PV Final Report

MK212: Services & Retail Marketing
Group Assigment
Sean Ennis
Tutorial Group n°11- Anthea Mendes
Word Count: 3832
Date of Submission: 16/03/2016
Eléonore Lefaix, Peter Nikolaos Pantazis, Matthew Powery,
Alexandre Vivies

Executive Summary
This report will be attempting to provide an overview of the car market by including the concept of
omni-channels, the relationship between digital and physical channels, and also the technological evolution
of the market. While discussing how Peter Vardy grows in these different aspects in order to thrive, some
recommendations, including the challenges that will manifest for the company in regards to the application of
said challenges.
The main objective was to provide a critical overview of Peter Vardy’s existent strategy by looking
at the experience through the eyes of the customer. Suitable recommendations shall be given that will
benefit Peter Vardy in the future. Regarding the collection of information, the first reference was Peter Vardy’s
in-class presentation, followed by the visit of Peter Vardy’s CarStore. Through this, the identity and
message that Peter Vardy would like to embody is easily ascertainable. In the analysis, several points were
identified which pointed to the fact that the omni-channel strategy is a necessity for companies as it permits
said companies to differentiate from competitors. Peter Vardy’s retailing concept, howe-
ver, is more in line with a multi-channel strategy than an omni-channel strategy.
Another important point which has been underlined is that now there are additional methods to sell cars that
differ from the traditional bricks-and-mortar approach. The use of the Internet in the buying process proves
that it is not merely a tool to browse. Rather, the Internet has become a place to buy one’s car and this trend is
going to increase more and more as technology advances. With this, the role of salespeople is going to change
and evolve as “brand representatives” or advisors because traditional dealerships are going to transform
into solely showrooms. Moreover the trend of mobility is an opportunity which needs to be grasped by the
company and reflected in their operations in order to supply the best experience. In terms of technology,
Peter Vardy can implement multi-screen capabilities or technologies like 3D and Google Glass in order to
personalize the customer’s experience, thereby improving it. It has been proven that nowadays customers
want more than a simple service, they want to feel that the company cares about them and their thoughts.
All of these remarks permit to reflect on different recommendations that Peter Vardy can
implement, like the setup of an individual account in order to reinforce the omni-channels
strategy, a personalized video tour that will bring the customer unique insight, or an application
improvement so that all of Peter Vardy’s tools are in sync and offer an identical experience to the
customer. The last recommendation is more about the Facebook page which, we recommend, needs a
complete restructuring. Peter Vardy’s presence is too varied and will only serve to confuse the consumer.

Table of Contents
Introduction 2
A- Analysis of the Car Sector 4
1- The Concept of Omni Channels and its Role in Car Sales 4

2- The Relationship between the Physical Store and Other Digital Channels 6
3- The Implications of Digital Technology on the Operations of a Car Dealership 7
4- Assesment of Peter Vardy’s Physical Store ServiceScape 9

B- Our observations and Recommendations to Peter Vardy 10
1- Individual Account Setup 10
2- Personalized Video Tour/Skype Call Video Tour 11

3- Car Store App Improvement 12

4- Facebook Page Reconstruction 13

Conclusion 14

Appendix 15
References 16
MK 212 - Peter Vardy Report 1

Introduction
This report aims to analyse and evaluate the current situation of Peter Vardy with respect to
its omnichannel strategy, digital channels, and technological development. The main objective is to
provide recommendations, but also challenges that the company will have to face if it decides to apply them.
In 2014, the sales of Motor Vehicles in United Kingdom represented £120,610M with an
increase of 24.8% since 2010 (Key Note Limited, 2015). This market, like every market, is dependent
on the economy. When the country is in a recession, sales of cars decrease; conversely, when the
purchasing power is high, people are more open to the idea of buying or changing cars (Key Note
Limited, 2015). Another important point in the car industry is the arrival of new entrants such as
“Carvana” or “AutoScout24” who break the traditional rules of the market. These kinds of actors use
the new trends of the market like digitization, e-commerce and also the fact that “more than one third of
customers would consider buying a car online.” (McKinsey&Company, 2014, p.2). Traditional car dealerships
have to face these new competitors and develop new strategy in order to meet the need of consumers.
In the case of Peter Vardy, which is a family-owned British business established in 1923
and launched in 2006 from Durham (Peter Vardy, 2016). The company has 12 dealerships across
Scotland and work with the six following franchises: Vauxhall, BMW, Mini, Jaguar, Land Rover and
Porsche. The company sell cars in car dealer showrooms in different cities in Scotland with a lot of
brand and model choices, but also through Peter Vardy Heritage which is concentrated around luxury/
classic cars and more recently they opened a Peter Vardy CarStore in Glasgow where they sell used cars.
In term of vision, the company promotes values like “Teamwork, Respect and
Trust, Passion and Ambition or Recognition” (Peter Vardy Presentation, 2016) for
example and they put the consumer first by considering him as “a guest” and not a customer.
2010 2011 2012 2013 2014
New and
used motor
vehicles
94,061 94,399 100,703 107,485 117,050
Other 2,554 2,838 3,026 3,306 3,560
Total 96,615 97,237 103,730 110,791 120,610
Figure 1:The UK Market For the Sale of Motor Vehicle Sector by Value (£m), 2010- 2014 (Key Note
Limited,2015)

The report is divided in two main parts. First, is the omnichannel concept, the relationship between
physical stores and other digital channel, and technology in the car sales as well as in Peter Vardy’s
operations. In the second part, recommendations will be provided, along with an explanation as to why and
how they could improve the company, and a breakdown of challenges that may accompany said
recommendations.

A- Analysis of the Car Sector
1- The concept of Omni Channels and its Role in Car Sales
Figure 2:Digital buying is a multi-channel process (Tesco2Research, 2016)
As shown by the previous image, nowadays the buying process has evolved to incorporate
multiple devices. If one adds an item to his cart on his mobile device, but cannot find it after on
his computer, his experience is going to be less than favorable. This is because the retailer failed to
provide a seamless experience to its customers which is the main characteristic of the
omni-channel strategy. This concept corresponds to the first recommendation in a later section of this
report: set up individual accounts in order to avoid this kind of situation and also to provide a seamless
experience.
From a customer’s point of view, an omni-channel strategy grants the ability to “move easily from
their smartphones to their laptops to brick-and-mortar outlets and back again” (Kovalak and Stone, 2013). For
retailers this means “creating and integrating a seamless experience for customers as they interact with the
organisation” (Sean Ennis, 2016, p.11).
Consider the example of Oasis, the U.K fashion retailer; when one is in a store, he can find sales associates
“armed with iPads” (Agius, 2015) who can provide details about products and help one research his options.
Peter Vardy can learn from this example to provide an interactive in-store experience to its customers, allowing
them to choose the color of the car and other details. Omni-Channel strategies aim to “make the customer’s life
as easy as possible” (Agius, 2015).
Chipotle understands this and permits its customers to place order swherever they are, at home on their
computer, on the subway with their mobile, or through the app while at work. The consumer can place an

order online and pick up his food at the nearest location. Plus, with the creation of an account,
consumers can “save their favorites for faster ordering in the future” (Agius, 2015).
Omni-Channel strategies, however, are not just about having multiple mediums of connection. In
the case of Peter Vardy, the company has an online strategy through social media, website, email, and phone
application, and also an offline strategy with brick and mortar stores, mail capabilities, press, or by phone
(Peter Vardy presentation, 2016). Both strategies are linked in terms of branding through the colours used
and the image the company wants to convey. In terms of “browsing,” the link is less clear; there is a lack of
connection between website and application. The company also needs to think more in terms of mobile
marketing, because “mobile users are increasing as people are becoming more and more tethered to their
mobile devices” (Schachinger, 2015). The omni-channel concept is integral to organizations in this day and age.
As such, the following section will be supplying the connection between the physical storefront and
digital mediums.
5

2- The Relationship between the Physical Store and Other Digital Channels
As technology progresses, digital channels are becoming more and more likely to be visited by those
wishing to purchase a car. In fact, according to a study undertaken by Mintel, about 33% of prospective car
buyers will take to the Internet prior to actually purchasing their cars (Mayles, 2015b). This means that the
physical store is less of an end-all point of car knowledge and more of a simply transactional storefront.
Having this exact thought, Rockar, a digital car business, opened a Hyundai dealership in Greenhithe’s
Bluewater Shopping Centre that solely serves this purpose. According to Mintel, “Consumers can
research, test-drive, trade-in their existing vehicle, arrange finance, and purchase a new car, without having to
negotiate with any sales people.” (Mayles, 2015a). Rather than having salespeople, the store is staffed with
brand reps, termed “Angels,” who can speak to the strengths and weaknesses of each car. In the first six months
alone, RockarBluewater Hyundai attracted over 100,000 people and it was on pace to sell 1,000 cars in 2015
alone (Mayles, 2015a). In addition, Kwon and Lennon (2009) found that offline brand attitudes affect both
online and offline purchasing tendencies; however, online brand attitudes merely affected online purchasing
tendencies. This empirically proves that offline, therefore physical, attitudes are still more important for
securing the highest amount of customer satisfaction. If someone is not happy with a company’s website, they
may still be willing to buy in-store, whereas, if the consumer is not happy with the physical store, he is more
likely to not buy from eitherm edium.
In Chris Houliez’s (2010) study, it was determined that as technology, specifically
mobile connectivity, advances, the servicescape becomes a multidimensional servicespace. The
advent of mobile phones have allowed people to stay connected to one another at all times. As he so
eloquently put, “‘the genius loci has become irrelevant. The notion of territory as background of a
straightforward, significant and reassuring spatiality has ceased to exist,’ (Desportes, 2005) with the
gradual replacement of a ‘space of contiguity [with a] space of connectivity,’” (Houliez, 2010). One
potential anecdote for Peter Vardy would be to recognize that many people are coming through their
doors, and that some sort of incentive could be offered for those who connect with the app in-store.
The CarStore already has a check-in area before one can enter the showroom floor, and an
equivalent mobile mechanism would enable more accurate tracking of conversion rates
and footfall at every store. Many new technologies are coming to the forefront of retailing.
The subsequent section will detail some of these technologies and their impact on car sales.

3- The Implications of Digital Technology on the Operations of a Car Dealership
Figure 3:Online retail turnover growth vs. retail wholesale trade gross take-up (Spiteri, 2015)
Recently, technology has taken an important role in the operations of a car dealership. Once, a consumer
went to a car dealership, tried different model of cars, paid, and went home. Today, consumers want retailers to
make them dream and want to buy a car with more capabilities. The impact of the Internet is such that more than
13% of car retailing was online in 2012, while in 2009 this number was merely 5% (Singh, 2014). Even the way
that consumers think when they purchase a car has changed. Now, buyers want to experience online shopping
because they like to search for information themselves. Customers want to make price comparisons; indeed,
they want to find the best value for money, especially if there is a cheaper place to buy. In addition, customers
want to benefit from “uniqueness-seeking,” that is to say that they want to feel that their research is unique
because they do it alone. Another reason that shoppers prefer online shopping is they want to profit from the
social networking interaction. In fact, consumers can interact with other customers who want to or already
have bought a car. They can share their experiences about a car or a car dealership and receive or give advice
about the buying process. As has been demonstrated, there has been a real change in the car-buying process:
consumers want to have convenient time while they search for the aforementioned information, they want the
capability to stay home and see hundreds of products, they want imagine and build their own car directly on
the websites of the car dealerships by changing the model, the colours, the equipment, and the engine. It is
easier for consumers to do this from home than to make a trip to the traditional, brick-and-mortar car dealership.
A 80% of car buyers have searched information about different cars on the Internet before to go to the physical
car dealership (NADA, 2014). So, the number of times that a customer comes to a physical car dealership has

decreased. Today, the contact is virtual instead of physical. Almost 71% of new car buyers and 62%
of used car buyers visit only two physical dealerships (NADA, 2014). This is
because they already have information about the car they want to buy, and this
phenomenon is increasing with Generation Y that uses the Internet much more than older generations.
In response, Peter Vardy has already started to use it in their marketing techniques and are invested
in researching even more new ways to utilize the prominent technologies. For example, the company has
already created an app with which one can search used cars and call the company directly to have more
information about the car. Another technological way of retailing that the company uses is the Skype
conversation. This is useful to the company because it permits the salesman and customer to speak
together without having to be at the same place at the same time. A virtual tour is another technology used by
Peter Vardy. It permits the customer to visit the car dealership from his home, and to preview all of the cars
in the dealership without ever having to leave his home. This technology is a good way to target only the
points that the customers care about and adapt the product to the customers’ needs. Some other technologies
are used by car dealership as the multi-touch screen which allows consumers to customize their future car.
Thanks to these technologies, the customer can personalize his experience, and feel something unique by
visiting a Peter Vardy car dealership. In the subsequent section an assessment of Peter Vardy’s physical store
servicespace will be given.

4- Assesment of Peter Vardy’s Physical Store Scape
Peter Vardy’s CarStore is based around a “fun” environment, much like the US startup,
FunnestCarSalesman.com. They both attempt to get away from the droll and monotonous process that
many people dread when they consider purchasing a new car. The CarStore, for example, has lots of up-
beat music, an interactive Kids’ Zone, a Welcome Center, bright colors everywhere, huge televisions with
“something exciting” playing, and a Handover Area for after a guest makes his purchase. All of the am-
bient conditions compound to create a very interactive and engaging physical servicescape. By creating this
environment, Peter Vardy hopes to create a certain “experiencescape” in which the customers can escape
into (O’Dell and Billing, 2005). This “experiencescape” not only provides a customer with physical confir-
mation of where he is, but also ignites the fires of imagination, whisking him away to a perceived world
of enjoyment. This is perfect to occupy children while going through what is usually a rather lengthy pro-
cess to fill out all of the paper work, etc. That being said, for someone who did not come with children and
knows what he wants, the extra décor may be a bit innocuous. One of the employees who gave a tour said
that the CarStore tries to make it look as though “There’s always an event on,” which is not necessarily
something that is positive. A “guest” (as they are so termed) might feel overwhelmed when he walks in.
One thing that was particularly nice about the layout of the store was the color-coding. Each type of
vehicle is marked by a particular color, and all one has to do to determine where a particular car is located at is
to glance at the color of the large banners around the store. This can help to streamline the process and reduce
extraneous questions as to where certain cars might be found, freeing up the associates to handle more
serious inquiries into purchases. The “Handover Area” is something that definitely
differentiates from other dealerships. A customer is allowed to pick his own music as he
drives out of the garage door. The garage itself is lined with LED lights reminiscent of an air-
plane landing pad, adding a sense of adventure. All in all, the CarStore is a lively environment
offering a break from what one normally imagines as a car dealership. The experience itself is more interactive
and engaging, and it also offers something for potential customers’ children to do in order to stay occupied.
There are, however, some recommendations to be offered to Peter Vardy.

B- Our observations and Recommendations to Peter Vardy
1- Individual Account Setup
In a field like customer service, improvement is always possible and must be re-occurring. Same
as Peter Vardy, there is room for improvement in certain key customer interaction points. Following are
four recommendations which are poised to enhance the customer experience Peter Vardy offers. That being
said, these improvements will not come without compromise. The “pros” sections refer to what the company
will benefit from, while the “cons” sections include the challenges Peter Vardy will have to tackle whilst
implementing what is recommended.
Peter Vardy has a good up-and-running website that grants the user a comfortable navigation around a
selection of vehicles that they wish to examine. Nonetheless, the website lacks an individual account setup.
PROS
Essentially a personal Peter Vardy account, a user would be able to easily familiarize himself with the
website given that a personal account would grant a more user-friendly interface. A user can then save his
search and comparison history and pick up from where he left off. This is also a valuable asset to Peter Vardy
given that they will have access to more specific, detailed and personalized data, allowing them to make targeted
offers and deals to each guest. McKinsey & Company, in one of their studies, found that “Original Equipment
Manufacturer sales organizations will need to become more consultative and provide data-driven
recommendations to the dealers on how they can adjust to optimally improve the customer experience.”
(McKinsey & Company, 2014).
CONS
Monitoring a website is already hard as it is. Data can easily get muddled and in the end it can
become indecipherable so the right investment and time will need to be put in this feature development.

2- Personalized Video Tour/Skype Call Video Tour
Given that Peter Vardy already does personalized HD videos for a potential buyer, giving insight to
what the car really looks and feels like, a few enhancements can be made. Other than just enhancing the video,
it is also known that Peter Vardy has a Skype account that is used for contacting potential buyers and people
with queries. That notion can be further developed, so it can be utilized as a personal Skype call video tour of
the car to a potential customer.
PROS
For the narrative video, a more personalized approach can be taken by having the right person introdu-
cing and presenting the car’s features. For example, if a Glaswegian person were to potentially buy a vehicle
from Peter Vardy, then the person narrating the video could be a Glaswegian representative, using the same
slang and street terms as the guest in order to take a more personal and interesting approach. In regards to the
Skype call, the Peter Vardy rep will be giving the guest a thorough, inside-and-out tour of the car in question
which will offer a more detailed and also personalized view of the item of purchase whilst talking to him. This
can easily help the guest decide whether or not this is the right car for him by acquiring a better insight of what
Peter Vardy suggests as a buy. Therefore, the guest develops a better idea of what he really wants in a car.
CONS
This would be a costly and lengthy procedure. Acquiring the right equipment and utilizing
it right is the main reason, but also finding someone who is willing to star in the video and do a proper
job is also tough. Another concern is if the person who is thinking about buying a vehicle changes his
mind, the whole attempt of selling the car would go to waste and that process would likely be repeated,
wasting more money before its materialization. For the Skype call there is not much to say apart from also
finding the right person for the job. It would not be as costly nor as lengthy though as a narrating video.

3- Car Store App improvement
Peter Vardy has a mobile phone app which does not do as well as every other outlet. Having only been
downloaded approximately 500 times from the Google Play store and also having mixed reviews in both
GooglePlayandintheAppStore,itisobviousthattheappneedsimprovement.Inaddition,theappdoesnothave
any unique features that differ from any other outlet, it just so happens to redirect one to the CarStore website
which does not add anything new to the customer experience and is most likely to push away a potential
customer rather than reel him in. The best idea would be to completely discontinue the previous app
and start from the ground up again.
PROS
The Peter Vardy online account will be directly linked to the app so a user’s details will
be stored in both the website and the app. “One of the biggest benefits of having a mobile app
is that all the information you’d like to provide to your customers – including special sales and
promotions – is right at their fingertips” (Haselmayr, 2014). Instant and personalized promotions are
now easily achievable just by monitoring the user’s account and targeting their needs correctly. Users will
also have another way of connecting with the store and coming in touch with customer service. “Having a
messaging (or help desk) feature within your app can really make a difference in the way you communicate
with your customers” (Haselmayr, 2014). Finally, the app market has little to no competition for the field of
vehicle retail so Peter Vardy would appeal to people who would turn to the app market to help themselves
to a service.
CONS
Peter Vardy would have to spend a good amount of both money and time in order to perfect the app
and push it to the public effectively. Its main focus needs to be to connect with a user in a way that every other
outlet does not . It is certain that the app will show some bugs eventually and if those are not handled with
proper care then the user will discontinue usage of the app. “It is important to be there for the users always.
Listen to their feedback, pay attention to the smallest issues, thank the ones who find them, and provide
immediate help” (Sehgal, 2015).

4- Facebook Page Reconstruction
Peter Vardy has a set of Facebook pages, each dedicated to a different car store in a different
region. This serves the purpose of making customer communications easier in different places around
the UK, which is a fair point. Given that there are also two main pages which serve the purpose of the
actual Peter Vardy Facebook page and of the Peter Vardy CarStore page respectively, things get
confusing. This totals about 10+ Facebook pages creating a huge mess on facebook by confusing someone
who attempts to look up the official page. Clearly, Peter Vardy needs to reconstruct their Facebook image.
PROS
Peter Vardy will gain even more exposure from facebook. Akin to making deals and of-
fers to particular users, they can also have deals and promotions pop up on facebook as well. People in
search of car dealerships will stumble upon a Peter Vardy promotion that will immerse them into the
Peter Vardy experience.The dozens of Peter Vardy pages need to be piled up together into 3 main pages.
The first one will be the CarStore page which will be dedicated to pure customer contact in regards
to car purchases. The second one will be the Heritage page which will focus on Peter Vardy’s classic
retailing sub-CarStore. The final page will be the main Peter Vardy Page which will be used as a customer
satisfaction outlet and the main stampede of Peter Vardy on Facebook. Lastly, that page will include
the photo cards of happy customers who just purchased their vehicle and promote their happy reviews.
CONS
Similar to the app, the Facebook pages will need a constant monitoring in order to reply fast to
customer queries and handle all three pages. There would also be a problem in regards to who
should be contacted when a query on an on-going deal is raised. Simply put, with three relatively
universal pages it is not exact to who a customer is talking to, they wouldn’t know if they are talk-
ing to the person that they were initially negotiating with and the deal might be tampered in a way.

Conclusion
Peter Vardy is a growing giant. This enterprise is set to achieve more and more milestones with
their amazing display of service. The four recommendations given in this report would be the perfect
enhancements for Peter Vardy to reach that status. A status of not only high profitability but also of
great customer satisfaction.

Appendix
Recommendations Insight Feasability
Individual Account Setup Friendly Interface: easier for one to
familiarize with the website
Organized Data Flow: personalized
data allow more targeted deals and
actions
It should not cost much and
programming should be fairly easy.
App Improvement Individual Account: All the info and
details from one’s outline account link
directly with the app
Instant Promotion: Once the
promotion’s done, it is right at the
customer’s fingerprints
Developing an app would not cost as
much as maintaining it.
Maintenace would have to be constant
Facebook Page
Reconstruction
Exposure: Deals and promotion can be
pushed via Facebook to users
Organization: There will be three
Facebook pages, rather than many:
CarStore, Heritage and Customer Satis-
faction
There is a risk of miscommunication
by using only 3 pages to both adver-
tise and contact people. Plus, constant
monitoring reoccurs.
Personalized Video Tour -
Skype Call Tour
Detailed Insight of a Car by the Right
Person: a potential Glaswegian cus-
tomer can be taken of by a Glaswegian
representative
The Skype Tour Would Save Time
and Money: the customer will have
questions answered by the rep,
affirming whether it is the right car for
them
It could turn out rather costly and if
customers were to change their mind
then that process would have to be re-
peated from scratch.
Appendix 1: Feasability ofrecommendations
Feasability based on a five round scale

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