Final thesis for obtaining

Of the Bachelor's Degree Bac +5 in

Marketing and commercial management

Under the theme:

Improve customer satisfaction in the automotive industry

Presented by:

M. Abdelkarim SKAOU

Framed by:

Mrs. Valerie Desaize

Academic year 2016 - 2017

 Dedication

I dedicate this thesis to:

My parents
My mother who has sacrificed everything for me and my two brothers, who has filled me with her
love, who taught me that good things in life do not come easily, who
has always supported and advised me for all his assistance and presence in my
life, receive through this work, however modest it may be, the expression of my eternal
gratitude
My father, this handsome man who has always been and will always be my example and my
idol, to my superhero who sacrificed everything he could for us to be happy, I
thank you for the noble values and for your education.
My two little brothers, my friends from the sky, I would need a whole life to
to thank you and to describe how much I love you.
 Acknowledgment
First of all, I would like to thank everyone who helped me during the development of this
work:
I would like to particularly thank MRS. Valerie Desaize and MR. Gerard Seguin.
My two supervisors who were a great support to me during the development of my
final training report
I would also like to thank my colleagues for their understanding and their
continuous support, I thank my parents, my brothers, and all the teaching staff of
the higher institute of applied computer science and management, Thank you.
 Summary

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 General Introduction
Companies today are undergoing a phase of strategic reorientation, a change.
which is due to the shift from a product/service orientation to a customer-focused orientation.
Intense competition forces companies to manage and improve their satisfaction.
clients who are the key to their success, especially in an environment that does not tolerate error,
choose normal, when we talk about satisfaction, which is the reason for being and the condition of
sustainability of the business, which justifies 'the performing company', a performance
by retaining its customers, thus improving its brand image.
To satisfy a client, we must listen to them and carefully uncover their needs, anticipating their...
request and its expectations this, through good management of its complaints and by a
continuous improvement of the offer.
For the bank-customer relationship, this is the crucial axis for retaining clients, and this is through the
ticket to capture and analyze information and data related to the latter (client).
This is why I chose this topic, which is closely related to my profession as an attaché.
commercial and that I live from day to day, a profession of managing and improving satisfaction
automotive clients
Competition is currently a principle that affects companies in relation to customers,
the latter represents for companies in general the main source of
revenue. This competition becomes fierce as time passes due to the
economic change that may result from the development of technologies and their
integration at the level of customer-business relations, something that makes it easier for customers
choice of their service provider and who can, for example, satisfy them with a simple click without
to take the trouble to travel.
Clients can be selected by companies based on economic criteria.
financial and especially emotional, the latter primarily relies on listening to the needs of
clients and their requests, aimed at increasing the company's profits, keeping and
loyalize its customers as well as increase their lifecycle, enhance the margin on each
client, and mainly to gain more customers.
Based on these actions, we were able to observe and develop the following issue:

How can we improve customer satisfaction and develop the relationship?

client?
In order to answer this question, my memory will be based on the following axes:
In the first part, I will present the automotive sector in Morocco from a
Generally speaking, I will present the establishment for which I work next.
You will establish the resolution methodology and mention some proposed solutions.
In the second part, its beginning will start with a presentation of satisfaction.
the client follows the development of the solution with an analysis of the results before
move on to recommendations and action plan
Finally, the conclusion
First part:
Chapter 1: Presentation of the automotive sector in Morocco.

1The history of the automobile in Morocco:

Once reserved for a minority of privileged individuals, the automobile is now a good of
consumption accessible to all is also a giant, complex, and fragile industry.

Completely nonexistent at the beginning of the 20th century, when only a few craftsmen were striving to
make the first 'horse-less carriages' work, today we live a
mass production and we see streets bursting with cars.

But before getting there, the automotive industry experienced a full history
significant events.

2- Characteristics of the Moroccan automotive market:

The Moroccan automotive market is characterized by the existence of three main categories of
vehicles:

Passenger cars (PC) and light commercial vehicles (LCV) 'CBU'

(completely built-up).

Passenger cars (PC) and light commercial vehicles (LCV) 'CKD'

(completely knocked down)

The imported used vehicle.

The first two categories of vehicles involve stakeholders in a

structured and professional production of goods and services. The third category, regarding
It is a matter either of individuals or of small informal businesses.

The CBU consists of the importation of complete built-up new vehicles by companies.
representing the main global brands, of which they distribute the models to
through a network of dealers or agencies.
The CKD (of which the monopoly belongs to the economy car) consists of the assembly of
new vehicles made from imported and/or locally produced parts. The stakeholders are
industrials that concentrate their activities around the "SOMACA" assembly line,
and have gained expertise over the years, which has allowed some to fulfill
export markets.

These networks provide their customers with all services in the field.
maintenance, repair and spare parts with a similar level of requirements as
the one found in Western countries.

The third category uses the services of smugglers who often acquire cars.
used in Europe, and after having paid the customs duties when crossing the borders, the
flow onto the local market following the principle of selling used cars from private individuals to
individually or through small groups.

Despite the efforts made by the government to develop the sector, the market has
shrunk and the demand was directed towards the imported used car.

The consumer found happiness there by having a vehicle significantly cheaper.

This commitment to imported used cars has had negative repercussions on the
Moroccan automotive market as it actually "inherited" the cumbersome vehicle fleet and
polluting from other countries that only wanted to get rid of it.

Thus, during the years 1992-1993, the demand for automobiles in Morocco was met at
reason of 88% due to the importation of used cars whose average age was located
between 8 and 10 years.

It was necessary to opt for measures of restructuring and reorganization of the sector of
the economical car and the economical light commercial vehicle as well as the
restructuring of the depreciation scales applied to used vehicles that allows
the rehabilitation of an aging Moroccan car fleet.

This is how the government reduced customs duties from 35% to 17.5% to promote
the importation of new mid-range and high-end cars, on the other hand, the taxation of cars
imported second-hand items have been reviewed in order to curb the rush of consumers towards this type of

vehicle.
 3-Sector of activity:

All operations of purchases, sales, commission trading, and subcontracting of

spare parts, equipment, tools, appliances, accessories related to the activity.
The marketing, representation, brokerage of all products and items of all
provenances directly or indirectly related to automobiles
(cars, buses, tractors) as well as tires and all accessories and parts
detached.
Ensure after-sales service by operating a mechanical workshop, electricity,
bodywork, sheet metal, painting for all brands of vehicles.

Chapter 2: Company Presentation

The Auto Hall group, distributor in Morocco of the brands Ford, Mitsubishi Motors, Fuso,
New Holland and NISSAN, Case and Cummins, continue to expand their network in Morocco.

In the face of opportunities in the transport, agriculture, and automotive markets, auto hall
strengthens its organization. The entire operational system of Auto Hall and its units
is focused on customer satisfaction.

The quality of governance has been strengthened by information systems and tools of
management that allows for controlling the performance of the units and measuring in a way
permanent customer satisfaction.

With a young and skilled human capital, Auto Hall has full
mastery of its trades, both in terms of the know-how of modern distribution and of
technologies associated with product evolution. It finally has financial strength.
allowing it to respond to any growth opportunity.

The group also holds the largest specialized distribution network in Morocco with more
fifty branches and about ten sales points offering spaces adapted to each
customer segment, individuals and professionals.
The Agadir 2 branch was inaugurated in August 2013, this new branch,
located at the entrance of the city, includes among other things four showrooms displaying the
different brands distributed by the group, a repair workshop, a space for
storage as well as a spare parts store.

The Ford brand, currently the third largest seller of passenger vehicles in Morocco
with 9.3% market share (as of the end of October 2016), should greatly benefit from this
expansion to strengthen its presence in the region.

The construction of the branch will have lasted nearly 10 months and required an investment.
about 32 million dirhams.

. Auto hall Scama - Ford :

The Ford brand is reconfigured in Morocco by the company SCAMA since it was reactivated in
1993
This activity is managed by the SCAMA subsidiary as part of the specialization by subsidiary.
Concerned about meeting the expectations of the most demanding clients, this subsidiary has created a

unique environment for quality distribution and efficient services faithful to

the spirit of the Ford brand.
SCAMA guarantees added value to please and satisfy its customers. And this at every
stage of the relationship: sales, maintenance and repair workshops, spare parts, etc.
SCAMA benefits from the logistics of the Auto Hall branch network.

a-History:

1907: Creation of the Gabriel Veyre establishments for the representation of Ford
MotorsCompany in Morocco.

1920: Transformation into a public limited company named Auto Hall.

1941: Introduction of the Auto Hall share listing on the Stock Exchange
Casablanca.

1974: Launch of truck assembly activity.

1985: Representation of the Mitsubishi brand.

1999: Creation of the Auto Hall group, a structure federating Auto Hall SA and its subsidiaries.

2005: The VP and VUL activity of Mitsubishi was assigned to the subsidiary Diamond Motors.

2008: Doubling of the share capital and reduction of the nominal value of the share from 100 to
10 Dirhams.
2010: Representation of the FIAT brand.
2011: The activity of Mitsubishi Fuso industrial vehicles was entrusted to the subsidiary Auto.
Industrial Vehicles Hall

2014: representation of the NISSAN brand

 b-Technical sheet :

Company name: AUTO HALL.

Legal form: Public Limited Company.

Share capital: 481 million dirhams.

Registered office: 64, Av Lalla Yakout Casablanca Morocco.

Surface: 7220 m2basement x 3 floors.

Telephone: (212) 5 28 83 84 41.

FAX: (212) 5 28 83 81 04.

Tax identification: 01048143.

Patent: 33305840.

Commercial register: 137.

CNSS : 1928839.

Website: [Link].

E-mail autohall.agadir2@[Link]

Chapter 3: Tasks performed by a sales manager

Companies are looking for sufficiently qualified staff who can meet all the needs of the company.
and the status of a sales manager must cover a set of activities through its good
decisions,its organization, its techniques and its professional experience,and on all that
knowledge about the field.

main activity
 The first task to be performed by a sales manager is participation in
definition of the company's trade policy based on the strategy of
The company is promoting brand awareness (the image of the company).
Setting goals and priority areas: defining an action plan
Lead and support the sales team; here we are talking about the management of
group, motivation, training, recruitment if the need is detected.
Be attentive to changes, market developments, and offers from
competition; the sales manager must be aware at the slightest
market changes taking the example of the emergence of other brands or
new product
Inventory management; at the beginning of each month, stock availability is one thing.
indispensable to the achievement of the set objectives
The confirmation of commercial files; the signature on a commercial file
the manager confirms the validity of the price set by the salespeople and
confirm that the means of financing are secured before moving on to the phase of the
delivery by the management unit.
The exhibitions and open doors; during the year the sales manager
organize and confirm the dates and suitable places for the exhibitions in order to keep
the brand's notoriety and also to attract more customers in the face of existing competitors
in the market

2-secondary activity

Reply to the emails of the other network managers

Immediate intervention on customer complaints
The weekly meeting of the committee
Ensured the preparation of the delivery cars