0

Gerald,Matan,Slavc,Vladimir,Matija,Petar

2

Unique IT systems Information share Loyalty AFS tool on the group Fleet management tool Unique financing Learn from each other (brands)

Not losing focus on main objectives with calculated growth, mot to grow to fast vs the capacity of the people and processes. We lose information share and learning from each others Not to lose focus on people, increase productivity but respect people limits and respect their life balance

We can bring best practices from the whole world and do case studies to see how to integrate it on local markets Everyone should do their part first in their own organization and then see how to connect best parts for group benefits

0

Stanko, Tina, Zoltan, Sabina, Mislav

6

Common IT-system Healthy competition within the group Best practice Sharing HR Team in Corporate Level Systematical approach in Brand awareness

It will be challenging to find the right people in time and teach them the company culture. It will be challenging to build Teams and leadership as a base for further growth. At the same time structures and processes need to be adapted to the growth because otherwise the structures will not take the increased workload. In process of education results need to be achived .

Frequent workshops with people from the same field Projects improving people from different countries, fields and departments Frequent Sharing of informations f.e. newsletters, E-Mails, Intranet CVs of employees on the intranet to publish knowledge and competence of each person

0

Lovre Dario Thomas Guy Igor Domagoj

1

. . .

- Cash flow - Inadequate ressources to support the growth from whichever point of view or apsect of business (people, finance) - Quality of services towards final customers due to high growth

- Employee introduction programme - importership/retail - Financial/logistic/results awareness of the company to the lower management - Distribution involvement

0

Ken, Thierry, Romana, Goga, Sinisa, Diana

5

Local marketing Explore more synergies within the Group Ask your business partners for the shared activities and support Connection with the partners Focus on the dealership quality Field force trainings Services promotion Move- leaverage for more volumes More test drives for vehicles Benchmark between brands and markets

Balance between processes and real life needs Clear vision Lack of people Supply / availability stock Logistic shortages High Stock challanges Focus on similarities and differences To have flexibile culture and mindset to meet changes in demand To be adaptive to the governmenta changes To be fast in decions and reactions To be a pioneer in new services and products To have a balance between quality and service Strong IT support

Listen more to others Respect and use the experinced people More brainstormings Exchange and share the experience and perspectives One simple vision and fast execution To be adaptive Be ready to change the opinions and attitudes Support and get the best from the people/employees Support people ideas

0

Mirhan Oxana Lidija Marija Antoine

4

Share the best practices among the company Define a global retention program for the whole group (CRM) Improve internal communication with modern communication tool (social networks, share point, etc) Define global group project to develop synergies (logistic, IT, purchasing, etc) Training program for managers and all employees Implement mentoring program

Many new brands = risk to lose group unity and people overloaded Stick to priorities IT systems not in line with business and needs Z generation have different aspirations/ needs : how do we integrate them? Formalise processes and policies to avoid the risk of losing control Carefully deploy new business models and ways to work for new activities will be key (not doing new businesses the same way we are used to do the traditional automotive business)

Best practices sharing Organised processes and procedures Internal communication Training Unified organisation Develop benchmarks with other importers

0

Ildiko, Elisabeth, Nenad, Christian, Driton, Goran

3

To have MooveOn in nonEU countries To have more fleet staff in CEE To finally have “owned leasing” and the QuickLoan app To increase lobyying within automotive association to align laws with EU To raise investments in brand awareness by using Dacia case To finalize full digital journey for customer To deploy DMS to nonEU coutries To deploy used cars business across all our markets & have proper residual value from our own used car company To create more roadshows in nonEU countries Conduct CS surveys regularly

Lack and lack of growing of employees Loss of enterprenurial spirit Uncertain product plans from OEM’s (due to EU legislative) Custom duties level for nonEU imports (China) Employee trainings (both managerial and technical) Risk of becoming slow Starting to “only look in what I’m doing” Risk of not caring enough for people/employees Risk of not openly adressing issues and obstacles Lack of corporation between teams and countries

Benchmark between the people and businesses Use best practices not only from out markets but worldwide Do more workshops with employees Reward / Encourage and value ideas/success Stop with “hush hush” culture - more open flow of information Enhance exchange of people (on positions and between brands and countries) Hire a professional HR manager Use internal newsletter system like Google Workplace or Jenz More external and internal PR about the Group

0