Training Program Worldwide Management Training

Stand 08/2016 1

Training Program Worldwide

Management Training

Global Training – The finest automotive learning.

Stand 08/2016 2

MANAGEMENT TRAINING 4

Newcomer 4

Newcomer$6$Newcomer 23

Professionals 24

M0021Q • Qualification Program for Junior Management • Mercedes-Benz Sales Managers 4

M0002Q • Qualification Program for Junior Management • Warehouse Manager 6

M0059F • Qualification Program for Junior Management • Warehouse Manager • Initial Test • Go 8

M0032F • Qualification Program for Junior Management • Warehouse Manager • Successful KPI and Process

Management • Go 9

M0092F • Qualification Program for Junior Management • Warehouse Manager • Final Test • Go 10

M0004Q • Qualification Program for Junior Management • Workshop Managers 11

M0060F • Qualification Program for Junior Management • Workshop Manager • Initial Test • Go 13

M0034F • Qualification Program for Junior Management • Workshop Manager • Successful KPI and Process

Management • Go 14

M0093F • Qualification Program for Junior Management • Workshop Manager • Final Test • Go 15

M0029F • Qualification Program for Newcomer • Challenges of the Leadership Role and Self-Management •

Go 16

M0030F • Qualification Program for Junior Management • Managing Customer and Market Requirements

• Go 17

M0033F • Qualification Program for Junior Management • Successful Personnel Development in Dealerships

• Go 18

M0031F • Qualification Program for Junior Management • Managing Personnel and Leading Teams in a

Dealership Operation • Go 19

M0095F • Qualification Program for Junior Management • Sales Manager • Initial Test • Go 20

M0074F • Qualification Program for Junior Management • Sales Manager • Successful KPI and Process

Management • Go 21

M0096F • Qualification Program for Junior Management • Sales Manager • Final Test • Go 22

M0020P • Qualification Program • Successful Used Vehicle Management • Curriculum Level 1 & 2 23

M0081F • Dealer Strategies and Measures to Achieve 2020 Growth Targets • Successfully Mastering the

Challenges of Social Media, Generation X, and Growth Objectives in the Management Team • Run 24

M0058F • Passenger Cars • Market Exploitation • Successful Management in Fleet Sales • Run 25

M0107F • Passenger Cars, Vans • Market Exploitation • Using "Mercedes me connect" in the Dealership •

Potential for Customer Acquisition and Loyalty • Fly 26

M0097F • Market Exploitation • OTC Excellence • Maximizing Parts and Accessories Sales Through

Targeted Market Cultivation • Fly 27

M0044F • Competence in customer contact • Capitalizing on Second Chances • Professional Complaint

Management • Run 28

M0102F • Used Car Sales • Managing Market Exploitation, KPI Controlling and Sales Staff Controlling •

Run 29

M0103F • Used Car Sales • Managing, Controlling and Developing Profitable Used Vehicle Sales • Go 30

M0089F • Trucks • Customer Retention • Sales Success through Customer Satisfaction • Fly 31

M0105F • Trucks • Customer loyalty • Sales success through customer satisfaction • Follow-up workshop •

Fly 32

Stand 08/2016 3

Service Quality 33

Certification 37

Customer Orientation 53

Professionals 54

M0013F • Service/Parts and Sales Marketing Specialists • Introductory Module • Go 33

M0016F • Service/Parts and Sales Marketing Specialists • Systems and analysis tools • Go 34

M0014F • Service/Parts and Sales Marketing Specialists • Marketing Fundamentals • Go 35

M0015F • Service/Parts and Sales Marketing Specialist • Communication & Customer Orientation • Go 36

M0001Q • Qualification Program • C-Management Retail 37

M0080F • C-Management • Potential Appraisal for Managers of Retail Operations • Run 39

M0069F • C-Management • Initial Test 40

M0037F • C-Management • Successfully Managing Challenges in the Automotive Business • Kick-Off

Module 41

M0006F • C-Management • Strategic Management for Business Success 42

M0007F • C-Management • Successful and Strategic Market Exploitation 44

M0008F • Management by Key Figures • Key Figure Management in Sales 46

M0039F • Management by Key Figures • Key Figure Management in After-Sales 47

M0010F • Management Expertise • Recruiting and Developing Employees 48

M0009F • C-Management • Successful and Motivating Leadership 49

M0070F • C-Management • Final test and certification 51

M0128F • Process Management • Successful Process Management in the Dealership 52

M0121F • Passenger Cars • Best Customer Experience • Dealer Strategy • Successful Automobile and

Service Sales in Changing Markets • Fly 53

M0122F • Fly 54

M0142F • Passenger Cars • Best Customer Experience • Leading Change @ Mercedes-Benz Retail 55

S0472E • Trucks • Market Launch • Product and Service Innovations 2016/2017 • AKUBIS® direct sales •

Go 56

Stand 08/2016 4

Chapter Management Training

Department Newcomer

Title M0021Q • Qualification Program for Junior Management • Mercedes-Benz Sales Man-

agers

Course Number M0021Q-AA

Target group Manager

Objectives The participant:

> Is acquainted with the tasks, skills and responsibilities of the sales manager role

> Is familiar with the self-management methods and instruments for the successful

management of salespersons

> Is familiar with his/her potential and career/development opportunities for sales

managers

> Is familiar with models and methods for managing individual employees and teams and

can apply them in practice

> Is familiar with personnel instruments such as appraisal systems, has knowledge of

basic labor laws, and can apply them in practice as a manager

> Is familiar with the organization, structures, achievements and products of Daimler AG

and the Mercedes-Benz brand

> Is familiar with the responsibilities and work contents required to optimally exploit

market potential for vehicle sales and is able to support local marketing activities at the

dealership

> Can provide substantial support to ensure success in vehicle sales through leadership

and management based on processes and key figures

Contents

The qualification program consists of the following individual training course and begins

with the initial test.

Following the initial test you will receive a recommendation on which training course(s)

you should book:

> M0095F-AA • Qualification Program for Junior Management • Sales Manager • Initial

Test • Go

> M0029F-AA • Qualification Program for Newcomer • Challenges of the Leadership

Role and Self-Management • Go

> M0030F-AA • Qualification Program for Junior Management • Managing Customer

and Market Requirements • Go

> M0031F-AA • Qualification Program for Junior Management • Managing Personnel

and Leading Teams in a Dealership Operation • Go

> M0033F-AA • Qualification Program for Junior Management • Successful Personnel

Development in Dealerships • Go

> M0074F-AA • Qualification Program for Junior Management • Sales Manager •

Successful KPI and Process Management • Go

> M0096F-AA • Qualification Program for Junior Management • Sales Manager • Final

Test • Go

Stand 08/2016 5

As soon as all your qualifications have been verified, you will receive your certificate.

Training Depth Method Theorie 50%, Practice50%

Duration 10,0 days (per 8 hours)

Stand 08/2016 6


Department Newcomer

Title M0002Q • Qualification Program for Junior Management • Warehouse Manager




> Is familiar with the tasks, competencies, and responsibilities related to the role of a

warehouse manager/logistics manager

> Is familiar with self-management methods and instruments for successful leadership

behavior

> Is familiar with his/her potential and career/development opportunities for warehouse

managers/logistics managers





> Is familiar with the organization, structures, activities and products of Daimler AG and

the Mercedes-Benz brand

> Is familiar with the responsibilities and work contents required to optimally exploit

market potential for parts and accessories business and is able to support local parts

marketing activities at the dealership

> Can provide substantial support to ensure success in the parts business through

leadership and management based on processes and key figures

Contents




you should book:

> M0059F-AA • Qualification Program for Junior Management • Warehouse Manager •

Initial Test • Go












Final Test • Go

Stand 08/2016 7




Stand 08/2016 8


Department Newcomer

Title M0059F • Qualification Program for Junior Management • Warehouse Manager • Initial

Test • Go

Course Number M0059F-AA


Objectives The individual training requirements for the qualification program participants are

determined and a training plan is created.

Contents > Administration of a written knowledge test

> Depending on the results of the test, a supplementary interview will be conducted.

Training Depth Go Method Theorie 50%, Practice50%


Stand 08/2016 9


Department Newcomer

Title M0032F • Qualification Program for Junior Management • Warehouse Manager • Suc-

cessful KPI and Process Management • Go




> Can apply the basic knowledge of process management issues at a dealership and, in

particular, apply it in his/her management activities and style in the parts department

> Can apply basic instruments and methods for process optimization

> Is familiar with the logistics process and its subprocesses and can use the tools and

applications to successfully manage and further develop his/her parts and accessories

business

> Knows the KPIs for the parts and accessories business in a dealership operation and

can use them to increase the effectiveness and profitability of his/her area of

responsibility

> Can use reporting and controlling instruments, tools and applications

Contents > Fundamentals of process management at the Mercedes-Benz retail level

> Advantages, elements, tools and documentation for logistics processes

> From process analysis to process optimization, with practical examples

> Detailed analysis of the associated subprocesses, such as ordering/return processes,

handling of safety-related parts, etc.

> Fundamentals of HR development in dealership operations and in parts departments

> Basic models and methods of change management to optimize processes in

dealership operations

> Fundamentals and elements of management using dealer and warehouse key

performance indicators (KPIs)

> Closer examination of KPIs and using them to manage the warehouse and logistics

areas

> Information and application examples of current management and controlling tools in

logistics

> Working with practical management examples based on KPIs for parts supply and

logistics



Stand 08/2016 10


Department Newcomer

Title M0092F • Qualification Program for Junior Management • Warehouse Manager • Final

Test • Go



Objectives The individual progress of the participant in the qualification program is determined.





Stand 08/2016 11


Department Newcomer

Title M0004Q • Qualification Program for Junior Management • Workshop Managers




> Is familiar with the tasks, competencies, and responsibilities related to the role of a

workshop manager/service manager

> Is familiar with self-management methods and instruments for successful leadership

behavior

> Is familiar with his/her potential and career/development opportunities for workshop

managers





> Is familiar with the organization, structures, activities and products of Daimler AG and

the Mercedes-Benz brand

> Is familiar with his/her responsibilities and tasks required to optimally exploit market

potential in the service business and ways to support local service marketing activities at

the dealership

> Can provide substantial support to ensure success in service through leadership and

management based on processes and key figures

Contents




you should book:

> M0060F-AA • Qualification Program for Junior Management • Workshop Manager •

Initial Test • Go












Final Test • Go

Stand 08/2016 12




Stand 08/2016 13


Department Newcomer

Title M0060F • Qualification Program for Junior Management • Workshop Manager • Initial

Test • Go









Stand 08/2016 14


Department Newcomer

Title M0034F • Qualification Program for Junior Management • Workshop Manager • Suc-

cessful KPI and Process Management • Go




> Can apply the basic knowledge of process management issues at a dealership and, in

particular, apply it in his/her management activities and style in the workshop


> Is familiar with the workshop process and its subprocesses, and can use the tools and

applications to successfully manage and further develop his/her workshop business

> Is familiar with the indicators for the workshop business in a dealership operation and

can use them to increase the efficiency and profitability of his/her area of responsibility



> Advantages, elements, tools and documentation for the workshop process

> Management practice with the workshop process. From process analysis to process

optimization, with practical examples

> Detailed discussion of the associated subprocesses such as appointment setting,

prediagnosis, workshop planning, vehicle handover, etc.

> Fundamentals of HR development in dealership operations. Organizational structure

and function descriptions concerning employee requirement profiles and job descriptions



> Fundamentals and elements of management using dealer and workshop key

performance indicators (KPIs)

> Closer examination of indicators and using them to manage the workshop

> Information and application examples for management and controlling tools in the

workshop

> Working through practical examples of workshop management based on KPIs



Stand 08/2016 15


Department Newcomer

Title M0093F • Qualification Program for Junior Management • Workshop Manager • Final

Test • Go








Stand 08/2016 16


Department Newcomer

Title M0029F • Qualification Program for Newcomer • Challenges of the Leadership Role and

Self-Management • Go




> Has examined the different requirements for Mercedes-Benz retail managers

> Is familiar with the job profile for his/her management position at a dealership

operation and knows how to apply these skills in daily work

> Is familiar with his/her potential and level of knowledge in specialized areas to

properly perform his/her managerial function

> Knows the models and concepts of self-management for managers

> Is familiar with his/her further training needs; an individualized training program has

been defined.

Contents > Expectations of managers, in their managerial role and as individuals, in Mercedes-

Benz retail

> Influence of customer expectations on the managerial personality

> Analysis of management profile requirements and capabilities and how they apply to

everyday management activities

> Evaluation of individual capabilities and knowledge as a basis for defining individual

learning requirements

> Self-management theories and models for retail managers


Note This is the mandatory start module for the junior management qualification program for

workshop managers, warehouse managers and sales managers.

Duration 1 day (per 8 hours)

Stand 08/2016 17


Department Newcomer

Title M0030F • Qualification Program for Junior Management • Managing Customer and

Market Requirements • Go




> Is familiar with key marketing approaches and methods suitable for his/her area of

responsibility

> Can describe his/her competition and knows how to position his/her area

successfully in the market in order to increase sales and customer satisfaction

> Can use the 7 P model to define areas requiring action/attention and to further

develop the organization and its personnel

Contents > Basic models of dealer marketing and the relationship between professional marketing

and high customer satisfaction

> Procedures and methods for market and customer segmentation across all areas of

customer contact

> In-depth examination of what customers expect from Mercedes-Benz dealerships

> Factors in sales, the workshops and the warehouse that impact customer satisfaction

and market exploitation

> Analysis of the competitive environment and pinpointing strengths and weaknesses for

one's own operations

> Operational marketing instruments for sales, workshop and warehouse/parts

department managers.

> Taking stock of and analyzing one's own area of responsibility

> Derivation of specific areas to be further developed in one's own management

activities and style


Note This is an optional training module for the qualification program for workshop, warehouse

and sales managers.


Stand 08/2016 18


Department Newcomer

Title M0033F • Qualification Program for Junior Management • Successful Personnel Devel-

opment in Dealerships • Go




> Knows the laws and regulations applying to personnel management

> Knows the methods and tools for informed, targeted selection and development of

personnel

> Can conduct informed, targeted and effective selection and development of personnel

> Can conduct motivating discussions on employee target agreements, target

achievement and evaluation

Contents > Information and background on developments and trends in the automotive labor

market

> Labor law and consequences for practical management issues, e.g. accident

prevention, rules and regulations governing vacation time, working hours, etc.

> Practical aspects of personnel selection and development

> Selection and development of promising, productive employees in dealerships based

on requirements/capability profiles

> Methods and practices in personnel selection interviews and assessments

> Methods and procedures for the development and initial training of employees

> Evaluation, compensation and incentive systems

> Conducting discussions on employee target agreements, target achievement and

evaluation


Note This is an optional training module for qualification programs for workshop managers

(M0004P), warehouse managers (M0002P) and workshop foremen (M0005P).


Stand 08/2016 19


Department Newcomer

Title M0031F • Qualification Program for Junior Management • Managing Personnel and

Leading Teams in a Dealership Operation • Go




> Knows the most important models for and background information on team

development and can manage and further develop teams in everyday management

situations

> Is familiar with the background information and models concerning individual

behavioral tendencies and can use his/her position as a manager to effectively develop

and instruct team members

> Has analyzed management styles, tested them in role-play exercises during the course

and developed specific methods for transferring the knowledge gained to his/her own

management activities

Contents > Analysis of communication processes and roles of individuals in teams and team

development

> Behavioral tendencies of individuals in teams and managerial staff, as well as their

effects on interaction based on the Thomann/Riemann model

> Analysis of practical exercises for specific management situations and development of

individual action areas related to team leadership

> Analysis of and working with the LEAD criteria for managerial staff in Daimler AG

> Reflection on the current team leadership situation based on the Hersey/Blanchard

model and development of individual action areas for the participants' own management

activities and style

> Effective management interventions using skilled, targeted feedback

> Exercises for challenging management dialogs with practical examples from daily

activities

> Methods and practices for setting target agreements and alternatives


Note This is an optional training module for the qualification program for workshop, warehouse

and sales managers.


Stand 08/2016 20


Department Newcomer

Title M0095F • Qualification Program for Junior Management • Sales Manager • Initial Test

• Go









Stand 08/2016 21


Department Newcomer

Title M0074F • Qualification Program for Junior Management • Sales Manager • Successful

KPI and Process Management • Go




> Can apply the basic knowledge of process management issues at a dealership and

particularly in his/her management activities in sales


> Is familiar with the vehicle sales process at the dealership, as well as its subprocesses,

and can use the tools and applications to successfully manage and further develop

his/her sales business

> Is familiar with the indicators for the vehicle sales business in a dealership operation

and can use them to increase the efficiency and profitability of his/her area of

responsibility



> Advantages, elements, tools and documentation for the sales process

> Practical leadership examples in the sales process. From process analysis to process

optimization, with practical examples

> Detailed information on subprocesses, e.g. scheduling, delivery, follow-up, etc.

> Fundamentals of HR development in sales. Organizational structure and function

descriptions concerning employee requirement profiles and job descriptions



> Fundamentals and elements of management using key performance indicators (KPIs)

for dealers and sales

> Closer examination of indicators and using them to manage sales

> Information and application examples of the management and controlling tools in the

new and used vehicle sales

> Working with practical examples for management based on sales KPIs



Stand 08/2016 22


Department Newcomer

Title M0096F • Qualification Program for Junior Management • Sales Manager • Final Test •

Go








Stand 08/2016 23


Department Newcomer$6$Newcomer

Title M0020P • Qualification Program • Successful Used Vehicle Management • Curriculum

Level 1 & 2

Course Number M0020P-AA



> Can analyze opportunities and potentials in the market

> Can develop effective sales strategies based on used vehicle sales targets

> Knows the requirements for effective used vehicle management

> Knows the relevant key figures and how to use them to successfully steer his business

> Knows the processes and operational key figures in used vehicle management and the

starting points for optimizing them

> Knows the main marketing instruments and channels

> Can effectively employ the correct marketing measures to optimally exploit market

potential

Contents Level 1:

> Integrating the used vehicle business in the sales process at the dealership

> Fundamentals of process management for successful used vehicle sales

> Competitive pricing in the used vehicle business

> Basic business models using different sales channels

> Requirements for the used vehicle salesperson

Level 2:

> Control using key figures in used vehicle sales

> Stock management

> Special marketing features in the used vehicle business

> Fundamentals of business administration and controlling in the used vehicle business

> Managing used vehicle sellers


Note This curriculum can only be booked as a package. A final test comes at the end of the

second module.


Stand 08/2016 24


Department Professionals

Title M0081F • Dealer Strategies and Measures to Achieve 2020 Growth Targets • Success-

fully Mastering the Challenges of Social Media, Generation X, and Growth Objectives in

the Management Team • Run



Objectives The participants:

> Have intensively examined the new customer target groups, their lifestyles,

communication habits, and motivations for purchasing, and can define areas requiring

action/attention in sales and service staff management

> Have integrated the influences, challenges, and action requirements of social media in

their dealer and marketing strategy

> Have defined specific areas requiring action/attention in order to expand their sales

channels and optimize their sales approach and presentation of the vehicles being

promoted

> Know how the service and finance products can be effectively used to gain customers

and increase loyalty rates

Contents > Knowledge and understanding of the lifestyles and communication habits of the new

sales and service target groups

> Development of effective local market strategies for the acquisition of modern young

target groups

> Dealer sales strategy for adding new customer target groups while retaining the loyalty

of existing customer bases

> Expanding the marketing toolbox and sales channels with the aid of interactive

business simulations

> Leading and coaching the sales teams in dynamic change processes in the market

> Analysis of the different influencing factors of social media on sales and service and

development of specific action and development fields

> Chances and potentials of the service and finance products for gaining customers and

increasing loyalty

Training Depth Run Method Theorie 50%, Practice50%


Stand 08/2016 25



Title M0058F • Passenger Cars • Market Exploitation • Successful Management in Fleet

Sales • Run




> Have developed specific fleet sales strategies

> Know the demands and tasks required of a fleet salesperson

> Can state the key success criteria in the fleet business for establishing initial contact,

negotiations and closing sales

> Are familiar with the tools used for preparing offers in the fleet business

> Can use KPIs to analyze their fleet business and steer it toward success

> Can name the main advantages and the application of service packages

> Know the most important compliance rules and recommended behavior for a

sustainable fleet business

Contents > Fleet sales strategy/scope and practical implementation in the dealership

> Specific information on the role of a Mercedes-Benz fleet sales manager

> Processing of business cases and the phases of the fleet sales process

> Use of relevant key performance indicators

> Fleet sales processes

> Service packages and downstream business

> Compliance rules in the fleet business

Optional prerequisite S0018E • Passenger Cars • Fleet Sales • Module 1 • e-Training • Go



Stand 08/2016 26



Title M0107F • Passenger Cars, Vans • Market Exploitation • Using "Mercedes me connect"

in the Dealership • Potential for Customer Acquisition and Loyalty • Fly



Objectives Participants

> are familiar with the services of Mercedes me connect and the various applications

> can cite the advantages of Mercedes me Adapter from the perspective of the

customer and the dealer

> know the potential of Mercedes me connect and are able to identify areas of action to

exploit the market

> know how Mercedes me can support the attainment of the sales targets and formulate

corresponding measures

> know how they can align their dealership operations in terms of processes, systems

and personnel

> are aware of the potential of Mercedes me connect to win customers back

Contents > Information about Mercedes me connect, Mercedes me Adapter and their services

> Information about necessary system requirements and processes in sales and service

> Customer benefits of Mercedes me connect and Mercedes me Adapter

> Opportunities for Mercedes me connect in sales to increase customer loyalty

> Potential of Mercedes me connect for acquiring new customers and as a sales

argument

Training Depth Fly Method Theorie 70%, Practice30%


Stand 08/2016 27



Title M0097F • Market Exploitation • OTC Excellence • Maximizing Parts and Accessories

Sales Through Targeted Market Cultivation • Fly


Target group Manager, Parts/Accessories Salesperson


> Can implement the new profile expectations for the Service & Parts retail team

> Can support, cultivate and advise his/her sales team as a manager in retail

> Is familiar with current success-related KPIs and levers for controlling and increasing

revenues in the retail parts/accessories business

> Understands the dynamics and fields of action based on KPIs and systems

> Is familiar with the parts/accessories strategy and controlling philosophy

> Is familiar with relevant tools and systems for successful controlling and increasing

revenues in the parts business

> Can advise his/her sales team, managerial staff and employees in relevant adjacent

divisions in the dealership operation on sales measures, as well as formulate and follow

up on an action plan

Contents > Service & Parts strategy with cascading over the three sales levels

> Profile models and requirements set for logistics managers and their sales staff

> Mission and fields of action for logistics managers that are critical to success

> Current aftersales market situation with corresponding data and KPIs

> Delta analysis for the MPC and network targets and derived fields of action

> Analysis of success-related KPIs (e.g. RePO = Retention & Penetration OTC)

> Overview, structure and logistics of the parts range (captive, competitive)

> Derivation of measures to develop parts business and profits at the dealer level

> Implementation and monitoring of development measures in the dealership operation

> Use of relevant tools and systems

> Basis for consulting methods and skills

> Working through business cases and business simulations



Stand 08/2016 28



Title M0044F • Competence in customer contact • Capitalizing on Second Chances • Pro-

fessional Complaint Management • Run




> Can explain the link between complaint management and customer satisfaction

> Can define his/her role, duties and responsibilities and reflect on his/her role profile

> Knows the structure of professional complaint management

> Can analyze the current situation of his/her complaint management and derive

optimization measures

> Is familiar with the link between his/her attitude and the communication that occurs

during the complaint discussion

> Has questioned his/her own attitude towards customer complaints and can reflect on

his/her own behavior during a complaint discussion

> Can develop a personal action plan

Contents > Advantages and benefits of professional complaint management for the dealership

operation

> Reflect on your own role (role perception, duties and responsibilities)

> Analyze the current system for complaint management (risks, obstacles, causes,

resource considerations, etc.) and derive measures and/or define KPIs for your own

operation in order to ensure sustainability

> Your own attitude toward complaints and its effects on behavior during the complaint

discussion

> Practice the complaint discussions with "customers" and "employees" during role-

plays

> Complete various exercises related to attitudes and behavior

> Exchange of thoughts with other participants during discussions, group work and when

consulting with colleagues on a particular case

> Creation of a personal action plan aimed at successfully putting key items learned

during the course into daily practice



Stand 08/2016 29



Title M0102F • Used Car Sales • Managing Market Exploitation, KPI Controlling and Sales

Staff Controlling • Run




> Can align the organization and management of the used vehicle business with results

and sales

> Can analyze opportunities and potential in the market and introduce effective market

cultivation activities based on department targets

> Understand how to use different sales channels

> Can introduce and sustain promotional sales activities for their own market

> Can manage their sales team based on target agreements

Contents > Control using key figures in used vehicle sales

> Stock management

> Special marketing features in the used vehicle business

> Business administration, relevant KPIs and controlling in the used vehicle business

> Managing used vehicle sellers using target agreements



Stand 08/2016 30



Title M0103F • Used Car Sales • Managing, Controlling and Developing Profitable Used Ve-

hicle Sales • Go




> Can analyze opportunities and potential in the market

> Can develop effective sales strategies based on used vehicle sales targets

> Knows the requirements for effective used vehicle management

> Knows the relevant key figures and how to use them to successfully steer his business

> Knows the processes and operational key figures in used vehicle management and the

starting points for optimizing them

Contents > Integrating the used vehicle business in the sales process at the dealership

> Fundamentals of a successful used vehicle sales process management

> Competitive pricing in the used vehicle business

> Basic business models using different sales channels

> Requirements for the used vehicle salesperson



Stand 08/2016 31



Title M0089F • Trucks • Customer Retention • Sales Success through Customer Satisfaction

• Fly



Objectives Participants are familiar with:

> CSI project background

> Importance of the project, can identify with its objectives and are motivated

> Current situation or status (CSI result)

- in the market

- in their sales and service outlet or working environment

> Leverage points

- for increasing customer satisfaction in their operations and how to implement them

- for actions that contribute to increased customer satisfaction and how to implement

them

> Their role as managers

- in the implementation and monitoring of measures

- in the achievement of CSI objectives in their dealership

Contents > Information on the current situation, the status of CSI results and current CSI projects

on the market

> Performance indicators and leverage points to improve customer satisfaction and

derive specific measures for individual dealership operations

> Responsibilities and requirements for the roles of the management teams to optimize

customer orientation in truck sales

> Monitoring and controlling development measures for an optimal customer orientation

in dealership operations

Optional prerequisite Successful completion of a basic qualification for the retail management newcomer or

participation in the C-management program.


Note This training course is intended for the entire management team in retail truck

operations. Wholesale district managers are also advised to participate.


Stand 08/2016 32



Title M0105F • Trucks • Customer loyalty • Sales success through customer satisfaction •

Follow-up workshop • Fly



Objectives Participants are familiar with:

> the current status of the CSI project in their market

> examples of best practice from dealership

- operations for improving customer satisfaction

- and can apply and implement successful measures

Contents > Information on the situation, the status of the CSI results and any current CSI projects

in the market

> Examples of best practice from the markets for improving customer satisfaction and

derivation of concrete measures for own dealership operation

> Monitoring and management of development measures to optimize customer

dedication in the dealership operation

Optional prerequisite Successful completion of a basic qualification for retail management newcomers or

participation in the C-Management program.


Note This training course is intended for the entire management team in retail truck

operations. Wholesale district managers are also advised to participate.


Stand 08/2016 33


Department Service Quality

Title M0013F • Service/Parts and Sales Marketing Specialists • Introductory Module • Go



Objectives The participant

> Critically analyzes his/her role and requirement profile as a service/parts marketing

specialist and recognizes his/her strategic importance

> Recognizes customer orientation as a central element of successful marketing and

long-term corporate success

> Has service and parts department product knowledge and can generate marketing

approaches from product characteristics

> Is familiar with the legal regulations and warranty guidelines of relevance to his/her

function

Contents > Function, task and responsibility of the service/parts marketing specialists

> Service and parts product knowledge

> Legal bases and warranty guidelines

> Transfer of the work order for the project work

> Explanation of the further program sequence


Note .


Stand 08/2016 34



Title M0016F • Service/Parts and Sales Marketing Specialists • Systems and analysis tools

• Go




> Is familiar with the systems and analysis tools used in his market for the marketing

and service department

> Is able to reliably use the systems and analysis tools relevant to his function

> Is able to create relevant evaluations using the systems and analysis tools

> Is familiar with the standard service and parts department processes

Contents > Systems and analysis tools used in the market with relevance to the function of the

service/parts marketing specialist



Stand 08/2016 35



Title M0014F • Service/Parts and Sales Marketing Specialists • Marketing Fundamentals •

Go




> Is familiar with the marketing cycle and its individual steps

> Is familiar with various market analysis instruments and is able to apply these

> Is able to derive specific action areas based on the market analysis

> Is familiar with marketing instruments and is able to use these (marketing Ps,

marketing mix)

> Is able to develop a sales support strategy and use this to generate annual and result

planning

> Is familiar with the fundamentals of project management

> Is familiar with marketing controlling instruments and methods

> Is able to derive action recommendations for future measures on the basis of

successful controlling

Contents > Marketing cycle

> Market analysis instruments

> Marketing instruments and marketing mix

> Sales support strategies

> Annual and result planning

> Project management

> Marketing controlling

> Management business game for practical implementation of the theoretical input


Note A very practice-oriented training concept: management business game with theoretical

input sequences


Stand 08/2016 36



Title M0015F • Service/Parts and Sales Marketing Specialist • Communication & Customer

Orientation • Go




> Is able to use the fundamentals of cognitive and consumer psychology to successfully

structure customer communication

> Is familiar with the importance of emotions and attitudes to the effectiveness of

advertising and marketing

> Reflects on the Mercedes-Benz brand

> Is able to use various communication media for specific target groups

> Is able to structure and implement marketing campaigns in a customer-oriented

manner

> Is able to effectively and successfully structure communication with different contacts

> Is familiar with techniques for preempting conflicts, as well as constructive conflict

resolution

> Is able to process and present information for specific target groups

Contents > Fundamentals of cognitive and consumer psychology

> Mercedes-Benz brand

> Various customer communication media

> Customer-oriented marketing

> Creativity techniques

> Communication model

> Conflict avoidance and solution strategies

> Information processing

> Presentation techniques



Stand 08/2016 37


Department Certification

Title M0001Q • Qualification Program • C-Management Retail




> Has undergone an initial evaluation and, based on this, received an analysis of their

personal situation and a development plan based on LEAD criteria. Existing

competencies and possible training needs have been defined.

> Can manage and lead their area of responsibility at a dealership with the goal of

achieving maximum customer satisfaction across all customer contact points and beyond

> Is familiar with the knowledge and skills required for their management areas based on

the results of the evaluation.

> Has undergone a final assessment and received certification as a Certified Retail

Manager according to the quality and requirement criteria specified by Daimler AG

Contents




you should book:

> M0069F-AA • C-Management • Initial Test

> M0037F-AA • C-Management • Successfully Managing Challenges in the Automotive

Business • Kick-Off Module

> M0006F-AA • C-Management • Strategic Management for Business Success

> M0007F-AA • C-Management • Successful and Strategic Market Exploitation

> M0008F-AA • Management by Key Figures • Key Figure Management in Sales

> M0039F-AA • Management by Key Figures • Key Figure Management in After-Sales

> M0128F-AA • Process Management • Successful Process Management in the

Dealership

> M0010F-AA • Management Expertise • Recruiting and Developing Employees

> M0009F-AA • C-Management • Successful and Motivating Leadership

> M0070F-AA • C-Management • Final test and certification


Optional prerequisite The eTraining S0004E > Welcome • Go must be completed before starting the kick-off

module.


Note Your tasks as a manager are quite varied.

For your employees, you are their "rock", you set a good example and your customers

trust you.

Stand 08/2016 38

High product and service quality at Daimler AG is both obligation and tradition in equal

measure.

This is why you have been given managerial responsibility.

It is our aim to continue delivering the best possible services – every day, in all areas.

This benefits us all. The company, the customers and each of our employees.

The C-Management certification series provides you with an opportunity to address all

aspects of successful dealership management.


Stand 08/2016 39



Title M0080F • C-Management • Potential Appraisal for Managers of Retail Operations • Run



Objectives Any lack of performance potential or that which would require detailed training of the

participant for a future retail management position is determined and recorded.

Contents > Carry out psychological tests

> Work through business cases and simulations

> A supplementary interview that is based on the business case will be conducted

alongside the tests.

Optional prerequisite Carry out before recruitment. The measure is not intended for experienced and currently

employed retail managers.


Note The management potential appraisal is an option and preceding supplement to the C-

management evaluation. The concept is not intended for own retail.


Stand 08/2016 40



Title M0069F • C-Management • Initial Test



Objectives The individual training requirement for the qualification program participant is


Contents > Carrying out a written knowledge test

> Working through business cases

> A supplementary interview will be conducted alongside the knowledge test and based

on the business case



Stand 08/2016 41



Title M0037F • C-Management • Successfully Managing Challenges in the Automotive Busi-

ness • Kick-Off Module




> Can describe the main elements and alignment of Daimler AG (fields of activity, key

figures, etc.) and identifies with the brands and products in sales and service

> Knows about current developments in the automotive market as well as their effects

on retail and service

> Can describe the main internal and external factors that impact his or her

management duties

> Has applied specific influencing factors such as the market positioning of the vehicle

categories to define his/her own scope of responsibilities and his/her role as a manager

> Is familiar with the brand positioning of the various different categories and has

derived consequences for his/her own duties as a manager

> Can describe the effectiveness of a systematic market cultivation

> Has recognized the importance of absolute customer orientation based on specific

customer needs and has developed effective actions

> Knows what expectations customers have of the brand and of virtual and personal

points of customer contact, and is able to generate effective measures for an overall

brand experience

> Can describe his/her fields of action that generate added value and profit in the

dealership and has used this to derive necessary managerial requirements

> Can describe the further process of C-Management

Contents > Challenges in the future of automobiles

> Daimler AG corporation and Mercedes-Benz brand values

> Customer orientation, customer expectations, customer satisfaction

> Market and competition

> Economic efficiency and profitability

> Employees

> Tasks of management

> Managerial role and its perception

> Information on the C-Management process



Stand 08/2016 42



Title M0006F • C-Management • Strategic Management for Business Success




> Has reflected on his/her personal attitude towards strategic approaches in the retail

operation and their use

> Has realized the importance of strategic thinking and knows what instruments are

available

> Has become familiar with the SWOT analysis procedure as an instrument for strategic

corporate analysis

> Has trained looking at his/her operation through the eyes of a "helpful consultant" and

reflected on the current state of his/her operation

> Has reflected on the strategy-finding process in a retail operation using a start-to-finish

example

> Has understood the conceptual link between corporate strategy and his/her own

strategic orientation in retail

> Has become familiar with the Balanced Scorecard as a holistic management

instrument

> Has worked out the foundation for transferring strategic goals to the operational level

> Has transferred the strategy to the operational level by defining appropriate measures

> Has reflected on his/her responsibility as a manager for the continuation of the

implementation process

> Has used the BSC structure and approach to critically examine and further develop

different roles within management

> Uses his/her leadership style to promote the achievement of objectives in his/her

area of responsibility by making agreements with the employees

> Can use quality targets as a basis to develop and specify standards and monitor

compliance with them

> Has developed an initial draft of his/her own strategy and knows how to apply it to

derive department objectives for future staff activities

Contents Introduction to the topic of strategy:

> Using strategic management for dealer management

> Formulating local strategies for the retail sector based on the MPC and corporate

strategies

> Developing target/performance indicators for the implementation of strategies in the

operation

> The Balanced Scorecard as a management principle

> Progress checks & monitoring of the dealer strategy

- Instruments

- Quality gates

- Dealing with deviations

> Management by objectives (as a basis for variable compensation)

> Development of an action plan for the dealership operation

Stand 08/2016 43

Optional prerequisite Management evaluation


Note Mixture of presentations, interaction and group work; transfer to and application in

practice.


Stand 08/2016 44



Title M0007F • C-Management • Successful and Strategic Market Exploitation




> Can predict trends and developments

> Knows which methods and instruments he/she can use for analyzing the customer,

the market and the potential competitors

> Understands the concept and goals of marketing as a management function

> Is familiar with the basic structures of his/her local market

> Realizes the importance of a structured market analysis as the basis for maximizing

market exploitation

> Has conducted a systematic examination of the competitive situation in his/her local

retail markets

> Is able to identify opportunities and risks, and to use this knowledge to develop new

business opportunities

> Has considered various scenarios for future developments

> Is able to develop and implement marketing concepts for sales, service and multibrand

operations

> Has developed an initial draft of his/her marketing strategy, and knows how to steer

marketing activities to achieve defined goals

Contents > Challenges in the automobile market

- Situation in the automotive industry around the world and in MPC

> General introduction to marketing

> Gathering information from the market

- Market research in retail

> Market segmentation and market development

> Portfolio analysis

- BCG portfolio

- McK portfolio

> SWOT analysis

> Various scenarios as the basis for new activities

> Scenario management

> Efficient application of marketing activities

- Follow-up on measures

> Retail marketing projects

- Implementing MPC projects

- Implementing own local activities

> Target-oriented controlling and management of measures

- Incorporating lessons learned in new planning

> Development of an action plan for the dealership

Optional prerequisite Management Evaluation


Stand 08/2016 45

Note Presentation, interaction and group work; transfer into practice.


Stand 08/2016 46



Title M0008F • Management by Key Figures • Key Figure Management in Sales




> Realizes that the successful management of his/her area of responsibility depends on

knowing, understanding and influencing the key figures of his/her business

> Knows the individual building blocks that make up his/her total margin

> Is familiar with the underlying key figures

> Is able to use these to successfully manage his/her area of responsibility

> Is familiar with the basic makeup of balance sheets and P&L statements and is aware

of their fundamental importance to his/her business

> Is familiar with the most important economic factors that influence the success of

sales activities (short-term profit and loss statement, SPLS)

> Is able to correctly classify business transactions on the SPLS

> Learns the contents of real-life profit and loss planning in sales

> Learns a method for calculating the break-even point and is able to use this as a

management indicator

> Is capable of using the results of the break-even analysis to actively influence profit

and loss planning

Contents Business administration basics: sales, costs, margin

> Content and methodology:

- Balance sheet

- Profit and loss account

- Short-term profit and loss statement

> "Short-term profit and loss statement story" – Case study

> Profit and loss planning in sales

> Structural data:

- Sales planning

- HR planning

> Calculating the break-even point

> Processing profit and loss planning



Note Presentation, interaction and group work; transfer into practice.


Stand 08/2016 47



Title M0039F • Management by Key Figures • Key Figure Management in After-Sales




> Is familiar with the economical principle and can describe the minimum/maximum

principle

> Can describe the basic structure of a balance sheet

> Can describe how to determine return on sales (RoS)

> Is familiar with costs and activities in an aftersales operation

> Can define direct costs and overhead costs

> Is familiar with full costing

> Can define variable and fixed costs

> Is familiar with direct costing

> Can name measures to reduce costs and increase sales

> Is familiar with break-even point analysis and can apply it

> Is familiar with dealer sales and profit structure

> Is familiar with key service indicators and their guideline values and can name the

interrelationships

> Is familiar with links between processes, basic data and indicators

> Can use the key service indicators and name the interrelationships

Contents > Profitability

> Gross sales

> Balance sheet

> Cost and activity accounting

> Break-even point analysis

> Sales and profit structure for a dealer

> Key service indicators

> Key figures and processes




Stand 08/2016 48



Title M0010F • Management Expertise • Recruiting and Developing Employees




> Realizes the benefits of the requirements profiles for employees in key positions in

their operations (e.g. salespeople, service advisors, diagnostic technicians)

> Knows the procedure for filling job openings

> Is aware of the significance (including financial significance) of selecting the right

people

> Appreciates why requirements profiles are useful and necessary

> Is familiar with the requirements criteria for employees in key positions in their

operations

> Understands the logical structure behind the requirements profiles

> Knows which key qualifications are especially important for his/her employees in

order to successfully put ideas into practice

> Becomes aware of the importance of the issues of trainability and the difficulty of

evaluating criteria from the requirements profile

> Is familiar with possible observation errors and cases during the employee selection

process

> Is familiar with the basic instruments for personnel development

> Is familiar with the phases and aspects of personnel development planning

Contents > Recruiting using the profiles of Daimler AG

> Increasing professionalism in selection interviews

> Instruments for personnel development



Note Mixture of presentations, interaction and group work; transfer into practice.


Stand 08/2016 49



Title M0009F • C-Management • Successful and Motivating Leadership




> Reflects on his/her own leadership style with its advantages and disadvantages

> Understands the difference between a manager and a leader

> Defines goals and concrete plans for improving his/her management skills

> Is familiar with psychological models for better understanding communication and can

put them to use in specific work situations with employees

> Understands the strong connection between leadership style and the customer

orientation of his/her employees

> Understands his/her role as a manager and the difference between a specialist and a

leader

> Understands the significance of his/her manager role and is aware of the varied

responsibilities associated with that role

> Is familiar with the various leadership styles and their advantages and disadvantages in

different situations

> Understands and is familiar with the various methods and instruments for leading

people in an organization

> Knows how to properly apply these instruments in various situations with regard to

motivation, goal attainment, customer orientation and work atmosphere

> Reflects on the problem of why his/her team is not further along in their development

and considers ways to solve this problem

> Is familiar with the diverse range of teamwork development tools available to

managers and teams

> Learns about models and possibilities for resolving conflicts on both the individual and

team levels

> Is familiar with the steps for team development and is able to develop action plans for

his team accordingly

> Understands the sizable risks associated with not resolving lingering or underlying

conflicts, and develops strategies for finding solutions

> Is able to create a very customer-oriented team spirit within his/her area of

responsibility

> Understands the management circle and can apply it in his/her day-to-day managerial

work

Contents > The variety of demands and factors that affect companies and managers

> Basis for motivation

> Identification and use of employee motivation techniques in day-to-day operations

> Roles and responsibilities during the change process

> Basic processes of organizational development

> Dealing with resistance

> Leadership styles


Stand 08/2016 50




Stand 08/2016 51



Title M0070F • C-Management • Final test and certification



Objectives The knowledge acquired by the participant after attending the specified qualification

measures is checked and - if successful - certified by the C-Management Retail

certificate.

Contents > Theoretical knowledge check

> Business and transfer check

> Structured interview

> Recommendations for additional qualification measures



Stand 08/2016 52



Title M0128F • Process Management • Successful Process Management in the Dealership




> Has developed sales processes across all dealership departments from the customer

perspective

> Understands the advantages and benefits of process management

> Has independently developed a customer-oriented process and experienced the key

points in process development

> Knows about the basics of the customer-oriented sales and service process

> Has identified and understood the relationship to process development

> Has taken the first step in implementing process management

> Understands the definition of interfaces and can actively manage these interfaces

between sales and After-Sales

> Has worked out optimization options for his/her own operation using business cases

> Has experienced and reflected on the dynamics of process organization, process

optimization and process controlling in a team exercise

> Has practiced implementation and communication of changes using his/her own

practical examples and identified the crucial points

Contents > The situation of the customer in contact with the brand and the dealership

> Fundamentals of customer-oriented process organization

> Mercedes-Benz retail sales and After-Sales processes

> Dynamics of process development

> Identification of critical process steps in your own operation

> Transparency and interfaces in the process

> Process gap analysis in practice

> Process transparency and process optimization over all points of customer contact

> Change management in practice

> Work groups for interface optimization





Stand 08/2016 53


Department Customer Orientation

Title M0121F • Passenger Cars • Best Customer Experience • Dealer Strategy • Successful

Automobile and Service Sales in Changing Markets • Fly




> Can implement market-specific BCE elements in his own dealership operation

> Knows how the new BCE processes will impact his/her everyday action

> Can state how the different BCE elements can boost profitability in the dealership

> Can describe the elements that signify modernity from the customer perspective

> Can substantiate why the dealership needs to adapt to changing customer

expectations

> Can describe the need to change and the resulting advantages and action areas

> Can fill key positions that liaise with customers in sales and service with the right

employees

> Has defined specific action areas to expand and optimize his/her distribution channels

from the customer perspective

> Creates an action plan to implement the BCE elements

Contents > Vision Best Customer Experience (Retail Readiness 2020)

> Which BCE elements come from MPC/headquarters to support retail

> Transfer of BCE elements to retail operations (sales and service)

> Recognizing necessary process adaptations through BCE elements

> Meaning of changing customer expectations of the brand and retail

> Experiencing customer expectations in the customer environment through an

expedition

> Characteristics of customers that enter a dealership from today to 2020

> Change management with dealership employees

> Creating an action plan for one's own implementation of BCE elements in the

dealership



Stand 08/2016 54



Title M0122F • Fly



Objectives

Contents

Training Depth Fly Method Theorie 100%


Stand 08/2016 55



Title M0142F • Passenger Cars • Best Customer Experience • Leading Change @ Mercedes-

Benz Retail



Objectives tbd

Contents > Changes to customer expectations and the competition

> Factors that are conductive to the change process or that hinder it

> Success strategies for designing change processes

> Developing implementation strategies for everyday managerial work

> Limitations that prevent or block the implementation of goals and values

> From problem orientation to a solution orientation

> "Best Practice" and "Next Practice"

> Mental and physical effectiveness in difficult situations: increasing self-motivation and

self-responsibility

> Transfer in one's own everyday managerial work

Training Depth Method Theorie 100%

Note Thanks to the increasing digitization, customer requirements and the competition are

changing at a never-before-seen speed.

With this training, we provide you with methods and courses of action that enable you to

successfully guide your employees through change processes in a motivated manner.


Stand 08/2016 56



Title S0472E • Trucks • Market Launch • Product and Service Innovations 2016/2017 •

AKUBIS® direct sales • Go

Course Number S0472E-AA

Target group Salesperson, Customer Contact Consultant After-Sales , Service Manager , Manager ,

Service24h Technician , Service Receptionist , Service Advisor


> Understand the general approach of product and service innovations 2016/2017

> Understand the aim of the general approach of product and service innovations

2016/2017

> Know the most important product and service innovations 2016/2017

Contents Product and service innovations 2016/2017:

> Overall comprehension

> Objective

> Important individual measures

Training Depth Go Method Theorie 100%

Duration 0,5 hours

Documents

Training Program Worldwide Management Training