Case Study Summary

The challenge

For a dealer group with centres across Wales, fleet sales represented a significant growth opportunity, but the structure, roles, and processes to deliver it were not clear.

Challenges included: inconsistent knowledge across centres; fragmented processes leading to errors and cancellations; reactive handling of enquiries; limited senior management sponsorship of Fleet sales; and poor communication. 

What we did

With support from their Change Associates’ Change Manager, the group focused on putting the fundamentals in place to address role and process design in fleet sales.

These included:

• A new Group Fleet Director role to lead growth and represent fleet at a senior level
• Training and coaching to embed consistent ways of working
• Introducing fleet knowledge as part of induction for all staff
• Designing clear order structures and processes to capture customer requirements 
• Setting up a central admin function to remove unnecessary workload from centres
• Developing pay plans that reward fleet activity and outcomes
• Introducing new offerings to strengthen customer relationships

The result

• A stable fleet team with clear targets and accountability

• Fleet was recognised as a strategic priority across the group

• Improved customer satisfaction through clearer timelines and expectations

• Faster quote turnaround and improved conversion rates

• Increased prospecting capacity as teams were freed from admin

• All staff completed a core business training programme, building future capability

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