AD_MAGAZINE_343

17 AutoData | April 2018 placed there and youwill need assistance. And therewe go. We are service providers, and factories can not do that.” Even in the matter of service a huge evolution is ahead, admits Assumpção Jr., who summarizes: “We had mechanic in the workshop before, and nowwe have mechatronic. Soonwewill not have a truck driver anymore, wewill have a truck driver.” The biggest border to be overcome, however, is actually in the showroom. And there are good clues in the exterior of how a dealership should be around here by 2025. The change is so brutal that it will possibly instigate young people to at least rethink the option of not buying a car. ANGELS Tesla, for example, revolutionized not only the propulsion technology of its cars but also the sales system itself. Their stores are in malls, there are few cars on display and sellers are not sellers - they work as advisors who are there to assist with some technical or buying process. Importantly important, they do not earn commission on sales. It is a format very similar to the one adopted by Apple for its physical stores, respecting, of course, the circumstances of the difference of the products. It can be argued, for some reason, that this format works for Tesla because of its very specific products with differentiated target audience, production volumes and distribution logic distinct from larger fac- tories. That may be true, but Hyundai de- cided to take the test. In partnershipwith the British company Rockar the South Korean automaker ope- ned two stores in London malls, one at the end of 2014 and another one a year later. In an environment that refers much more to a modern clothing store than a dealership, the customer can purchase a vehicle in three minutes using touch Shopping mall in London, England: clothing stores, cars, beauty products, cell phones ... Wait: Did you say cars? Disclousure/Hyundai