Automotive | After-Sales
Rethinking After-Sales Service in the Automotive Industry
A leading provider of fuel cell systems faced the strategic challenge of establishing an after-sales organization for hydrogen fuel cells in a still-young, evolving market. Working closely with the client, KBC developed a sustainable and scalable after-sales strategy: grounded in a market and competitive analysis, characterized by methodological precision, and focused on a clear vision leading up to the start of production.
After-Sales in the Automotive Industry: By the Numbers
for a comprehensive after-sales organization
The Customer
A supplier of fuel cell systems for the commercial vehicle sector
The client is a leading provider of hydrogen fuel cell systems and aims to bring these systems to market as a key technology of the future for zero-emission heavy-duty transportation. The company operates within a challenging balance between the varying governance, process, and strategic requirements of its shareholders.
Given the expected market ramp-up of fuel cell technology in the coming years, the challenge was to establish an organization early on that would meet both the high quality and availability requirements of OEM customers and the scaling requirements of future mass production.
The Project
After-Sales Strategy for the Automotive Industry in a Market That Does Not Yet Exist
The project objective was clearly defined: to design a future-proof and scalable after-sales structure for fuel cell systems in the commercial vehicle sector before the market could provide reliable data. KBC adopted a methodical, multi-stage approach: In the first phase, market developments, technology trends, and OEM customer requirements were systematically identified and synthesized through extensive insighting and foresighting—supplemented by benchmarks and leading practices from the automotive and commercial vehicle after-sales sectors. In the second phase, strategic directions were defined, and after-sales functional building blocks were systematically derived from customer requirements. The third phase focused on detailing: after-sales functions in modular development stages (maturity model), 15 SMART interim goals per function, and a bottom-up FTE and resource requirements analysis. The project concluded with the “to-be” operating model, which included roles, KPIs, governance, and IT requirements. The methodology was characterized by iterative co-creation sprints, broad employee involvement, and the use of the KBC network of OEMs and Tier-N partners.
The result
An After-Sales Vision for the Automotive Industry Supported by All Stakeholders
The project outcome was more than just a strategy document—it was a vision for the aftersales organization of the future that was supported equally by employees, middle management, and executive leadership. The leading joint venture for fuel cell systems in the commercial vehicle sector now has a comprehensive “Aftersales” target organization with clearly defined core and sub-functions in all relevant areas: Customer Care, Service & Repair, Parts Management, Digital Solutions, and Serviceability.
The flexible and scalable after-sales strategy is consistently focused on customer satisfaction and long-term business success. Transparent, bottom-up planning of R&D and resource requirements provides the basis for investment; a clear roadmap with SMART interim goals and targets ensures operational feasibility. Aftersales is thus firmly embedded within the organization as an active contributor to customer satisfaction and brand loyalty—and positions the leading joint venture for fuel cell systems in the commercial vehicle sector as a leading, sustainable provider of fuel cell technology that is ready for the market exactly when the market is.
