Development of a Business Management Model for Comprehensive Automobile Tire Service Centers for Increasing Competitiveness

Abstract

The purposes of this research were 1) to study business management components of comprehensive automobile tire service centers for increasing competitiveness, 2) to develop a business management model for comprehensive automobile tire service centers for increasing competitiveness, and 3) to create a manual for the business management model for comprehensive automobile tire service centers for increasing competitiveness. This research was based on a future research using the Delphi Technique. There were three groups of informants: 1) 21 experts using the Delphi Technique, 2) 14 experts for a focus group, and 3) five experts evaluating the manual. The research tools were a semi-structured interview, a meeting minutes, a questionnaire, a model assessment form, and a manual evaluation form. The statistics for analyzing the data were median, interquartile range (IQR), and a factor analysis.

The results showed that there were four main components of the business management model for comprehensive automobile tire service centers to increase competitiveness. First, for improving sustainability in an organization, there were nine subcomponents: 1) setting strategies for achieving an organization’s goals, 2) setting procedures following the strategies,
3) planning for using resources appropriately, 4) proactive adaptation to change, 5) setting proactive marketing strategies to meet all customers’ needs, 6) creating impressive experiences for service users, 7) creating positive communication leading to development, 8) setting clear indicators, and 9) providing assistance, tracking, and evaluating work performance. Second, there were seven subcomponents for using resources appropriately: 1) knowledge and abilities for finance management, 2) supporting customer satisfaction, 3) encouraging employee loyalty, 4) motivating employees, 5) using modern technologies for work, 6) assigning tasks properly, and 7) employees’ service mind. Third, for managing proactive marketing, there were four subcomponents: 1) setting marketing strategies, 2) providing qualified products and services for customers’ needs, 3) old product management, and 4) cost management. Finally, for building external and internal work collaboration, there were seven subcomponents:
1) developing staff to achieve goals under changed circumstances, 2) developing growth mindset to increase sales volume, 3) using new technologies to increase consumer reach, 4) managing internal and external communication, 5) building partners’ confidence, 6) customer responsiveness, and 7) managing good collaboration with partners. For the developed management model for comprehensive automobile tire service centers to increase competitiveness, the experts of the focus group agreed that it was appropriate. Moreover, its manual could be proper and able to apply.