Goal
Transformed the quotation process for a premium automotive brand in Thailand through a unified digital platform that improves customer experience and gives the business visibility of its own sales data for the first time.
Areas covered
Digital sales process design, API-based architecture, governance framework development, regulatory compliance integration, and advanced analytics.
Outcomes
Deliver an integrated digital quotation platform that aligns fragmented sales channels, improves customer satisfaction, reduces operational overhead, and provides real-time sales analytics across the business.
Insight Gained
The customer experience problem was a data problem in disguise. Fixing the quotation process didn't just improve how customers received their quotes — it unlocked visibility across the sales operation that the business had no way of accessing before.
It shapes first impressions of the brand, sets expectations about the purchase, and either builds or undermines confidence in the sales relationship.
For this client, that process relied on spreadsheets and handwritten notes. Dealerships produced quotations inconsistently, errors were common, and customers received quotes that bore little resemblance to the premium experience the brand promised. Worse, because the process was entirely manual and unconnected, the business had no meaningful data on quotation activity — no reporting, no analytics, and no way to understand the relationship between marketing activity and sales performance.
The problem was not simply a poor customer experience. It was a structural absence of data that left leadership operating without visibility of one of their most critical commercial processes.
For a brand operating at the premium end of the market, the stakes were higher than a standard digitisation project. Every customer interaction is a brand moment, and the quotation process — often the first substantive exchange between a buyer and the business — was actively undermining the experience the brand had spent considerable resource building elsewhere.
The solution needed to work consistently across every channel: in-dealership on an iPad, via email, through social messaging. It needed to integrate with existing and future back-office systems without requiring costly additional development each time. And it needed to meet data protection and regulatory requirements without those constraints dictating the user experience.
Equally important was operational independence. The platform had to be designed so that the client’s teams could manage, configure, and update it without reliance on external technical support — giving the business genuine control over a tool that sat at the heart of its sales operation.
Clear governance models were established early to manage integration, data ownership, and regulatory compliance. Rather than treating these as constraints to be managed at the end of the build, ddx embedded them into the architecture from the outset — reducing the risk of costly redesign and ensuring the platform could integrate with future systems without additional development.
Analytics were built into the solution from day one, giving sales and marketing teams real-time dashboards and automated reporting. A business self-service model was adopted so that the client’s teams could manage, configure, and update the platform without reliance on IT support — a decision that would prove significant in the results.
Customers transitioned from receiving handwritten or spreadsheet-based quotes to a fully digital experience delivered via email, social messaging, or in-dealership iPad — consistent with the premium brand they had chosen.
Customer satisfaction in the quotation phase increased from 7.1 to 8.4 within the first quarter after go-live. Real-time dashboards gave sales and marketing teams the ability to adjust campaigns and promotions based on live data — something that had not been possible before — while executive leadership gained access to performance insights that had simply not existed.
The self-service model reduced IT support tickets by 50% within six months, delivering cost savings of more than €200,000. The platform subsequently integrated directly into the client’s new contract management system without additional development.
Each channel had its own legacy constraints, and ensuring consistent data flow across all of them required both rigorous architecture and clear governance from the start.
Regulatory compliance added further complexity. Embedding data protection requirements into the platform rather than retrofitting them after the fact was the right decision, but it required discipline and alignment across all workstreams from day one.
The broader lesson reflects the Insight Gained: the client came to ddx with a customer experience problem, but the more significant issue was the absence of data. A business that cannot see what its sales operation is doing cannot manage it effectively. Solving the experience problem and solving the data problem turned out to be the same piece of work.
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