Strategic optimization of parts sales at a German vehicle manufacturer

Initial Situation and Project Context

The customer is a major German vehicle manufacturer with a comprehensive network of its own branches across Germany. Within the organization, the spare parts distribution business represents a central profit driver, yet for many years it has been heavily shaped by historically grown structures and traditional sales models.

Prior to the start of the project, it became evident that the existing sales approaches were no longer adequately meeting the changed market conditions. Increasing competitive intensity, shifting customer requirements, and the emergence of new players in the independent aftermarket resulted in existing revenue potential not being consistently exploited.

Assignment and Objectives

The contract included the
Development of a holistic strategy to intensify parts sales
and its
consistent implementation in seven sales regions in Germany.
Another key component was the
qualification and further development of the field service team.

The goal of the project was:

  • to sustainably increase parts sales
  • to significantly increase the so-called “net sales time” of the field staff,
  • and to systematically acquire new customers in the open market.

Specific challenge: Traditional sales structures

A particular challenge lay in the
outdated, historically grown working methods within the field sales organization. Sales activities frequently lacked clear prioritization, route and visit planning were inefficient, and the time actually spent at the customer was not systematically leveraged for maximum sales impact.

Furthermore, the prevailing steering and performance management systems were only marginally aligned with proactive market engagement. Implementing change therefore demanded not just new strategic concepts, but also a genuine cultural transformation across the sales organization.

Approach and Role of the Consultants

At the start of the project, a detailed analysis of the existing sales structures, processes, and activities was conducted. The following aspects were particularly in focus:

  • Analysis of the current customer structure and potential,
  • Evaluation of field service activities and time use,
  • as well as an examination of the existing sales management system.

Based on this, the consultants developed a
a strategic plan to optimize the aftermarket parts distribution business, which established clear guidelines for target customer segments, visit strategies, activity prioritization, and effective steering mechanisms.

One of the key drivers of success was the tight alignment between strategy and execution. The newly developed concept was rolled out progressively across all seven sales regions and accompanied by highly practical training programs for the field sales team. Emphasis was placed on real-world working practices, effective customer conversation skills, optimized route planning, and active new customer acquisition.

Result and effect achieved

The strategic concept was rolled out successfully in all seven sales territories. By optimizing net selling time (i.e., time effectively spent on customer-facing activities), the company achieved substantially greater market coverage and a much more intensive and focused approach to customer management.

As a result, parts sales increased 50 Mio. Euro by within three years.
At the same time, a sustainable foundation was created for modern, market-oriented field service management, which remained effective even beyond the project period.

Conclusion:

This project vividly illustrates the significant untapped potential in aftermarket parts sales when strategy, organizational setup, and day-to-day sales execution are rigorously aligned. Particularly in long-established structures, an external view grounded in current market realities can deliver critical momentum and fresh impulses for change.

For organizations with similar starting points, a structured exchange offers valuable guidance.