The challenge
FACO faced a structural challenge related to a lack of visibility and alignment in customer experience management across the organization. Although there were isolated efforts in commercial and service areas, these did not respond to an integrated strategy or a consistent management model.
The commercial operation depended to a large extent on the individual management of the advisors, without standardized processes that guaranteed traceability in the pipeline or effective follow-up to customers after the sale. This limited the ability to generate long-term relationships, as well as opportunities for repurchase and loyalty.
Additionally, the organization lacked a formal structure to proactively manage the customer experience, resulting in reactive and unscalable initiatives. In service areas, there were significant opportunities to strengthen key capabilities such as measurement, continuous improvement, and process standardization. In this context, FACO needed to clearly understand its starting point and have a structured basis for prioritizing transformation initiatives.
Type of service
Customer Experience Strategy
CX Maturity Model Assessment
Customer Journey & Lifecycle Analysis
Operational Diagnostics
The solution
ICX designed and implemented a comprehensive Customer Experience maturity assessment model, adapted to the context and needs of the automotive sector, allowing for a structured analysis of both the external and internal capabilities of the organization.
The approach was based on the assessment of multiple key dimensions of the business, including strategy, customer management, customer service, channels, digital platforms, internal processes, finance, talent, workshop, and systems and data management. This comprehensive vision allowed us to understand not only the points of contact with the customer, but also the organizational capabilities that enable them.
As part of the process, structured interviews were conducted with the leaders of each area, facilitating a qualitative and quantitative assessment of the current state of the organization. This exercise made it possible to identify specific gaps, as well as differences in the level of development between areas.
Based on this diagnosis, ICX consolidated a clear vision of FACO's maturity level, identifying priority opportunities in critical dimensions such as commercial management, customer experience and after-sales service. Finally, a structured basis was defined for the evolution of the CX model, allowing the organization to move towards a more integrated, proactive and results-oriented management.
Capabilities involved
Results and impact
The main outcome of the project was the generation of structured visibility into the current state of FACO in terms of customer experience and organizational capabilities. This made it possible to move from perception-based management to informed and prioritized decision-making.
FACO was able to identify key gaps in its business model, particularly in pipeline traceability, lead management and after-sales follow-up, which opened up concrete opportunities to improve conversion and strengthen customer relationships throughout the lifecycle.
Likewise, the diagnosis evidenced the need to evolve towards a more integrated customer experience strategy, allowing the organization to migrate from reactive initiatives to a more proactive and scalable model.
In the service area, opportunities were identified to strengthen structural capabilities such as measurement, standardization and continuous improvement, laying the foundations for a more consistent and efficient operation. This project enabled FACO to define a clear transformation roadmap, focused on generating sustainable value for both the business and its customers.
ICX Differential
ICX's differential value lay in its ability to combine a structured methodological approach with a deep understanding of the business and the sector. Beyond performing a diagnosis, ICX provided a comprehensive view that connected the customer experience with the organization's operational and business capabilities.
The maturity methodology allowed not only to evaluate the current state, but also to establish a clear path of evolution, aligning the different areas under the same strategic vision. Additionally, the collaborative approach facilitated the active participation of the client's leaders, ensuring internal ownership and viability in the implementation of future initiatives.
This accompaniment positioned ICX as a strategic partner in FACO's transformation towards a more customer-centric, efficient and growth-oriented model.
