Proceso de cata, propiedades químicas y componentes

The objective of this question was to gauge the participants’ perception of influence their role has on the outcomes sought by TNZ. Some participants specifically rate (i.e., low or high) their level of influence whereas others describe how they influence their team. Two categories were used to summarise the varied responses, whether they discussed internal influence or discussed external influence. 100% of participants discussed the internal influences of their role. Only three participants described their role as having any direct external influence.

Participant Topic Summary of Responses

▪ Relationships ▪ Interface between TMC and the customer (dealers)

▪ Planning ▪ Dealer network succession planning

▪ Profit ▪ Company revenue

▪ Planning ▪ Product planning

▪ Product ▪ Used vehicles

▪ Pricing ▪ New vehicle pricing

▪ Support ▪ Strategic planning support

▪ Planning ▪ Budget

▪ Planning ▪ Business renewal/future planning

▪ Education ▪ Training of TNZ and dealer network

▪ Relationships ▪ Manage the support departments

▪ Planning ▪ Mid-term & long-term strategic planning

▪ Planning ▪ Budget

▪ Support ▪ Make customers (dealers, internal/external customers) successful

▪ Brand ▪ Create brand value

▪ Product ▪ Create product value

▪ Marketing ▪ Retail campaigns

▪ Planning ▪ Strategic planning

▪ Planning ▪ Future development/renewal

▪ Support ▪ Support the dealer network

▪ Profit ▪ Make the dealer network profitable

F G H I A B C D E

63 | P a g e Table 4.12: Participant Responses from Interview Question Six

Participant Summary of Responses Discusses Internal

Influence

Discusses External Influence ▪ Set new vehicle sales targets

▪ Set departmental strategies ▪ Set dealer sales targets

▪ "In terms of setting business plans, strategies, and objectives I have a huge amount of influence" ▪ "I have a huge amount of influence in terms of our teams, and the roles, and the tasks"

▪ "I have a huge amount of influence but I have chosen not to exercise that muscle"

▪ "influence within the department, it is about opportunity… giving people enough challenge but in a safe environment"

▪ "talking to TMC about our challenges and successes… communicating messages from TMC back into the management team of TNZ" ▪ "I have a macro style… I check in weekly with people… I am available daily, but I don’t do the work for them"

▪ "I think extremely high"

▪ "your influences around how you get on with the team, how you lead by example, how you direct, and how you get people to take on ownership"

▪ "I have a fair bit of influence, especially over my own team members and structure"

▪ "for our customers (dealers) we have dealer standards… so they have to comply… that is quite a big influence"

▪ "quite a big influence internally and externally" ▪ "the work of the marketing department is usually a result of strategies… it is not dictatorial but the work comes from a partnership we have agreed on strategically"

▪ "I can say this is what we are going to do without consultation, but we don't tend to do that… you have to be cohesive in your approach"

▪ "the most significant amount of influence at a corporate level and power level but…little influence over day-to-day interactions and what people do" ▪ "more about setting up the culture and principles and being a flag waver for the company rather than actually doing anything"

▪ "I've evolved the way I have manage… you empower people"

▪ "I tell the team what the big rocks are… and what we have to do to support those big rocks and they (the team) have some input into that"

3

3

3

3

3

3

3

3

3

3

3

3

3

Internal influences include any reference to TNZ internal departments or warehouse. External influences include any reference to dealers, the dealer network, public customers, Thames, or TMC.

64 | P a g e QUESTION 16: HOW DO YOU THINK IMPACT OR VALUE IS MEASURED?

Participants’ responses to this question highlighted what they thought were TNZ’s strengths and weaknesses of impact or value measurement. The results have been summarised into two categories, one showing the current measurement strengths of TNZ and the other the weaknesses.

100% of participants discussed current processes where impact or value was successfully measured. A large number of measurement methods are qualitative based processes where actual figures (data) can measure impact or value, namely, sales volumes, profitability, customer retention, website statistics, and project time assessment. Some methods of measuring impact or value were more subjective (qualitative) and in some cases refer to an individual’s process of measurement. The qualitative measures mentioned were personal reflection, sponsorship, personal achievements, and staff annual reviews. Only two participants discussed areas where there was a lack of impact or value measurement both of which fall under the qualitative umbrella and are not easily supported by actual data.

Table 4.13: Participant Responses from Interview Question 16

Participant Responses Supporting Strengths Responses Highlighting Weaknesses

▪ customer retention

▪ net promoter score (customers, new vehicle, service retention)

▪ dealer profitability

▪ sales volume, record sales, market leadership, marketing spend ▪ productivity and engagement of staff members (TNZ & dealerships)

▪ extra care sales, service revenue

▪ business score card, individual performance metrics

▪ staff (employee) annual review

▪ best places to work survey (engagement, views on the company)

▪ personal reflection

▪ balance score card (KPIs, targets, benchmarks)

▪ mystery shoppers, customer radar (feedback)

▪ staff (employee) annual review

▪ projects have time, money, value equation - common in IT

▪ quantitative and qualitative measures

▪ sponsorships

▪ dealer profitability

▪ customer retention

▪ ability to measure data funnelled through digital marketing ▪ hard to measure marketing impact that isn't in the digital space

▪ hard to measure brand exposure and impact

▪ surveys (impact into communities and nationally)

▪ sales volume, customer retention

▪ profitability ▪ dealer profitability ▪ sales volume ▪ personal achievements G H I A B C D E F

65 | P a g e

4.2.3 RESPONSIBILITIES OF PREVIOUS POSITIONS