Automotive Business Magazine – Q3 2026 – Digital edition - Flipbook - Page 23
Q&A
LSH
customers engaged now could have
increasing impacts further down the
line. This is just as important for futureproofing as turning a profit today.
Timeline for change
There are still some businesses that are
resistant, or that are simply not thinking
about AI at all. Others will dip their toe,
but have no real strategy.
For Autoflows, the important thing is
to start conversations not on the topic
of AI, but on ideal business outcomes
and the problems that need to be solved.
Indeed, Malcolm says that the market is
maturing, from an interest in technology
in general, to a focus on measurable
value.
For those already engaged, this is not
a reason to stand still. The future heralds
even more change. The biggest trend
identified by Autoflows is the move from
‘automated’ to ‘autonomous’ – in other
words, as Malcolm says, “what’s top of
mind for everyone is how you can be
‘agentic’.”
For example, he says that future
systems should proactively identify
actions customers should take.
Some businesses will be willing to
build those processes and capabilities
themselves, while others will use strategic
partners – either way, the market will
start to see those dealerships that are
able to run autonomous relationships
with their customers pull ahead.
This is not as far off as it might sound.
Malcolm predicts the first autonomous
journeys will take place from as early as
Q1 2027. To prepare, he calls back to the
importance of data cleansing.
He explains: “Get the basics right,
be really clear on aftersales revenue,
aftersales baseline, understand where
are you in terms of customer retention
and set expectations high so you can
navigate towards the future.”
Laredius adds that this cannot be
approached on a short-term basis, or
limited to warranty cycles of three to five
years, but must take into account the
“whole lifecycle” of the customer.
As every CEO in the automotive retail
space looks at profitability in the years to
come, Malcolm reinforces that visibility
over aftersales performance is key,
creating a “cockpit” from which to steer
through the storm.
Q&A, Katherine McLoughlin, head of
aftersales at LSH Auto UK
At the Autoflows Summit,
you spoke about change
management. What is the best
way to make sure people are
engaged?
A lot of businesses will try and find
a solution to go around their people,
but you've got to go through it. We
talk about workshops, service desks,
KPIs, throughput, efficiency, all these
‘things’. But what we should be really
talking about is people – that’s where
the success of every process, system,
optimisation really comes from.
You can invest in the best technology
in the world, but if your teams don't
understand it or feel supported, it will
never deliver its full potential.
When implementing new tech, you
can’t just say ‘we’re doing this because
we are’. The ‘why’ is so important to
all of us. If somebody asks us to do
something that's different to our usual
processes, our first question will always
be why. When our people feel involved,
listened to and confident with it you
get real consistency with the system
and real engagement. First, you need
to understand the real tangible issues
people are having with the current
system. Why is what we're currently
doing not working? If you can find out
and bring it into whatever your change is,
it will always work better.
Have you found people are
resistant to change?
There's going to be shock, denial, there
might be a bit of anger. But for me,
anger is the green flag for change. If you
get nothing but nodding heads, I can
guarantee you, it’s not embedded.
If you get people debating the change,
hold their hand through that frustration
and you will get them to acceptance.
What you'll find is that the people that
speak up – they're the spokespeople for
everyone else, thinking the same thing. →
Q2 2026
AUTOMOTIVE BUSINESS
23
