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Reduction in the number of lost customers and theft prevention in the car dealership center.
Case on the implementation of the neural network Cyber Vision Control
One of the largest cases in terms of the volume of tasks that needed to be solved, as well as in terms of the specifics of the customer's business processes. The case will be od utmost interest to the owners of the car business. So, let's discover how the Ceber Vision Control neural network was integrated in the Renault/Lada car dealership center.
Contents list
Order from the largest dealer network - Renault and Lada group
The customer for this case was one of the largest dealer auto centers of the Renault Group in the CIS countries. There are Renault and Lada brands represented in the center of the Group, while the company itself is represented by 26 dealerships. A company representative came to us on the advice of one of our regular customers. As we learned later, we were recommended by the words: "...there is this Cyber Vision Control company from St. Petersburg that demonstrates solutions that others are only talking about..."

In this case, there were two features that made the project incredibly interesting for our specialists. First, the CVC integration was carried out in parallel with the launch of the facility itself. Secondly, the company interacted directly with the automobile manufacturing corporation. The second point meant the direct delegation of requirements from the plant to comply with the regulations of business processes, well, and the presence of appropriate control from the corporation.
We are in St. Petersburg and the customer is in Minsk. Stage of initial negotiations discussing the tasks
We are located in St. Petersburg, the customer is in Minsk, so it all started with correspondence at the middle management level: expectations - opportunities - discussion of an action plan - wishes - answers...

Note that the implementation of the customer's wishes required the solution of a whole range of tasks, from personalizing traffic (recognizing faces from difficult angles and long distances) to fixing numerous manipulations of visitors: in which places of the car dealership they walked, in what sequence, where they stayed longer, what they paid attention to and etc. At the same time, it was necessary to ensure full control over the compliance of employees with their regulations.

A few weeks later, we received an invitation to meet in person with the owner and manager of the company at the customer's central office. During the meeting, we also talked to the IT service (that rare case when the guys were at their best, and their curiosity about our product only helped in their work).

It took another month to agree on the terms of reference and the terms of the contract, and at the second meeting (also in Minsk) we have already signed a contract for the implementation of the Cyber Vision Control (CVC) program
What tasks should the neural network solve?
Despite the fact that the center was just starting up, experienced managers (recall that the company is represented by 26 operating dealer networks) understood quite well:

  • what problems should be avoided;
  • what processes should be monitored;
  • what information should be collected
What the CVC CONTROL system was supposed to register:
1
Evaluating the effectiveness of advertising campaigns. The reason for this difficulty was that different brands of cars (Renault and Lada) were within the same space. We were faced with the task of embracing and dividing different entrances, exits and stairs: who came in and where from, where he came out, at what time, what was interested in, what was more interested in, etc.
2
Determining of the activity of sales consultants. The presence of measurable indicators on this issue for companies of this level is needed like air.
3
Monitoring personnel discipline. Of course, not only the results of the center's work, but also the reputation of the brand as a whole depend on compliance with the established regulations.
4
Identification or prevention of possible theft in the course of servicing vehicles. The problem of theft in the auto business can be safely attributed to the "pain" of all companies in this area.
As a rule, there are two types of violations in the field of car services.
First: cars enter the service area, and it wasn't possible to register an order for this car and service rendered. As a result, the work performed doesn't get into the accounting system with all the expected results.

Second: a work order for a car is created, but other type of service is being rendered (for example, an "inspection of nuts" was entered into the accounting system, but in fact the mechanic went through the entire suspension) with all the expected results.

This is if we talk about direct damage to the company. But there are still other situations that determine indirect damage. For example, accounting for normal hours. You stopped by to check the bolt tightening. This service rendering takes approximately one normal hour. The mechanic performed the service in a couple of minutes, in a slipshod fashion so to speak, and took to his business. As soon as you left, the wheels fell off... As a result, you are unhappy with the brand, and legal proceedings are possible; this is damage that is difficult to control. But this is exactly what Western corporations usually require from their partners in the CIS countries, and this is exactly what the CVC program does!
As a result, the following list of tasks for the CVC neural network was formed
  • Counting unique visitors (excluding employees) with personalization of traffic by face recognition.

  • Assessing attention of visitors to the cars exhibited in the showroom.

  • Controlling the interaction of the sales assistant with the entered customer: the salesperson works all day with one customer, or are they different customers, whether they came for the first time or came for the second week, etc. If earlier unscrupulous managers could ascribe to themselves the necessary values of indicators (to receive bonuses, of course), now this factor of "additions" has been eliminated, and the effectiveness of the work of sellers has begun to be measured in specific numbers.

  • Control of the location of hostesses and foremen-consultants in the workplace.

  • Tracking the movements of visitors around the hall.

  • Control of vehicle entries into the service area, including automatic comparison of the time spent by the vehicle with the accounting system.

  • Calculation of the productive time of the foreman while working with the car, including automatic comparison of his working hours with the accounting system.
Contract was signed. The CVC integration service stepped in
The founders and owners of our company visited Minsk for the first two meetings, and after the signing of the contract, the integration group took over.

In general, the tasks for the facility were divided into three blocks:
  • car service;
  • showroom;
  • perimeter security.

For each task group, the customer allocated an employee who supervised us from the point of view of the logic of business processes, as well as in what form to display the generated reporting information.

Do not forget that at that time the dealership was just preparing to open, which means that many questions had to be formed on the basis of theoretical calculations. Therefore, on the first trip, the specialists from the integration group came in handy both the skills of spatial thinking, and personal experience, and, of course, a bunch of drawings for the object to help. On the second exit of the group, all the equipment was already working. The problem passed from the theoretical planes to practical adjusting, setting the necessary angles, and making sure that everything is in its place and in the right position.
An employee of the integration group says:
"On the second trip, we were asked to start training neurorobots...Just imagine, furniture was being mounted in the center, the walls were painted, and the center does not work, which means that there is essentially nothing to be taught...Still, we found the way out: they took one car and began to drive it in the center to collect statistics and form a primary dataset. "
Training of neurorobots is a process in which data from video cameras of a working object is transmitted to the data center of our company. Based on the received records, neurorobots are trained to recognize the necessary objects and events necessary to solve the problems of a particular object.
When, at the opening of the facility, in the presence of the main founder of the company, we conducted a small technological demo version of our program, everything turned out great! Everyone liked it the demo that was functioning just fine. The system surely made an impression, even though not everybody might understand all the details.

A month later, the program was fully operational. Despite the complexity of the tasks and the scale of the facility (200 CCTV cameras!), we met the promised deadlines and all the terms of the technical assignment.
Implementation results or let's talk numbers
After six months of system operation, the results were as follows:
The number of customers of the center not taken into account by the system: 0.
The total time of the absence of foremen-consultants in the service area: on average 5 minutes a day.
The number of cars that entered the service area without registration in the accounting system: 10 in the first month, 4 in the second month, and 0 in the following months.
The number of cars checked out after entering the service area: 8 in the first month, 2 in the second, and 0 in the following months.
The number of missed customers (entered the showroom zone, but a sales assistant did not come up): 32 in the first month, 12 in the second, 2 in the following months.
All cases of violations are typed and reflected in the form of graphical reports. Moreover, each violation was recorded on video and confirmed by the system's report.

The accuracy of the program is 98.1%
As a result, the following results were achieved:
  • Customer loyalty has grown - about 8% according to the company. This was achieved due to a number of factors: increased discipline and improved comfort in the waiting area.

  • Percentage of lost customers has been reduced. Note that this particular car dealer's reduction in losses from lost customers is expertly estimated at an additional 2-3 car purchases per month!

  • Theft prevention. Due to the introduction of a control system for the time spent by the car in the service area, it became impossible to misuse the service equipment and repair cars bypassing checkout.

  • Optimization of marketing costs. The marketing department received a tool for assessing traffic not based on hypotheses, but on the basis of a real assessment of customer interest in a particular car brand. This influenced the reduction of the non-targeted advertising budget.

Industry solution for a car dealership center and a service station
The CVC CONTROL system recouped itself in less than 2 months
Subscription fee: 65,000 rubles/month (taking into account a large number of control points).

Equipment costs: 800,000 rubles.

Integration (implementation) cost: 200,000 rubles.

The payback of the system was less than two months. Now, at the time of preparing this case, we are discussing the development of a technical task for the implementation of the CVC program in other networks of the company.
Cyber Vision Control
Want to know how you can increase your company's bottom line with Cyber Vision Control? Call us before your competitors do!
20 days
Average pay-off period after CVC has been implemented
>150 000
>750,000
Disciplinary violations detected
Economic violations detected
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