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It is generally accepted that the launch of a new product is critical to its success. Key to this is that manufacturers understand the market segment which is targeted for the launch. However, recent research and criticism suggest that modern segmentation strategies, aligning products with lifecycle typologies do not work. It is no longer possible to align consumers and products into neat and stable lifecycle segments. It is suggested that more importance should be attached to products having a familiarity fit with consumers – what they know and expect from a particular product. These views are moderated by a consumer's enthusiasm or involvement with the product as well as their level of expertise in understanding complex products. This paper aims to look at these issues.

This research looks at consumer perceptions to the changes to two automotive models launched by one of the major manufacturers at the Frankfurt Motor Show, Germany, held in September 2005, to discover which changes had the most appeal and to identify correlations with consumer lifecycles.

Results revealed that consumer lifecycles had no correlation with any of the data, whereas familiarity, expertise and product involvement will provide manufacturers with more accurate segmentation tools in the launch and marketing of new automotive products.

These findings suggest that a customer's expertise, product involvement and familiarity with the product are likely to provide more appropriate market segmentation tools.

This paper reveals useful information on consumer lifestyles and market segmentation tools.

The purpose of this paper is to report on research into the introduction of computer assisted sales processes (CASP) to a retail automotive sales environment. This research specifically aims to examine the effectiveness and implications for automotive dealers, their staff and customers.

Primary research was carried out at three automotive dealer groups, including semi‐structured interviews with dealer managers and sales people, postal questionnaires and focus groups with existing customers.

The study found customer perceptions of the buying experience improved when CASP was used effectively in the sales process. To achieve this it is critical to evaluate the sales force's technology readiness and orientation so that training requirements can be identified. This research found the training needs of the salespeople were seriously underestimated.

The main limitation of the research is that, due to timescales, it is a cross‐sectional study in thee different dealer groups at three different stages of CASP implementation. It would benefit from a further longitudinal research with a larger sample.

The use of CASP and other sales force automation systems is unlikely to lose pace; therefore organisations need to audit their salespeople's skills and use of their systems. Otherwise, the huge investments involved will not provide benefits to the organisation, the sales person or the customers.

This research expands on previous research into customer perceptions of the overall buying experience and contributes to sales force automation theory. It found CASP improves a sales person's effectiveness with the customer and the customer's perception of the whole buying process.