Automotive distance selling framework: building a successful sales strategy

Webhelp sector experts Carole Rousseau, Business Unit Director Travel, Leisure, Automotive & Mobility, and Stéphane Chavatte, Account Director, share their insights into the current traction automotive distance selling is gaining in France.

What is the current performance of outsourced automotive online sales?

Webhelp’s observation is in a distance selling framework, the average monthly turnover exceeds €400k per advisor. Admittedly, this figure benefited slightly from a “Covid effect” but we are making this observation with a decline of several years.

We now have 7 years of experience in automotive distance selling, in which we have reached a certain maturity. We have developed operational intelligence and best practices to achieve a successful sales model that is part of a triple win logic: our client, ourselves, but above all, the sales advisors.

These sales advisors who manage to sell 1.5 vehicles every day, on average – which is beyond the sales figure of a salesperson in an agency.

Provided that a satisfactory customer experience is put in place, and in particular a perfect fluidity between the online sales site and the call center agents, these performances lead us to believe that automotive VAD has found a promising outsourcing model, which we must now take advantage of.

What sales services can be outsourced in this way?

Webhelp supports a multitude of players in the automotive and mobility sector: large manufacturers, players in new markets, or operators of new mobility via our two major automotive hubs based in Vitré in France and Braga in Portugal.

Our services cover the sale of new, 0km vehicles, and used vehicles online; considering the range of existing financing services using inbound calls, leads (hot and nursing), and portfolio management.

The placement of financing products is becoming increasingly important in the sale of vehicles. Our teams have successfully built confidence in sales with considerable finance turnover rates.

What are the new challenges of automotive VAD?

To summarize, I would cite 3 trends that support the development of automotive distance selling:

  1. The arrival of intermediaries to historic manufacturers agents: who offer used, new and 0 kilometer vehicles. These agents need to equip themselves with a network that allows them to cover the whole country for logistics purposes, while the historic players need to rationalize their distribution network, often colossal, to remain competitive.
  2. The explosion of shared mobility and alternative modes: leasing, rental, valet services, alternative means of transport (Blablacar, Uber, Lime, etc.). The automobile is in the process of leaving the ‘owner’ model, especially for the younger generations.
  3. The shift towards online automotive sales: for example, a large national manufacturer which has recently entrusted us with developing the performance of its online sales site. In consultation with our teams, improvements and technological bricks will be added to increase traffic on their site, optimize the customer journey and increase the conversion rate.

Related article:

The HUB #12 – Diversity In Business – January 2020

the Hub

Cheers to the new year! And with the new beginnings, we are not only happy to present our 12th edition of The HUB magazine, we are also delighted to welcome our new readers into the community!

In our latest issue, we take a look at one of our strengths as Webhelp: Diversity! And because we are a community of more than 55, 000 people who work from 36 different countries, what does diversity mean to us in a business environment? Meetings, languages salutations…read on to learn more about this interesting topic.

Can we believe everything we see? Deepfake videos that use a form of artificial intelligence to create falsified videos have grown at an alarming rate. Read all about this intriguing topic in one of our articles.

We also included thought-provoking topics such as, the three mistakes to avoid in social media management, two hearts and a “W” – the story behind our logo, Marketplace support through Webhelp Payment Services and a success story amongst many other topics.

Emotion: Establishing emotional connections with customers: What brands need to know

Disruptor series

The Webhelp Disruptor Series Part 3:

Emotion: Establishing emotional connections with customers: What brands need to know

Commissioned by leading customer experience provider Webhelp, the study looks at what brands need to know about emotional connections with customers. Survey findings plus exclusive content from experts, sector leaders, academics and frontline employees can be found in this whitepaper, part of Webhelp’s Disruptor series tackling customer experience industry challenges.

[Webinar] Travel rebound, evolution or revolution in traveller experience?

Travel Webinar

Wednesday December 16th, 2pm GMT (3pm CET)

2020 has changed travel forever. With the entire sector facing challenges like never before, we talk to industry leaders about what this means for the future. Join us for an interactive webinar featuring​​:
  • John Leighton, Head of Customer Service at easyJet
  • Paul Cowan, Director, Global Customer operations at Egencia
  • Meltem Uysaler, Senior Director of Global Customer Operations and Central Direct Sales at IATA
  • Eric de la Bonnardière, CEO at Evaneos
  • Nora Boros, Chief sector Growth Officer at Webhelp

I​n this 50 minute session, industry experts will discuss their response  to COVID-19, highlighting the key lessons and how they are incorporating these into their future strategy to deliver a great experience for passengers and guests.

Rising to travellers’ expectations for the future of travel

What was once a favourite pastime is now looking very different due to this year’s events of COVID-19. Traveller behaviour has rapidly changed, with many opting to not take a trip at all this year. It has changed our ways of thinking towards travel, leading to historic transformation in organisations and society.

In 2019, the number of passengers boarded by the global airline industry reached over 4.5 billion people. At the beginning of 2020, this all changed. Travel unsurprisingly came to a halt due to coronavirus. The total number of flights began to decline by over 60%, according to Flightradar24 racking statistics. This was due to the nature of the virus, forcing governments to ground planes and stop all unnecessary travel.

Government guidelines progressively relaxed in June, allowing travel and leisure activities to resume and get back to some form of ‘normality’ to revive the economy. However, according to IATA, there wasn’t a significant improvement in passenger demand due to the lockdown and quarantine in some markets  with August’s traffic performance the industry’s worst-ever summer season: August international passenger demand plummeted 88.3% compared to August 2019.”

Rising to traveller’s expectations

Getting on a plane and travelling the world is not top of everyone’s bucket list at this moment in time. People are not travelling like they did before the pandemic. The uncertainty of ‘wave two’ is causing many people to become frustrated and emotionally unsettled for the future. And with markets imposing quarantine rules, it has impacted travellers wanting to go abroad altogether.

Travel is recognised as a sense of escapism – now fraught with concerns that were not always top of mind before: cleaning procedures, hygiene, or what places to visit.
Webhelp’s Travel & Mobility Sector Lead, Nora Boros states from our previous article “No matter what kind of trip is being taken, travel clients go through a myriad of emotions before, during, and after their journey – which will undoubtedly affect their consumer behaviour.”
The first wave of COVID-19 amplified these emotions; undoubtedly affecting consumers behaviours and expectations towards travelling and the industry overall.
Nonetheless, it enables organisations to augment and find alternative ways of transforming their servicing and offer travellers new ways of attaining the pleasure of wanderlust.

Health and safety are at the forefront of travelling now more than ever. Passengers are more inquisitive about hygiene policies and what exactly the process looks like before, during, and after flying – the same goes for domestic travel.

It’s not surprising many people have opted to not travel, go on a staycation, or save their plans for a trip in 2021. A Euronews poll surveyed four European countries – Germany, France, Italy, and Spain to identify travel plans which showed a comparison pre-COVID and now. Respondents from all countries had over a 60% decrease in travelling abroad, an average 50% increase in no travelling while domestic travelling stayed consistent between 24%-40%. A Statista survey showed “one third of respondents in the United Kingdom planned to spend their annual leave on holidays in the UK if travel abroad was still difficult due to lockdown restrictions. Over a quarter of respondents expected to spend more time at home.”

Travel influencing new ways of working

Although spending more time at home allows people to have time with their families and make more time for themselves, many people have had to shift to work from home trying to find and maintain a work-life-balance.

These changes have affected people’s behaviours concerning their place of work, inspiring people to seek alternative travel possibilities such as work from home, but anywhere.

“As we continue to adapt to the new ways of working, our work lives become more flexible”, Nora Boros states in our future of travel blog, “leisure travel will become blended with business needs, giving more consideration than ever to the concept of ‘Bleisure’.”

Introducing hybrid models of flexible working allows colleagues to work from home, the office or anywhere in the world. This could open-up longer trips for travellers who want to stay somewhere with office space, or result in an increase of international mobility for organisations to implement.

Webhelp has used the flexible working approach, Webhelp Anywhere with several clients to ensure the safety of colleagues while positively achieving business continuity. We have supported clients with their digital transformation strategy by identifying quick-wins and sustainable long-term objectives to phase through the crisis and transition into the new normal.

As we continue to phase through these uncertain times, it is an opportunity to invest in digital and operational transformation capabilities and become a differentiator in the market, as this will play a key role in helping travellers feel safe in their future travels.

Interested to learn more about these changes and travellers’ expectations for the future?

Sign up to our webinar where we will discuss how businesses can rethink their customer experience strategy and operational/digital transformation.

Sign-up for our webinar

Gobeyond Partners expands into DACH region

Gobeyond Partners, a new type of consulting firm that partners with clients to solve complex customer journey challenges, has today announced its expansion into the DACH region. Building upon over 20 years of experience in the customer journey and consulting space, the firm will bolster its already strong teams across the UK and France and be better able to service its wealth of German, Austrian, and Swiss clients.

As part of the Webhelp Group, the new Gobeyond Partners DACH team will be co-located in Nuremberg, the current headquarters for the Webhelp in the DACH region.

Ludger Strom has been appointed the Managing Director of Gobeyond Partners for the DACH region, with a strong consulting background in customer journey transformation. Ludger and his team will develop Gobeyond Partners’ existing client portfolio across High Tech, Financial Services, Automotive, Health, and Multichannel Retail, as well, as work alongside Webhelp and its clients to support their transformation agendas

At a time when 60% of business leaders are re-evaluating how much they will be investing in change and transformation due to COVID-19, the team’s expertise will provide a significant value add to clients looking to build back better and navigate the evolving digital complexities in customer journey transformation.

Mark Palmer, CEO of Gobeyond Partners comments on the expansion:

“We have delivered work for DACH clients for a number of years, and a local team and location has always been part of our plan. However, the rapid digitisation of channels and cost transformation agenda that many companies are now facing, has accelerated this. Through our DACH team, we can help existing and new clients navigate this complex landscape.”

Ludger Strom, MD of the DACH practice continues:

“I am delighted to be heading up our new DACH practice. I look forward to supporting our current clients in the region, as well as partnering with new clients who are accelerating their digital customer journey strategies. It’s a very exciting time for us. We have some ambitious targets for the next year and I am actively looking for talent in the market to grow the team.”

Markus von Rhein, CEO of Webhelp DACH concludes:

“This is an exciting time for Gobeyond Partners and Webhelp. We know clients will value the additional service offering to support their transformation work.”

About Gobeyond Partners

Gobeyond Partners is a new type of consulting firm that partners with its clients to solve complex customer journey challenges. By combining deep sector expertise with an award-winning approach to client service and value, Gobeyond Partners brings its clients’ transformation vision to life.

Part of the Webhelp group, the team at Gobeyond Partners operates globally – understanding what it takes to transform organisations in the face of changing customer behaviours, cost pressures, and legacy systems.

The firm’s unique customer journey view is broad and deep, helping clients break down organisational silos and deliver a fully connected omnichannel customer experience.

More information can be found at:

Webhelp signs partnership with Allente

STOCKHOLM November 5th 2020

Allente has chosen Webhelp for the delivery of customer experience solutions including customer service, contact center platform and solution design for Canal Digital.

Allente, the merger between Canal Digital and Viasat Consumer, is offering high quality satellite TV and broadband TV solutions to 1,2 million customers throughout the Nordics.

Since 2010, Webhelp, a global leader in customer experience and business solutions, and Allente’s brand Viasat Consumer have developed a strong partnership of resilient and commercially successful customer service operations.

Webhelp is now adding Allente’s Canal Digital customer services for the Swedish market to its substantial portfolio of Nordic TV/Media clients.

Webhelp will deliver the Canal Digital customer service on behalf of Allente through a best-shoring operation located in Kalmar, Sweden, in Malaga and Alicante, Spain, as well as through advisors working from home. The recruitment of new team members has just started.

Victor Sundén, Chief Commercial Officer at Webhelp Nordic, said:

“We are very excited that Allente has extended our partnership to include Canal Digital, in addition to Viasat Consumer. We look forward to broadening our partnership at this important stage in Allente’s transformational journey, making sure Allente’s customer base is served with the consistent quality, brand ambassadorship and commercial prowess that we are known for. Together we will continue developing a partnership that powers the customer experiences in today’s and tomorrow’s TV and broadband solutions.”

Victor Liljeroth, Country Head Sweden, Allente Nordic, said:

We have very good experiences of working with Webhelp, and are pleased to add on Canal Digital to our partnership. Webhelp will be able to provide valuable insights and support for our business at this exciting time for our company, and we will keep developing our partnership to give our customers premium service in this extended cooperation.”

Contact information:
Victor Sundén
Chief Commercial Officer, Webhelp Nordic
Mobile: +46 70 032 20 04

Maja Wikman Ulrich
Corporate Communications & PR Director, Allente Nordic
Mobile: + 46 936 99 26 65


Making business more human for the world’s most exciting brands.

We live in an era of fast connectivity and AI. Today, human experiences have even more power to make businesses come to life in customers’ hearts and minds.

Webhelp is committed to making business more human.

It’s through this commitment that Webhelp enriches customer experience, and designs business solutions that create value for the world’s most exciting companies.

Webhelp is a partner across a range of services including customer experience solutions, social media moderation through to payment services.

Hundreds of brands across the world trust Webhelp because of their people, the culture they work in, and the ideas and technology they put to work.

Webhelp believes that Emotional Intelligence creates a lasting impact, and their skill in marrying a differentiating human touch to the right technology is what makes a real difference for their clients.

By choosing Webhelp they access the passion and experience of 60,000 game-changers from more than 150 locations in 50 countries. Each one determined to bring their own intelligence, empathy and experience to the table every day.

Webhelp invests in people and the environment they work in, because they know that when people thrive, it has a powerful impact on them, their customers and on their partners’ business.

Webhelp believes that making business more human leads to a better customer experience – and a healthier bottom line.

Webhelp is the European leader in their industry, with a revenue of €1,5B in 2019, and aims for a global leadership position.

Webhelp is currently owned by its management and GBL, a leading global investment holding, as of November 2019.

More information can be found at 

About Allente:

  • Allente offers TV distribution via satellite and broadband to 1,2 million customers in Sweden, Norway, Denmark and Finland.
  • Has approx. 300 employees in four countries
  • Telenor Group and Nordic Entertainment Group (NENT Group) each owns 50% of the company
  • Canal Digital and Viasat Consumer had a net revenue of 7,5 billion SEK 2019

Webhelp named CXM Leader by Everest
Group for the second time in 2020

Following our positioning as a Global Leader in Customer Experience Management (CXM) by the leading analyst, Everest Group, we have now been recognized as a Leader again in its CXM in EMEA Services PEAK Matrix® Assessment 2020, rating high in terms of vision and capability.

This report is an objective recognition of Webhelp’s successful growth strategy, and our unique people-first, end-to-end approach with Skand Bhargava, Vice President, Everest Group saying:

“Webhelp is a leading CXM provider globally, especially in Europe, supported by a large multilingual workforce of more than 60,000 agents. With a focus on digital transformation, CX consulting, and customer journey orchestration, Webhelp has been able to drive exponential growth over the last few years,”

He continues “Further, its deep digital and domain expertise, outcome-focused approach, and strong leadership have allowed it to resiliently navigate the uncertainties created by COVID-19 and continue on its growth journey.”

This result builds on our strong track record in analyst rankings and assessments, and our second year as a Leader in the PEAK Matrix, with Everest Group specifically highlighting our strong coverage in major industry verticals, our geographical delivery footprint, and the value delivered to our clients.

Everest Group defines Leaders as companies that deliver consistent Customer Experience Management (CXM) Services through expansion in new regions, serving various buyer sizes, and delivering high satisfaction scores due to greater technological and advanced digital capabilities.

For this EMEA edition, Everest Group selected 21 organizations to evaluate and compare for their 2020 report based upon the service provider’s market success, vision and strategy, service focus and capabilities, digital and technological solutions, domain investments, and buyer feedback.

Why a robust talent strategy is so important during the Covid-19 era

Gillian Campbell, Chief People Officer – Webhelp UK Region, discusses what makes an effective talent strategy, the core steps in achieving this and why, during the pandemic, building the right resources and being willing to evolve rapidly has become so fundamental.

Gillian Campbell Talent blog

At Webhelp we work hard to attract, identify, develop, engage, retain and deploy talented and passionate people, and have designed a robust strategy to help us do this.

I believe that an effective talent strategy must have the company’s mission at its core. It must be completely aligned with the business strategy. Together, we strive to put our people first while making sure our clients remain at the heart of everything we do.

You need to have the right structures in place for employee engagement, rewards and development. Companies must also define and deliver good leadership at every level.

A diversity and inclusion programme is an essential part of any effective talent strategy today. Diverse companies and leadership teams have been found to be more successful. For example, recent research suggests that listed firms with at least one in three female executives have a profit margin over 10 times greater.

Identifying internal talent that can move up within the business is just as important to your wider strategy as attracting new employees. Creating dedicated initiatives for key groups within the company to achieve this goal is vital — it shouldn’t be a one-size-fits-all approach.

At Webhelp, we have a Deputy Team Leader programme that develops a pipeline of Webhelp leaders of the future, with a structured academic learning path including on the job experience and an external accreditation. This ensures that employees can play an active role in developing their career and accessing a valuable network.

But the best talent strategies are always evolving, organisations have been focused on becoming more agile in recent years and that process has been accelerated during the COVID-19 pandemic.

Digital solutions should now be at the forefront of business strategy and, for talent management, investment in online learning and development systems will be a crucial in future proofing the workforce. Online tools like Office 365, SharePoint, Teams, Mural, Miro, Parabol, and Google Docs are helping everyone to work more efficiently, and have been invaluable during the shift to working from home. They engage, empower and assist in the easy execution of tasks.

And, it is also becoming clear that emotional connections in business matter so much more now. Companies will build stronger, more meaningful relationships with customers if they have that connection with their own people. Talent strategies have shifted in this direction, to put structures and benefits in place that respond to the needs of employees today. You have to start by fine-tuning the recruitment process to bring the most intelligent and empathetic talent into the business.

We’ve implemented a learning framework that ensures that we are developing our people and our future talent from their first day on the job and throughout their journey at Webhelp. Our learning framework identifies ‘core’ learning, ‘in-life’ development and talent development.

This new level of maturity in the learning framework for talent development programmes, has meant that everyone can see the benefits. Not only in terms of talent development but also the career paths we have put in place for our people.

It’s also vital to create a structured feedback forum, to create understanding of employee needs and expectations. It is equally important to acknowledge commitment, to reward and to recognise hard work and dedication, and to look at both personal and professional development.

As such, our WebPATHS career progression programme recognises that everyone’s ambitions are different. Some people want to learn new skills, while others need freedom to spend more time on their caring responsibilities, or to pursue studies. Providing exciting and tailored career paths with credible development opportunities means we can retain talent for longer.

The primary objective for most companies throughout the COVID-19 pandemic has been trying to maintain continuity. For Webhelp, that was achieved by enabling 8,000 colleagues to work from home effectively – and keeping everyone fully engaged and supported. We have also virtually onboarded over 500 new advisors for home-working roles.

We have re-trained our people to work on the most urgent client situations. We provided access to real-time virtual coaching, training, tools and support to help them succeed in their roles during the crisis. In fact 20,000 hours of training were delivered over just eight weeks.

We also set up social learning groups, so that our team leaders could share lessons and ideas on engaging teams in a virtual world. This enabled our management development consultants to connect with our team managers and ensure that the development and support package was fit for purpose during the transition to working from home, reaching 650 managers across the globe with a personal and tailored learning experience.

We recognised the danger of overlooking employee career goals and aspirations during this time. We remain committed to ensuring that our people can continue to grow and develop and are rewarded for the commitment they’ve shown during the crisis.

Companies have to become more adaptable. Whether work is delivered at home or in the office is becoming less relevant. We’re seeing more flexibility in terms of when and how work is delivered, with greater scope to shift work between geographies and people, and adapt to external changes.

As businesses become more flexible, a much healthier focus on outcomes will emerge. This must be underpinned by data-driven performance management as colleagues at all levels increasingly understand the critical relationship between behaviours, outputs and outcomes.

As the significance of health, wellbeing and safety intensifies, a culture of responsibility towards one another has emerged. This brings shifts in the balance of trust and control. Businesses need to carefully consider how they can help create the optimal home-working setup and ensure employee wellbeing in the short and long term.

Organisations must act now to put these ideas into practice, as even before the pandemic, an effective talent strategy was central to a company’s success, but now having the right one in place will be absolutely fundamental to survival.