Entrepreneurial Orientation in

Entrepreneurial Orientation in

Dutch Car Dealerships

Master’s thesis defense

Eltjo Doddema

Introduction

• A new reality has to be formed for the whole automotive sector (BOVAG, 2015).

• Indicator of general economy. • Dealerships are the link between

manufacturer and customer.

• Car dealerships are falling behind, when it comes to implementing digital possibilities and experiences.

• Which innovative methods can be applied by car dealerships to improve customer

Theory

1. Customer Experience 2. Customer Journey

3. Omnichannel Retailing

Customer Experience

• Multi-dimensional construct in a retailing environment, which is holistic in nature and involves the cognitive, affective, emotional, social, and physical responses of the customer to the retailer (Verhoef, 2009).

Customer Journey

• 3 Stages: all the interaction of the customer with a certain brand or category, before,

during and after the purchase (Neslin, 2006).

• Stage 1: Pre-purchase

searching the internet, reading reviews and speaking to social contacts.

• Stage 2: Purchase

making decisions about the type of car and brand, engine, colour, and options.

• Stage 3: Post-purchase

Omnichannel Retailing

• Synergetic management of numerous

available channels and customer touchpoints in such a way that the customer experience across channels are optimized (Verhoef, 2015)

Entrepreneurial Orientation

• Three dimensions of entrepreneurial

orientation: innovativeness, proactiveness, and risk-taking (Wiklund and Shepherd, 2005)

• Better performance • Size

Methodology

• ‘’How’’- question is central -> qualitative research

• Primary data

• 13 Car dealerships in different sizes in the north-eastern part of The Netherlands • Approach in person

• Automotive groups • Questionnaire

• Semi-structured interview • Research ethics

• Dutch transcripts were translated

Results

Based on hypotheses

1. Omnichannel integration and customer experience

2. Entrepreneurial orientation and customer experience

Omnichannel integration

and customer experience

• Market changes and technological

improvements

• Changing customers • Proactive selling

Entrepreneurial orientation

and customer experience

• Attracting customers • Goodwill

Entrepreneurial orientation

and size

• Development

• Entrepreneurial orientation and growth • Customer and growth

Discussion

1. Conclusion and discussion 2. Managerial implications

Conclusions

• Online and offline channels have to connect

seamlessly to create the strongest customer experience.

• Dealerships that come up with new initiatives or

try to gain more goodwill with innovative ideas, and act proactively towards customers and

different ways of transportation focus more on customer experience.

• Those companies are mostly larger companies. • Smaller dealerships do not have closer contacts

Managerial implications

Managers of car dealerships should …

1. be aware of the customer journey.

2. engage in a more proactive sales style. 3. consider a strong relationship with the

importer

Limitations and future

research

• Input might be competitor sensitive.

• Relationship with importer might be sensitive as

well.

• Small sample of automotive groups.

• Do private importers have closer contacts with

car dealerships?

• Do the results hold for other automotive groups

as well?

Thank you for listening!

Master’s thesis defense

Eltjo Doddema