Online Vehicle Retailer
Work across sales, admin, finance and management uncovered broken handoffs, manual correction, poor visibility and key-person dependencies.
The Result
Leadership had a clear evidence base for addressing admin rework, broken handoffs, key-person dependencies and CRM limitations, with a prioritised plan for what to change first.
This retailer's sales process ran from enquiry through to post-sale delivery, split across sales reps, an admin and finance team, and management. The documented process looked straightforward. Talking to the people doing the work revealed something very different.
How the evidence was built
We spoke to the people involved and mapped the customer-facing and internal process end to end. We then reviewed what we heard against the way the work operated in practice.
That work brought specific evidence together: 90% of orders needed correction, handovers were not standardised, CRM visibility was limited, and lead assignment depended on a small number of people.
What we found
Lead assignment relied on one or two people. When they were out, assignment stalled, and one manager was working weekends just to keep leads moving.
Only 10% of orders came through correctly first time. The other 90% needed admin correction, every time, for every order.
There was no standardised handover process. When a sales rep was unavailable, customer context was routinely lost.
The CRM had no dashboards, no visual reporting, and relied almost entirely on manual search. Once a lead was handed from one team to another, the previous team lost visibility entirely.
New hires had their shadowing period cut from a month to a week. With no structured induction into admin or marketing, they were making decisions without understanding the knock-on effects.
Four of the five reps worked from the same shared spreadsheet. The fifth did not know it existed, and had been asking a colleague to send the numbers over by hand for months.
What we did
We mapped the end-to-end customer and internal process, reviewed the evidence across people, process and technology, and built a prioritised 100-day plan.