ABM_1 - Flipbook - Page 51
KEYLOOP
people using it have already got a lot
to do – whether that’s to hit their sales
numbers, or whatever it happens to be.
They’re doing a very complicated job.
If the user interface isn’t obvious, or
doesn’t follow the same patterns as
other platforms, meaning people need
more training, that slows them down.
We take inspiration from what they are
already using.
How are you using acquisitions to work
towards Keyloop’s strategic objectives?
We've made seven acquisitions, because
we realised we had gaps, and you
can't build everything. I see this as an
opportunity to bring the right capabilities
together. The challenge is to join them up.
There's so much double-keying of data,
and data flows in the industry are not
where they need to be. At Keyloop, you're
seeing the fruits of two or three years of
work to create a plan to join it all up.
When we make the choice of what to
acquire, we want to see very established
use cases. In very simple terms, where
we haven’t built things ourselves, we’ve
gone out and bought those assets that
are in demand in this space.
For omni-channel retail, for example,
they built the service hub from scratch.
We had the knowledge and credibility
to build from that side, and then we
acquired ATG, because it was the leader
here in the UK for websites and omnichannel retail.
We knew that in trying to reinvent
that, we would learn a lot of things they
had already learned over 20 years, and
probably the hard way. They key thing we
did when we bought ATG was, instead
of going ‘right, we’re going to run this
like this’, we created a unified product
group where people were completely
intertwined. One of the biggest things we
wanted was their knowledge, bringing
the best of two teams together.
I’m not saying we’re perfect, but we
are simply trying to be a fast-learning
organisation, which listens to people.
Are we on the brink of major
technological change in the automotive
industry, or will it be a gradual process?
Overall it's gradual, but there is the
opportunity for some quite significant
acceleration, particularly with embedded
AI. I’m not saying that just because
it’s our mission. If you have, say, a
retention book of customers that could
potentially buy another car, and you
give a salesperson 100 units, the reality
is they're going put them in the bin.
They can’t deal with 100 people that
might buy. However, if you actually start
conversations going with those people,
and get it down to the 10 that have got
real potential, they’ve got something
they can use.
We've got the opportunity to bridge
the gap between technology and how
it actually gets used in the hands of
somebody who is busy, and therefore
that could change quite radically, quite
quickly. That comes, again, from making
it as easy to use as possible. i
Q4 2025 AUTOMOTIVE BUSINESS
51
