Showrooms, workshops and stock are run as separate businesses even though customers move between them. The group sees lead quality, ageing stock and workshop load together, and keeps customers connected from sale to service.
A worked example for a typical Malaysian Dealer & Aftersales Group, not a description of any real company. Go through the six stages in order: paste each prompt into Claude, check the answer against how your business really works, then continue. Change the profile at the start to match yours.
Stage 1 of 6
Map how the operation really runs
Act as an operations consultant. I run a Dealer & Aftersales Group in Malaysia. Profile: A Malaysian automotive dealer group — 30 showrooms and service centres, several brands including EVs, new and used vehicles, financing and insurance referrals.
Interview me, one question at a time, to map how decisions actually get made today. Cover: the recurring meetings and reports, who decides what, which numbers people trust, and where decisions are late or made on gut feel.
Known friction: Volume vs Margin; Stock depth vs Floor-plan interest; Sales vs Service retention; EV push vs ICE profits; Discount vs Brand value.
After 8 to 10 questions, summarise the five decisions that cost us the most when made late, in a table: decision, current owner, current delay, cost of delay.
Stage 2 of 6
Design the specialist agents
Using the decision map above, design 5 specialist AI agents for our Dealer & Aftersales Group: Sales, Inventory, Service, Workforce, Portfolio.
For each agent give: the one question it answers every day, the data it reads, what it may recommend, what it must never do alone, and the format of its output.
Starting points for what each should watch:
- Sales: lead sources, test-drive to booking rates, discount discipline
- Inventory: days of stock by model, ageing units, inter-branch transfers
- Service: bay utilisation, parts availability, recall campaigns, retention
- Workforce: technician certification, sales productivity, turnover
- Portfolio: branch profitability, brand mix, EV readiness
Keep every agent narrow. If an agent covers two jobs, split it.
Stage 3 of 6
Wire up data and compliance
For the agents above, list the data feeds needed. Likely systems: Dealer management system; CRM and lead platforms; Parts and workshop system; Financing partner dashboards.
Output a table per agent: field, source, how often it refreshes, data-quality risk, and what the agent should do if the feed is stale or missing. Mark every personal-data field and say how to minimise it.
Rules we operate under: Consumer protection rules, principal franchise agreements, financing and insurance referral rules, and PDPA 2010 for customer data.
End with a short list of actions that always need human sign-off.
Stage 4 of 6
Design the morning brief
Design the single daily brief that pulls the 5 agents together for the Group CEO, ready before the first meeting of the day.
Specify how the brief merges overlapping or conflicting recommendations, how it ranks items (impact, urgency, reversibility, confidence), and the exact fields per item: what to decide, recommended action, evidence, owner, deadline, and the cost of doing nothing.
Then write a realistic sample brief of five items. Items might resemble: Transfer six aged units from Ipoh to Penang: demand is 3x higher there / Open two extra workshop bays on Saturdays for the recall campaign / Stop discounting the model that is selling above target.
Stage 5 of 6
Build and automate it
Turn the design into a working automation for our Dealer & Aftersales Group.
Needs: a scheduled daily run; the 5 agents run in parallel and each saves structured JSON; a final step reads them all and sends the brief by email or chat; every run is logged with inputs, outputs and cost.
Propose the build with Claude plus a workflow tool (for example n8n or the Claude Agent SDK). Give the steps in order, what happens when a data feed fails, and a human-approval step before anything that spends money or makes a customer commitment.
Stage 6 of 6
Roll out and measure
Write a rollout plan for the Dealer & Aftersales Group agent team that starts small and earns trust.
Stage 1: one agent, advisory only, run alongside the current process. Stage 2: add the other agents. Stage 3: switch on the daily brief. Stage 4: let agents prepare low-risk actions for approval.
For each stage give duration, owners, what "ready to move on" means, and the metrics to track: time to decision, how often recommendations are accepted, hours saved, and errors caught. Close with the three biggest risks and how we contain them.
