As an independent employee, I was tasked with the following assignments: to prospect clients on the field and on the phone, to perform follow-up calls, to implement prospection plans, to analyze and assess potential customer base, to devise and carry out loyalty-fostering actions, to anticipate negotiations by collecting and analyzing data, to choose and implement a negotiation approach, to follow up business, to schedule the commercial activity and make a balance of it, to assess the negotiation's success, to suggest alternative or additional solutions, to fill order forms, to deliver fleets, to register vehicles, and to attend exhibitions.
I worked together with all Kia Motors France's administrative services, such as procurement, finance, management, human resources, as well as with the representatives of purchasing businesses. I regularly used specific software for car fleet management, databases of vehicle technical characteristics, driver workload schedule, fuel consumption follow-up, activity dashboards, etc.
[...] This solution would give the company an accurate and efficient overview of its fleets. I struggled to get my superiors to understand that filling numerous spreadsheets, which I had to sort out depending on their typology, was a waste of time and was prone to error, but my explanations failed to convince them. B. MY ACHIEVEMENTS AND PRIDES §1. A sense of rigor and organization. During my part-time internship, I scheduled one a weekly and monthly basis a dashboard of the actions under way and their progression. [...]
[...] I could have further developed this project had my internship lasted longer. I think the strategy of targeting and developing new client profiles should be dynamic as soon as execution begins and include a follow-up plan with details for every action and client profile. During my internship, I could not take part in the essential tasks of balancing, auditing, spotting limits and obstacles, and setting up a shortcoming plan so as to reach initial objectives. However I could participate in all the process of sale completion for new vehicles, from drawing up an order form to delivering fleets and registering vehicles. [...]
[...] Renewing a car fleet then comes secondary. This taught me that it is often best to fix a gap where the person in charge will be fully availale to have a conversation with. This tactic demanded me to be very convincing in just a few minutes to have the person find a half-hour time slot in their schedule, so that we could more deeply talk about their expectations, the suggested offer and its competitive advantages, especially regarding taxes and brand image. [...]
[...] PART I THIS YEAR OF APPRENTICESHIP In this first part, I will introduce Kia Motors' key points before going through my position, my tasks and my scope of action within the company (B.). A. MY COMPANY: KIA MOTORS IN 8 FACTS 1. South Korean origins. Kia Motors France is Kia Motors Worldwide Corporation's French branch. Founded in 1944 by Kim CHEOL-HO and headquartered in Seoul, the mother company is the oldest car maker in South Korea and now counts on 48,000 partners across the world. 2. Little sister grows up fast. [...]
[...] To be able to convince, it is necessary to show attentiveness to one's potential client. One should also be creative enough to be able to offer realistic solutions with tangible results on the company's return on investment. For instance, when a decision-maker seems hesitant as to acquiring a fleet of brand new eco-friendly vehicles, it is possible to put forward Kia Motors France's groundbreaking technologies, such as ecodriving learning applications, which complements low-CO²-consumming electric or hybrid engines. The program shows the driver their real-time CO² consumption level and whether it is indicative of an eco-friendly driving behavior. [...]
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