After Sales Under Pressure: Strategic Transformation in the Age of E-Mobility

A realistic scenario for the coming years is a decline in aftersales revenue, primarily due to the growing share of electric vehicles. The reason is simple: battery-powered cars require less maintenance—no oil changes, fewer wear parts, and longer inspection intervals. For many businesses, this means that proven revenue pillars in the service segment are eroding. It is therefore all the more important to develop new offerings early on that specifically address the needs of electric vehicles.

The battery, in particular, is moving into the spotlight. It is not only the most expensive component but also the key factor for the value and everyday usability of an EV. Customers increasingly expect services such as battery health diagnostics, module repairs, or software-based range optimization. Additionally, there is a growing need for expertise in high-voltage technology and driver assistance systems, which require regular calibration and updates. For dealerships, this means early specialization and building the necessary qualifications.

At the same time, opportunities are emerging to expand the service portfolio with mobile services or consulting on charging infrastructure. This creates new business areas and additional revenue streams. Dealers also position themselves as trusted partners in a market that still requires a lot of explanation for many customers.

In parallel, the focus is shifting toward digital business models. Remote diagnostics, over-the-air updates, and predictive maintenance are key concepts that will transform service from a reactive to a proactive customer relationship. Dealers will no longer be involved only when a problem becomes acute and the customer is already in the workshop, but rather before the issue even becomes visible to the customer.

For automotive retailers, this represents a major organizational and technological challenge. The necessary data comes from various sources—vehicles, CRM systems, manufacturer interfaces, and different apps. Value is only created when this information is integrated and consolidated. There is still significant potential here, as many dealer groups operate with fragmented system landscapes.

Another lever for increased profitability lies in margin management. Instead of relying solely on fixed prices and maintenance packages, dealers and workshops can adopt more dynamic pricing—similar to airlines or hotels. Supply and demand, capacity utilization, and part margins serve as control variables.

This allows for smoothing out peak loads and filling idle times. If, for example, a utilization gap is looming, targeted campaigns—such as for air conditioning services or tire changes—can actively steer customers into the workshop. Digital channels like dealer apps or manufacturer platforms make it possible to communicate such offers in real time. Flexibility thus becomes a competitive advantage over rigid pricing models.

Good service is primarily reflected in customer satisfaction. But how can this be measured? Traditionally, aftersales satisfaction is often assessed using the Net Promoter Score (NPS). However, this snapshot says little about how valuable a customer is to the dealership over time. This is where Customer Lifetime Value (CLV) comes into play.

CLV measures the value of a customer over the entire duration of the relationship—including all service interactions, additional services, and follow-up business. It not only shows the actual revenue a customer generates but also highlights the opportunity costs of losing them. While manufacturers have long incorporated this metric into their strategic planning, many workshops and dealerships remain hesitant. Transitioning to CLV-oriented management models requires a shift in operational thinking: away from short-term metrics like parts sales or capacity utilization, toward long-term customer retention.

As the service business transforms, so do the requirements for employees. The traditional, process-driven service advisor is being complemented by new roles such as the “Aftersales Customer Manager,” who focuses more on personal support and data-driven consulting. Mobile services are also on the rise. Customers increasingly expect simple maintenance or smart repair services to be carried out at their homes.

This means that in addition to technical expertise, new skills in customer interaction must be developed. The entire lifecycle of the customer relationship must be considered—from appointment scheduling and digital interactions to personal support on-site. This requires strong communication skills and the ability to translate data from CRM systems or telematics services into concrete service offerings. At the same time, the focus shifts away from merely executing standardized workshop processes toward a culture of service excellence, where customers receive tailored, transparent, and convenient solutions in every situation.

Even though electromobility may seem to challenge the aftersales business, innovative service offerings, digitalization, and data-driven management open up new opportunities. For automotive retailers, the key is to actively shape the transformation, build competencies in EV service, integrate digital systems, and focus on the entire customer lifecycle. This is how new business models can be unlocked and long-term customer loyalty secured.