Maximizing Value from the Supply Chain - Frost & Sullivan Speaks Candidly with U.S. Independent Automotive Repairers about Supplier Relationships
Frost & Sullivan
June 29, 2009 125 Pages - SKU: MC2303098
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| An analysis of focus group feedback about automotive part supplier relationships. Key areas addressed include part brands, when they use different suppliers, decision matrix, as well as views on loyalty programs, sales people and advertising programs.
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- Please note that Table of Contents numbering has been standardized and may not match numbering within the publication.
- 1: Background and Methodology
- 1.1: Introduction and Background
- 1.2: Research Objectives
- 1.3: Methodology: Online Focus Group Participant Criteria
- 1.4: Methodology: Bulletin Board Process
- Table 1: Methodology: Participant Shop Profiles
- 1.5: Methodology: Panel and Group Participant Demographics
- 1.6: Methodology: Discussion Topics
- 2: Vehicle Repair Opportunity
- 2.1: Vehicle Repair Opportunity: Light Vehicles in Operation
- 2.2: Demand Analysis: Heavy Trucks in Operation (North America), 2008-2015
- Table 2: Demand Analysis: Heavy Trucks in Operation (North America), 2008-2015
- 2.3: Shifting Service Provider Mix Provides Opportunities for IRFs
- 3: Choosing Supply Sources
- 3.1: Supply Source Splits and Rationalizations
- 3.2: IRF Supply Source Changes with Business Demands
- Table 3: IRF Supply Source Changes with Business Demands
- 3.3: IRF Relationships with OEM Dealer Suppliers
- 3.4: IRFs Not Frequenting Mass Merchandisers for Auto Parts and Supplies
- 3.5: Emerging Competitor: WORLDPAC
- 4: Driving Supplier Loyalty
- 4.1: Quality, Availability and Customer Service Drive Customer Loyalty
- 4.2: 50% of Focus Group Participants Use Distributor Online Ordering Systems Routinely!
- 4.3: IRFs Give Loyalty Programs Mixed Reviews
- 4.4: IRFs are Willing to Pay More for Good Customer Service!
- 5: Role and Value of Supplier Salespeople
- 5.1: Who is Using Salespeople and Do They Work?
- 5.2: Striking a Balance with Sales Person Visits
- 5.3: Opening the Door for Supplier Managed Inventories
- Table 4: Opening the Door for Supplier Managed Inventories
- 6: Value of Supplier Promotional Materials
- 6.1: Perceived Value of Distributor Promotional Materials is Very Low
- 6.2: Distributor and Supplier Banners Miss the Mark
- 6.3: Value of Promotional Materials Lost of Most IRFs
- 7: Suppliers Doing it Right
- 7.1: Suppliers Doing It Right: O'Reilly Automotive, Inc.
- 7.2: Suppliers Doing It Right: CARQUEST Corporation
- 7.3: Suppliers Doing It Right: National Automotive Parts Association
- 8: Opportunities
- 8.1: The Way Forward
- 8.2: Transcripts
- 8.2.1: Note to Reader and Introductions
- 8.2.2: Outside Sales People
- 8.2.3: Disadvantages of Dealing with Outside Sales People
- 8.2.4: Impact of Outside Sales People
- 8.2.5: Expanded Involvement of Outside Sales People
- 8.2.6: Supplier Loyalty Programs
- 8.2.7: Retail Channels
- 8.2.8: Importance of Price
- 8.2.9: Impact of Quality Delivery Time and Warranty
- 8.2.10: Single Greatest Influence on Choice of Retail Channels
- 8.2.11: Marketing Suppliers' Products
- 8.2.12: Supplier Banner Programs
- 8.2.13: Understanding the Impact and Frequency of Change for Banners
- 8.2.14: Specific Part Suppliers
- 8.2.15: Primary Part Suppliers
- 8.2.16: Most Important Services of Suppliers
- 8.2.17: Parts from Auto Dealers and Mass Merchandisers
- 8.2.18: Price versus Customer Service Trade-off
- 8.2.19: Online Parts Ordering
- 8.2.20: Scheduled Parts Deliveries
- 8.2.21: Prompt Payment Discounts
- 8.2.22: What can Suppliers Improve
- 8.2.23: Does a New Supplier Meet Expectations
- 8.2.24: Brand Quality
- 8.2.25: Conclusion
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