| 1 | # slide_01_cover |
| 2 | |
| 3 | Good morning / afternoon. Thank you for making time for this presentation. |
| 4 | |
| 5 | Today, I'm presenting a strategic framework for the Kimsoong Customer Loyalty Programme — a programme designed to transform our customer relationships across European operations. |
| 6 | |
| 7 | [Pause] |
| 8 | |
| 9 | The challenge is clear, and the opportunity is significant. Let's walk through it together. |
| 10 | |
| 11 | Key points: ① Strategic loyalty programme proposal ② Targeting European HQ senior management ③ Data-driven, phased approach |
| 12 | Duration: 1 minute |
| 13 | |
| 14 | --- |
| 15 | |
| 16 | # slide_02_critical_challenge |
| 17 | |
| 18 | [Transition] Let me begin with why this matters — the numbers speak for themselves. |
| 19 | |
| 20 | Only 15% of our customers come back for a second purchase. [Pause] That's against an industry benchmark of roughly 40%. [Data] We're losing 85 out of every 100 customers after their first transaction. |
| 21 | |
| 22 | 78% rate our after-sales care as Fair or Poor. And 52% — more than half — leave us for a competitor's model. [Benchmark] The cost of acquiring a new customer is 5 to 7 times the cost of retaining an existing one. With only 15% repeat purchases, we're leaving significant lifetime value on the table. |
| 23 | |
| 24 | [Scan Room] Every lost customer represents 3 to 4 potential vehicle purchases over the next decade. |
| 25 | |
| 26 | Key points: ① 15% repeat rate vs 40% industry benchmark ② 78% after-sales dissatisfaction ③ 52% lost to competitors — addressable churn |
| 27 | Duration: 2 minutes |
| 28 | |
| 29 | --- |
| 30 | |
| 31 | # slide_03_company_profile |
| 32 | |
| 33 | [Transition] But here's the encouraging part — our brand foundation is strong. |
| 34 | |
| 35 | Kimsoong has built genuine brand equity. Our reputation for reliability at competitive prices, our standard "extras" package, and our eco-conscious image are real differentiators. We've grown market share at the lower end for ten consecutive years. |
| 36 | |
| 37 | [Data] We have franchises across most European countries, covering sales, service, tyres, and used cars. And our R&D pipeline includes the eco-car with alternative power source — perfectly aligned with the environmental consciousness of our customer base. |
| 38 | |
| 39 | [Pause] The gap is not in product appeal. It's in post-purchase experience. Brand equity is high — we need to match it with service excellence. |
| 40 | |
| 41 | Key points: ① Strong brand assets (reliability, value, eco-image) ② Pan-European franchise network ③ Gap is service, not product |
| 42 | Duration: 2 minutes |
| 43 | |
| 44 | --- |
| 45 | |
| 46 | # slide_04_customer_profile |
| 47 | |
| 48 | [Transition] Who exactly are our customers? The data reveals a high-potential demographic. |
| 49 | |
| 50 | [Data] 75% of Kimsoong buyers are under 40 — 48% are under 30. These are young professionals with potentially 3 to 4 vehicle purchase cycles ahead of them. The gender split is near-even at 52% male, 48% female. |
| 51 | |
| 52 | 82% sit in the middle income bracket — price-sensitive but financially stable. 90% are working professionals — employed or self-employed. [Benchmark] This is exactly the demographic that responds to value-driven loyalty incentives. |
| 53 | |
| 54 | And here's a strategic alignment point: Environment ranks fourth in customer interests. [Pause] Our eco-brand positioning is not just marketing — it resonates with who our customers actually are. |
| 55 | |
| 56 | Key points: ① 75% under 40 — long customer lifetime potential ② 82% middle income — ideal for value-driven incentives ③ Environment interest aligns with eco-brand strategy |
| 57 | Duration: 2 minutes |
| 58 | |
| 59 | --- |
| 60 | |
| 61 | # slide_05_priorities_gap |
| 62 | |
| 63 | [Transition] Now, let's map what customers want against what they're actually getting. |
| 64 | |
| 65 | This matrix plots customer priority ranking against satisfaction level. [Data] Economy and price — our top two customer priorities — show strong satisfaction. Reliability, ranked third, also performs well. Kimsoong's value proposition is working where it matters most. |
| 66 | |
| 67 | [Pause] But look at after-sales service. It ranks fourth in customer priorities — meaning customers genuinely care about it. Yet only 33% rate it as Good or above. 61% rate it merely Fair, and 6% rate it Poor. [Benchmark] That's a 67% dissatisfaction rate on a high-priority service element. |
| 68 | |
| 69 | One data quality note: our questionnaire return rate is only 40%. [Scan Room] The real picture could be even worse than what we're seeing. |
| 70 | |
| 71 | Key points: ① After-sales: high priority, critically low satisfaction ② 67% dissatisfied (Fair + Poor combined) ③ 40% questionnaire return rate — data quality gap |
| 72 | Duration: 2 minutes |
| 73 | |
| 74 | --- |
| 75 | |
| 76 | # slide_06_root_cause |
| 77 | |
| 78 | [Transition] Let's decompose why customers don't come back. |
| 79 | |
| 80 | [Data] 52% bought a competitor's model — that's our largest single driver. 26% were disappointed with our service. Together, that's 78% of all customer loss. [Pause] And both of these are within our control. |
| 81 | |
| 82 | The remaining 22% — relocated, no longer driving, or unknown — are largely uncontrollable. But 78% is addressable. [Benchmark] That means for every 100 customers we lose, we have the potential to retain 78 of them through better service and competitive positioning. |
| 83 | |
| 84 | [Pause] The loyalty programme must target both levers: enhance the competitive value proposition to prevent switching, and fundamentally improve the after-sales experience to eliminate service-driven churn. |
| 85 | |
| 86 | Key points: ① 78% of churn is addressable ② Two levers: competitive positioning + service excellence ③ Only 13% of losses are truly uncontrollable |
| 87 | Duration: 2 minutes |
| 88 | |
| 89 | --- |
| 90 | |
| 91 | # slide_07_strategic_pillars |
| 92 | |
| 93 | [Transition] Based on this diagnosis, we propose a four-pillar strategic framework. |
| 94 | |
| 95 | At the centre is the Customer Loyalty Programme itself. It radiates into four interconnected objectives. [Pause] |
| 96 | |
| 97 | First: Build long-term relationships to increase profits — moving from transactional to relational. Second: Increase customer loyalty — our target is to move repeat buyer rate from 15% to 30% or above. Third: Accurate buyer profiling — data-driven decisions require better data. Fourth: Staff engagement — because service excellence requires frontline buy-in. |
| 98 | |
| 99 | The cost model is pragmatic: 50/50 shared between head office and European franchises. This minimises per-unit investment risk while ensuring aligned incentives. |
| 100 | |
| 101 | [Scan Room] |
| 102 | |
| 103 | Key points: ① Four pillars: Relationships, Loyalty, Profiling, Engagement ② Target: 15% → 30%+ repeat rate ③ 50/50 cost-sharing model |
| 104 | Duration: 2 minutes |
| 105 | |
| 106 | --- |
| 107 | |
| 108 | # slide_08_initiatives |
| 109 | |
| 110 | [Transition] Let me walk you through the five specific initiatives we're recommending, in priority order. |
| 111 | |
| 112 | Number one — and this is our flagship recommendation — 3-Year Free After-Sales Service. [Pause] This directly addresses the number one pain point. Impact is high, cost is medium-to-high, but it targets the 26% service churn directly. |
| 113 | |
| 114 | Number two: 20% Loyalty Discount for existing customers buying new models. A powerful financial incentive to counter the competitor pull. |
| 115 | |
| 116 | Number three: Enhanced Trade-in Programme. Generous trade-in offers lock customers into our ecosystem. |
| 117 | |
| 118 | Number four: Customer Magazine. Low cost, builds emotional connection and brand community. |
| 119 | |
| 120 | [Pause] And number five — this one has the highest ROI of all — the Questionnaire Incentive. A premium branded pen for completing lifestyle questionnaires. Very low cost, but it could move our response rate from 40% to 70%. [Data] Better data means better decisions. |
| 121 | |
| 122 | [Scan Room] The strategic sequence matters: lead with service, follow with incentives. |
| 123 | |
| 124 | Key points: ① Flagship: 3-Year Free After-Sales Service ② Highest ROI: Branded pen questionnaire incentive ③ Sequence: service first, then financial incentives |
| 125 | Duration: 3 minutes |
| 126 | Flex: [If time is tight, focus on initiatives 1 and 5, skip detail on 3 and 4] |
| 127 | |
| 128 | --- |
| 129 | |
| 130 | # slide_09_roadmap |
| 131 | |
| 132 | [Transition] Now, how do we execute this? We propose a phased 12-month rollout. |
| 133 | |
| 134 | Phase 1, Q1: Quick Wins. Launch the customer magazine and deploy the questionnaire incentive. Both are low-cost, immediately actionable, and start building our data foundation. |
| 135 | |
| 136 | Phase 2, Q2: Service Uplift. Roll out the 3-Year Free After-Sales Service across all franchise locations. This is the core transformation — it requires staff training and operational alignment. |
| 137 | |
| 138 | Phase 3, Q3: Financial Incentives. Activate the 20% loyalty discount and the enhanced trade-in programme. By this point, the service foundation is in place. |
| 139 | |
| 140 | Phase 4, Q4: Evaluate and Optimize. Measure KPIs, refine the programme, and prepare for Year 2. |
| 141 | |
| 142 | [Data] Our 12-month targets: repeat buyer rate from 15% to 30%, satisfaction from 33% to 60% Good or above, questionnaire return from 40% to 70%. [Pause] All achievable with disciplined execution. |
| 143 | |
| 144 | Key points: ① Quick wins in Q1 build data foundation ② Core service fix in Q2 ③ Three KPI targets: 30% repeat, 60% satisfaction, 70% questionnaire return |
| 145 | Duration: 2 minutes |
| 146 | |
| 147 | --- |
| 148 | |
| 149 | # slide_10_conclusion |
| 150 | |
| 151 | [Transition] Let me close with the strategic imperative. |
| 152 | |
| 153 | Customer retention is the highest-ROI growth lever for Kimsoong Europe. [Pause] |
| 154 | |
| 155 | Three things must happen: Fix after-sales service first — it's the number one reason customers leave. Build data capability — our 40% questionnaire return rate is a strategic blind spot. And phase financial incentives after the service foundation is in place. |
| 156 | |
| 157 | [Pause] Transforming 15% repeat buyers into 30% or more is achievable within 12 months. The framework is ready. The data supports it. The cost model is shared. |
| 158 | |
| 159 | [Scan Room] We are asking for approval to launch Phase 1 quick wins in Q1. The investment is minimal, the data returns are immediate, and it sets the foundation for everything that follows. |
| 160 | |
| 161 | Thank you. |
| 162 | |
| 163 | Key points: ① Customer retention = highest-ROI growth lever ② Three imperatives: service → data → incentives ③ Requesting Q1 launch approval |
| 164 | Duration: 2 minutes |
| 165 |