CX in transition: what OEMs need to do now to turn customer proximity into sales

Kathrin: Barbara, you have been working in customer experience management for almost 20 years, particularly for the automotive industry. How would you describe the current status quo of CX management in this sector?

Barbara: The automotive sector is an absolute pioneer when it comes to customer experience. Manufacturers have been investing in CX programs worldwide for around two decades, traditionally with a strong focus on individual dealerships. In recent years in particular, these programs have been further developed to better integrate digital touchpoints and make the customer experience more consistent. At the same time, we are also seeing increasing complexity in the customer journey. New requirements are increasingly taking center stage.

Speed, efficiency and relevance in data usage are crucial today.

Kathrin: What are the biggest trends you currently see in the industry?

Barbara: Three trends are currently having a massive impact on decision-making processes:

The transformation to e-mobility.

On the one hand, this is driven by political framework conditions, but on the other, it is being held back by consumer reluctance. Many consumers are still skeptical about charging infrastructure, prices and value for money. This creates opportunities for software providers to develop digital support along the EV customer experience.

Cost and investment sensitivity.

OEMs are under enormous pressure to save money, programs must show a quick and effective impact, measurable by relevant key figures such as sales, product satisfaction, customer satisfaction, reduction of lost sales.

CXM as a differentiating feature.

In a market where products seem increasingly interchangeable, competition is increasing and purchasing power is decreasing, perceived service and experience are becoming the decisive drivers of brand loyalty.

Kathrin: At the same time, German premium car manufacturers are currently struggling with declining sales - especially in Asia, but also in Europe. What are the reasons for this?

Barbara: According to the latest annual reports, there are several factors behind this.

Firstly, there is the strong market decline in China due to domestic competition, geopolitical uncertainties and local expectations regarding product design.

In addition, economic uncertainties, high energy costs and increased interest rates are having a negative impact on leasing and financing models in Europe.

At the same time, the used car market is growing strongly. Customers are increasingly making price-driven purchases, which is challenging the profit margins on new car sales.

New marketing and ownership concepts - such as leasing and rental models instead of purchase, or direct sales instead of the dealer model - also play a role here.

The fact that the infrastructure is still lagging behind expectations is particularly relevant for e-mobility.

And finally, there are internal cost pressure measures, such as massive job cuts at major OEMs and a radical focus on profitability.

Kathrin: What opportunities and challenges do you see for customer experience management in the current market situation?

Barbara: On the one hand, manufacturers must remain customer-centric despite transformation and restructuring. Product satisfaction is the most important success factor here, even more so than general satisfaction. If the car isn't convincing, a good service experience won't help. At the same time, data, feedback and processes must be used with maximum efficiency - key words: automated insights, AI, closed loop in real time.

Kathrin: And what about the tendering and procurement processes?

Barbara: A lot has changed there too. Decision-makers in purchasing departments now look at the following key criteria:

Total Cost of Ownership (TCO) and a quick ROI.

Quality and risk management, data protection, ESG compliance, ISO and TISAX certifications - all of these must be in place or available.

In addition, innovative strength, integration capability and automation. The contribution to customer experience and customer satisfaction is closely scrutinized.

Finally, flexibility, scalability and, above all, an EU data location are also crucial.

Any provider that does not deliver a strong overall package here will be eliminated - regardless of whether they are established or new.

Kathrin: From a sales and brand perspective, there is great potential in lost sales surveys. Can you tell us more about this?

Barbara: Absolutely! There is enormous potential, especially where a potential purchase does not materialize, for example after the test drive, after the offer has been submitted at the dealership or after the online configuration. Although the response rates for lost sales surveys are lower than after a workshop visit, the findings are worth their weight in gold for sales, product development and the pricing strategy. In addition, targeted interventions can win back lost buyers - i.e. persuade them to buy the car after all.

These are real, measurable effects on sales and market share.

Kathrin: What other methods do you see as effective?

Barbara: The combination of metrics such as NPS, OSAT or CES with open comment fields is still the gold standard. But the decisive factor is how you deal with the feedback. "Digging for gold" means going into depth, even in supposedly small details, such as a poor rating because a cupholder is too small.

AI-supported text and sentiment analyses make precisely such issues visible.

And if complaints can be resolved in real time on site at the dealership, for example, and this is made measurable, for example through bonus models for quick problem solving, then this has a direct impact on sales and margins.

Kathrin: What do you think makes moveXM so attractive to OEMs as a provider of platform-based solutions for customer experience management?

Barbara: There are three main things.

Firstly, the modularity and flexibility in pricing and service design.

Secondly, the simple connection of business units, brands, markets, regions and dealers with a strong roles and rights concept and the associated target group-specific reporting.

Thirdly, a strong positioning on data security, certifications and EU anchoring - this creates trust, reduces barriers and increasingly fulfills mandatory requirements in tenders.

Kathrin: Barbara, thank you very much for the interview and your insights! A conclusion? Absolutely: Customer experience is no longer a soft factor - it's a hard strategic currency. Those who use it wisely are not only shaping experiences, but also the future - in a market that is characterized by cost pressure, upheaval and growing competition.