To optimise your experience, cookie settings on our website are set to allow all cookies. By continuing to use the website, you consent to this. You can change your cookie settings by selecting “Let Me Choose”.
For media enquiries including corporate and dealership news, and partnership enquiries, please contact:
Areas our spokespeople cover
At Jardine Motors Group, we have a broad range of subject-matter, operational and industry trends specialists who are passionate about sharing their experiences, insights into best practice and inspiring others with examples of our award-winning work. Below is an overview of some of the key areas our spokespeople cover. If you would like to talk to us in more detail, then contact Group Communications via email: firstname.lastname@example.org
Diversification and Inclusion
In the last five years, the business has been on a mission to transform the perception of the industry with the aim of creating more diverse teams.This has included increasing the number of women in our company overall, as well as having 30% senior female managers. The work in this area has involved an integrated approach across our HR and marketing teams to define our employer branding profile, form new collaborations and partnerships, establish mentoring programmes, host talks in schools to inspire the next generation of talent, develop a strong internal culture that champions colleagues to push themselves to be the best through award-winning learning and development programmes as well as offer work placements. More details about our partnerships in this area can be viewed here.
The result of this work has meant that we now achieve a 97% direct hire rate, low attrition rates, an even split of male/female candidates for roles, and high employee advocacy and engagement.
Jardine Motors Group has been on a digital journey in the last 12 months that has seen us start to implement systems allowing the operating retailers, which represent 20 brands, to gain a holistic view of their customers and use data in a smart, proactive manner. The switch centres around a system that puts the customer at the heart of everything we do, allowing dealerships to track a customer’s online journey and create a bespoke experience for them when it comes to the purchase of a new car. But in order to deliver this level of digital transformation that neatly integrates pieces of software and the latest digital techniques, we first started with a review of our IT tech stack and a lot of work behind-the-scenes.
Electric vehicles are showing us that customers are thinking very differently about the type of vehicle they want for the future as well as a huge change in the way customers want to acquire their vehicle with a shift from ownership to usership, and into the future where mobility will be viewed much more as a service. As an industry, EV is a great example of the degree of change we’re seeing. However, as a retailer, we are in the position of being able to see this change from both the customers’ and manufacturers’ perspectives. Our spokespeople are able to share insight from the connector’s perspective as the go-between with our OEM partners while supporting the customer through the EV buying process, which is a whole new experience from anything they’ve experienced before.
The Connected Car and supply chain
It’s a given that cars are becoming even more intelligent and tech-driven; the connected car is already here. We see our role as collaborative partners in the automotive supply chain ecosystem of innovators that will lead and drive change in the automotive industry. One area of particular focus at the moment is EV, which will see technology, connectivity, regulation and consumer behaviour all having a dramatic impact. As a consequence, we are focused on bringing OEMs, retailers, tech providers, industry disrupters and innovators together to combine expertise and deliver change.
New ownership models and regulatory changes
Disruption is coming in all direction within our industry, not least from the way consumers are viewing future car ownership along with regulatory changes. Around the world, emission regulations are becoming necessarily more stringent, governments are setting more aggressive targets to drive the uptake of electric vehicles over traditional powertrain models, and financial regulations are creating more competition in the aftersales market especially. With an eye on these industry trends, at Jardine Motors we’re looking at changes in consumer ownership, the impact of disrupters and changes in regulations, and future-sighting on how new fuel types will affect retail business.
The future with 5G
Mobility as a Service (MaaS) is a data-driven, user-centered paradigm, powered by the growth of smartphones. To work effectively, MaaS will require widespread penetration of smartphones on 5G networks to deliver high levels of connectivity; secure, dynamic, up-to-date information on travel options, schedules, and updates; and cashless payment systems.
To enable these conditions, a diverse range of stakeholders would need to cooperate: mobility management players (or in our case, retailers where we can readily offer drivers access to stock, geographically spread out), telecomms, payment processors, public and private transportation providers, and local authorities with responsibility for transportation and city planning.
Using data to deliver exceptional customer experience
Predicting customer behaviour enables retailers to deliver exceptional customer experiences by putting the right product or service in front of the right customer at the right time. But for us at Jardine Motors, when handling luxury brands, high cost products and high net worth customers, the requirements need to go beyond standard. As a business armed with more data and insights than ever before, we are able to get closer to understanding what makes the customer tick, how to drive loyalty by surprising and delighting them at every touchpoint.
Creating omnichannel marketing strategies
The mobility ecosystem is becoming ever more fragmented driven by divergent customer groups with more complex needs and demands. This is creating a need for an omnichannel brand management strategy, especially when representing 20 brands, but to ensure a consistent customer experience across all channels and touchpoints.