Client Name

Suzuki SNA Motors

Faculty Advisor

Dr. Amer Iqbal Awan

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

Under the umbrella of Entrepreneurship & Innovation, the project applies lean, scalable tools to reimagine the service delivery model of a mid-sized automotive dealership. The introduction of tiered service packages for B2B clients, CRM-backed customer reminders, and WhatsApp Business API integration are all innovations that required the redesign of traditional dealership-customer relationships. These interventions enable SNA Motors to compete not only on price or parts availability but on structured service value—a hallmark of entrepreneurial strategy in the service sector.

Moreover, the digital outreach campaign for corporate clients—leveraging LinkedIn Sales Navigator and Apollo.io—embodies entrepreneurial thinking by replacing cold, inefficient B2B marketing with data-backed, segmented, and personalized outreach. This is especially significant in the Pakistani context, where B2B sales in the automotive sector remain largely informal and analog.

Simultaneously, the project advances the domain of Digital Transformation by enabling Suzuki SNA Motors to evolve from manual, reactive workflows to semi-automated, data-informed operations. The use of Python for data processing, the creation of Power BI-style dashboards, and the suggestion of live KPI tracking contribute to this shift. These tools not only enhance managerial decision-making but also align with Industry 4.0 trends in real-time visibility and data democratization.

Aligned SDGs

GOAL 9: Industry, Innovation and Infrastructure

Aligned SDGs Justification

This project directly supports the United Nations’ Sustainable Development Goal 9: Industry, Innovation and Infrastructure, which emphasizes the need to “build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.” Suzuki SNA Motors operates within a high-friction, resource-intensive sector—automotive servicing—where inefficiencies in customer engagement, workshop management, and financial operations often lead to both environmental and economic waste. By introducing a digital CRM strategy, streamlining job workflows, and reducing revenue leakage through operational dashboards, the project aligns with SDG 9’s targets on upgrading infrastructure and increasing the adoption of clean, environmentally sound technologies.

Moreover, the digitization of service reminders and inventory insights directly contributes to Target 9.4, which calls for upgrading industry processes to make them more sustainable, with increased resource-use efficiency. The CRM system reduces unnecessary physical visits by enabling preventive maintenance scheduling, which not only improves customer experience but also minimizes energy and material waste caused by reactive servicing.

NDA

No

Abstract

This Experiential Learning Project (ELP), conducted in partnership with Suzuki SNA Motors, focused on improving the dealership’s operational efficiency, customer retention, and corporate client acquisition through data-driven research and strategy design. Located in Karachi’s Korangi Industrial Area, Suzuki SNA Motors had been facing multiple challenges including slow service turnaround, poor customer follow-up, financial volatility, and the loss of several fleet maintenance clients. To address these issues, the project was divided into three strategic pillars: (1) retail customer behavior analysis, (2) corporate outreach pilot, and (3) operational and financial diagnostics.

The retail component centered on a structured Google Forms survey that captured feedback from 150 recent customers. Survey sections covered demographics, vehicle maintenance patterns, satisfaction with service quality, repeat visit behavior, and preferred communication channels. The results revealed that only 36% of customers had returned for repeat services in the last six months, and over 70% preferred WhatsApp for reminders—yet few had ever received one. These findings informed a proposed CRM system, designed to send automated follow-ups and improve loyalty through personalized, timely engagement.

In the corporate segment, a digital lead generation campaign was launched to re-engage fleet clients. Using LinkedIn Sales Navigator and Apollo.io, a database of 300 procurement professionals and operations managers was created. Of these, 85 high-priority leads were contacted via personalized LinkedIn and email messages, introducing a newly developed tiered fleet service model. Early KPIs from this outreach included a 28% email open rate and a 9% reply rate, with two companies requesting proposals and one tentatively agreeing to a service trial. Though still in the pilot stage, these results affirmed the viability of a digital-first B2B strategy.

The operational and financial analysis was based on over 2,000 job card records, 11,000 invoice entries, and two years of P&L statements. Key findings included a 25% gap between job cards and invoices—indicating significant revenue leakage—and a service mix heavily reliant on low-margin jobs like oil changes and basic maintenance. Cost analysis showed high dependence on sublet services and miscellaneous overheads, which contributed to fluctuating monthly profit margins. Visual dashboards were developed to track KPIs such as job closure rates, margin trends, and parts contribution to revenue.

Based on these findings, the project proposed five key strategies: enforcing job card closure SOPs linked to invoicing, launching bundled service packages, introducing CRM-driven reminders, rolling out corporate service tiers, and reducing cost pressure through selective in-house servicing. These recommendations offer a scalable path toward greater profitability, customer loyalty, and corporate account recovery.

Aligned with SDG 9: Industry, Innovation & Infrastructure, the project also contributes to the Entrepreneurship & Innovation thought-leadership area by applying digital tools, CRM systems, and data analytics to optimize business processes in a mid-sized automotive dealership context.

Document Type

Restricted Access

Document Name for Citation

Business Scorecard - Suzuki SNA Motors

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