent CX strategies are more essential than ever.
The automotive industry is back on top: According to the latest KPMG Customer Experience Excellence (CEE) 2024 report, it leads all sectors in Germany with a CEE score of 7.77—well above the market average of 7.43. Customers report the lowest effort (“Time & Effort”) and show above-average loyalty. Personalized service at dealerships, quick response times, and genuine attention to individual needs are paying off—both in brand loyalty and economic performance.
At the same time, the Capgemini “Customer Experience in Automotive 2024” study paints a different picture:
- 52% of potential buyers are dissatisfied with or undecided about their current brand.
- 57% of those unhappy with after-sales service consider switching brands within 6–18 months.
- Only 34% believe their brand offers one of the best customer experiences.
This contrast between perceived strength (KPMG) and underlying structural weakness (Capgemini) is critical—especially amid industry-wide transformation and financial pressure.
Latest developments: Dealer satisfaction sharply declining
The new IfA MarkenMonitor 2025 further highlights this CX imbalance from the dealer perspective. Strategic priorities like digitization, service quality, and integrated CX are slipping into the background. Audi dropped dramatically from rank 6 to 19; MINI disappeared from the list entirely (2024: rank 4). BMW slipped slightly, VW remains low. As financial strain intensifies, declining customer loyalty poses an acute risk.
Our project insights at moveXM support this picture:
Many OEMs still rely on isolated CX initiatives without connecting the dots—especially in the post-purchase phase or with lost prospects.
Major friction points include inconsistent brand execution at the local level, weak integration of digital services, and real-time customer feedback not being effectively acted upon.
And: True product satisfaction is the foundation for loyalty—not just a friendly handshake at the dealership.
So what should OEMs and their partners do?
Findings from Capgemini, KPMG, and IfA make it clear:
- Customers are ready to leave—and ready to stay if it’s worth it.
- CX success isn’t about one big moment—it’s about the full journey: from configuration to delivery to OTA updates.
- Real integration of feedback, data, and processes is essential—not just CX campaigns.
Three practical recommendations from our work at moveXM:
- Professionalize feedback loops – monitor all touchpoints, analyze open comments, and dig for “gold” (yes, even cupholders in large-beverage markets!).
- Connect sales and after-sales – CX management can’t stop at checkout. E-mobility and service excellence offer major differentiation potential.
- Use data to drive impact – Real-time insights, closed-loop feedback systems, and clear accountability make customer experiences measurable and the CX impact monetizable (e.g., survey-triggered recovery of lost sales).
Conclusion
The automotive industry clearly has the potential—KPMG, Capgemini, and IfA agree. But to maintain top positions in the hearts of customers, OEMs must act with consistency, commitment, and open ears. Only then will experience become a true competitive edge.
