Supercharge Fleet sales with a customer-centric approach

Fleet customers account for approximately 80% of the electric vehicle (EV) customer base in the UK, making them a critical segment for any manufacturer’s commercial strategy. As the regulatory pressures of the Zero Emissions Vehicle (ZEV) mandate continue to mount, the Fleet sector is expected to grow in both volume and importance, offering significant opportunities for those who prioritise this crucial segment.  

Despite its value, the Fleet market is often perceived by manufactures as complex and difficult to navigate. It involves a range of ‘customer’ types including Business Owners, Sole Traders, and Large Corporates, as well as multiple layers of leasing structures and intermediaries that sit between manufacturers and the end driver. This perceived complexity can lead to disengaged and overwhelmed retail staff, negatively impacting the customer experience (CX) and lowering market share as a result. 

To succeed in this environment, manufacturers must ensure that Fleet CX is not an afterthought, but a central focus. By doing so, they can expect higher levels of customer retention, stronger brand advocacy and more stable revenue streams. Indeed, research shows that Fleet decision-makers place a premium on consistent and knowledgeable service, as nearly 3 in 4 Fleet Managers cite dealership experience as a deciding factor in vehicle selection and brand loyalty. This is coupled with the added benefit of increased EV sales, meeting ZEV mandate requirements and avoiding any associated fines. 

From our experience embedding customer centricity in the automotive industry, where we have undertaken dedicated visits to our clients’ extensive dealership networks.

Our recommendations

1. Map touchpoints for all customer personas, including how those touchpoints are enabled and delivered. 

Mapping the internal systems, processes, people and capabilities that support customer-facing interactions can highlight opportunities for efficiency, reduce duplication of effort and improve the end-to-end customer experience. Technology that is poorly integrated or handoffs between fragmented teams can lead to poor CX, no matter how robust the customer-facing delivery appears. 

Operational alignment is particularly important in Fleet, where decision-making timelines and service expectations differ substantially from a typical retail journey. For example, streamlining communications between sales teams and leasing providers or automating document flows can significantly reduce handover friction, and enhance CX as a result.  

In our experience, service blueprinting allows for cross-functional teams to develop and refer to a single source of truth that can be continually updated, as customer-facing and internal processes evolve over time. It also allows you to draw a vertical line down at any stage of the journey and understand all of the underlying elements required to deliver the top-line customer experience. 

2. Create and embed a comprehensive Fleet training programme across the retailer network.  

Sales advisors, both retail and corporate, must be equipped with the skills, confidence and knowledge to handle Fleet customers. This includes developing tailored guidance on light commercial vehicles (LCVs), a strong grasp of Fleet-specific finance packages and an appreciation of the distinct motivations of B2B buyers versus private customers.  

In a human-centric industry, skilled people, not just systems, are essential to drive performance in Fleet services. Investment in upskilling and empowering staff with specialist knowledge is essential to help optimise the in-person experience and ultimately build customer loyalty.