Propuesta para mejorar el relacionamiento de Distribuidora Cummins Peru S.A.C. con sus clientes del sector automotriz
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Date
2022-09-10
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Publisher
Pontificia Universidad Católica del Perú
Abstract
“Distribuidora Cummins Perú SAC” es el distribuidor oficial de la marca
“Cummins” en el país, ofreciendo al mercado soluciones en motores diesel, generadores
eléctricos, filtros, alquiler de equipos y repuestos. Su Gerente General señala que hubo una
reducción de las ventas en el año 2019 con respecto al año 2018 en la línea de repuestos
del segmento automotriz del canal Indirecto de la Unidad de Negocio Aftermarket, por lo
que solicita el diseño de planes de acción que permitan a la empresa recuperar su volumen
de ventas y mejorar el relacionamiento con los clientes.
El business consulting se inició con el levantamiento de información a través de
entrevistas al Gerente Comercial del Canal Indirecto y a los líderes de las áreas
relacionadas como abastecimiento y TI, solicitando sustento de sus conclusiones. Esto
permitió validar que la reducción de las ventas fue del 16% e identificar que el Pareto del
problema está en el modelo B2B con tres Dealers cuya facturación representa el 89.8% del
ingreso del segmento automotriz de Aftermarket, lo que representa un ingreso de
$896,042.
A través del análisis de “causa-efecto” complementado con la técnica de los “5 por
qué” se identificó que la causa raíz está en la falta de enfoque en el cliente, al incumplir
con sus expectativas de rentabilidad, disponibilidad y respaldo de marca. Cabe precisar que
la empresa invierte recursos en atender a sus clientes, pero al no estar realmente enfocada
en sus expectativas no logra los resultados esperados reduciendo su productividad y
competitividad, siendo esta debilidad aprovechada por las marcas alternativas que siempre
serán una opción para el cliente.
Como resultado de lo señalado se plantea que la solución esté basada en el enfoque
“Customer Centricity” con la finalidad de alinear la conceptualización, desarrollo y comercialización de los repuestos en función a las necesidades y expectativas de los tres
principales clientes. Asimismo, a través de una matriz de decisión se identificó al “Design
Thinking” como metodología idónea para el diseño de la propuesta de mejora. Esta
metodología a través de sus Fases Empatizar y Definir permitió al equipo identificar los
principales dolores y definir el foco de acción para mejorar el relacionamiento entre
“Distribuidora Cummins Perú” y los Dealers; todo ello basado en los insight de las
entrevistas con el personal de los Dealers como en el taller con el personal de la empresa
evaluada. En la Fase Idear se estableció que la propuesta más viable es la de ofrecer a
estos clientes un nuevo servicio Premium diseñado en base al desarrollo de 4 pilares, los
cuales fueron diseñados en la Fase Prototipar, y que cuentan con la aprobación de la
Empresa y los Dealers.
La implementación de la propuesta se realizará en un periodo de dos años y ocho
meses, lo que permitirá a la empresa recuperar el volumen de ventas perdidas en el año
2019 con respecto al 2018, manteniendo un margen en la línea de repuestos por encima del
objetivo del 27%. Asimismo, se busca elevar el nivel del servicio ofrecido mejorando la
disponibilidad de los repuestos, y reduciendo costos extras por atención de requerimientos
por modalidad de emergencia de 15% a 2% y los costos de inventarios.
Por otro lado, se espera contribuir en un 56% de las ventas de los Dealers a través
de un programa de merchandising y entrega de materiales promocionales que generen
cobertura de la marca e información directa hacia el cliente final a través de inteligencia
artificial. Esto permitirá tanto al Dealer como a “Distribuidora Cummins Perú” anticiparse
a las exigencias del cliente y lograr su satisfacción.
"Distribuidora Cummins Peru SAC" is the official distributor of Cummins Inc. in Peru, offering the market solutions in diesel engines, electric generators, filters, equipment rental and spare parts. Its General Manager points out that there was a reduction in sales in 2019 compared to 2018 in the parts line in automotive segment of Indirect channel of the Aftermarket Business Unit, for which he requests the design some action plans that allow the company recover it sales volume and improve the relationship with principal customers. The business consulting began with the collection of information through interviews with the Commercial Manager of the Indirect Channel and the leaders of related areas such as supply and IT, requesting support for their conclusions. This made it possible to validate that the reduction in sales was 16% and to identify that the Pareto of the problem is in the B2B model with three TOP Dealers whose billing represents more than 89.8% of the income of the Aftermarket automotive segment, which represents an income of $896,042. Through the "cause-effect" analysis complemented with the "5 whys" technique, it was identified that the root cause is in the lack of focus on the client, by failing to meet their expectations of profitability, availability and brand support. It should be noted that the company invests resources in serving its customers, but it is not really focused on their expectations, it does not achieve the expected results, reducing its productivity and competitiveness, this weakness being taken advantage of by alternative brands that will always be an option for the customer. As a result of the above, it is proposed that the solution be based on the "Customer Centricity" approach in order to align the conceptualization, development and marketing of parts based on the needs and expectations of the three main customers. Likewise, through a decision matriz, "Design Thinking" was identified as the ideal methodology for the design of the improvement proposal. This methodology, through its Empathize and Define Phases, allowed the team to identify the main pains and define the focus of action to improve the relationship between Company and the Dealers; all this based on the insights of the interviews with the Dealers' staff as well as in the workshop with the staff of the evaluated company. In the Design Phase, it was established that the most viable proposal is to offer these clients a new Premium service designed based on the development of 4 pillars, which were designed in the Prototype Phase, and which have the approval of the Company and the dealers. The implementation of the proposal will be carried out in a period of two years and eight months, which will allow the company to recover the volume of sales lost in 2019 compared to 2018, maintaining a margin in the line of parts above the objective of 27%. Likewise, it seeks to raise the level of service offered by improving the availability of parts and reducing extra costs for meeting requirements by emergency mode from 15% to 2% and inventory costs. On the other hand, it is expected to contribute 56% of dealer sales through a merchandising program and delivery of promotional materials that generate brand coverage and direct information to the end customer through artificial intelligence. This will allow both the Dealer and "Cummins Peru Distributor" to anticipate customer demands and achieve their satisfaction.
"Distribuidora Cummins Peru SAC" is the official distributor of Cummins Inc. in Peru, offering the market solutions in diesel engines, electric generators, filters, equipment rental and spare parts. Its General Manager points out that there was a reduction in sales in 2019 compared to 2018 in the parts line in automotive segment of Indirect channel of the Aftermarket Business Unit, for which he requests the design some action plans that allow the company recover it sales volume and improve the relationship with principal customers. The business consulting began with the collection of information through interviews with the Commercial Manager of the Indirect Channel and the leaders of related areas such as supply and IT, requesting support for their conclusions. This made it possible to validate that the reduction in sales was 16% and to identify that the Pareto of the problem is in the B2B model with three TOP Dealers whose billing represents more than 89.8% of the income of the Aftermarket automotive segment, which represents an income of $896,042. Through the "cause-effect" analysis complemented with the "5 whys" technique, it was identified that the root cause is in the lack of focus on the client, by failing to meet their expectations of profitability, availability and brand support. It should be noted that the company invests resources in serving its customers, but it is not really focused on their expectations, it does not achieve the expected results, reducing its productivity and competitiveness, this weakness being taken advantage of by alternative brands that will always be an option for the customer. As a result of the above, it is proposed that the solution be based on the "Customer Centricity" approach in order to align the conceptualization, development and marketing of parts based on the needs and expectations of the three main customers. Likewise, through a decision matriz, "Design Thinking" was identified as the ideal methodology for the design of the improvement proposal. This methodology, through its Empathize and Define Phases, allowed the team to identify the main pains and define the focus of action to improve the relationship between Company and the Dealers; all this based on the insights of the interviews with the Dealers' staff as well as in the workshop with the staff of the evaluated company. In the Design Phase, it was established that the most viable proposal is to offer these clients a new Premium service designed based on the development of 4 pillars, which were designed in the Prototype Phase, and which have the approval of the Company and the dealers. The implementation of the proposal will be carried out in a period of two years and eight months, which will allow the company to recover the volume of sales lost in 2019 compared to 2018, maintaining a margin in the line of parts above the objective of 27%. Likewise, it seeks to raise the level of service offered by improving the availability of parts and reducing extra costs for meeting requirements by emergency mode from 15% to 2% and inventory costs. On the other hand, it is expected to contribute 56% of dealer sales through a merchandising program and delivery of promotional materials that generate brand coverage and direct information to the end customer through artificial intelligence. This will allow both the Dealer and "Cummins Peru Distributor" to anticipate customer demands and achieve their satisfaction.
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Keywords
Motores diesel, Consultores de empresas--Planificación estratégica, Innovaciones tecnológicas, Servicios al cliente--Calidad
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