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Also important is getting people to try the vehicles. "That's where we win, when people try the car," Brittan continues. "We're very proud of the way the cars drive, and the more people that get behind the wheel, the more cars we will sell."
Given that JLR's product range is mainly at the higher end of the market, he says there are some sectors - those with a higher ratio of senior management - the firm tends to do well in, such as electronics, aeronautical, IT and technology. "We do well with senior managers and we're starting to get into middle managers with the XF 2.2," Brittan adds.
He also says the dealer programme will be important, both for dealing with sub-25 business, which is the primary focus, and prospecting for larger fleets: "They know their territory intimately and have a business development manager in the dealership so they can go out and prospect the local community."
The plan for JLR is to move from a position of pushing for new business and getting into the corporate fleets it is not currently engaging with, to managing and maintaining the contracts as the business grows. Initially, Brittan and his Land Rover counterpart Ryan Miller's "specific remit" will be to uncover and develop the 25-250-vehicle fleets.
"At the moment we're finding people and starting to account manage. As we mature we'll be account managing and finding fewer people," declares Wackett. "We'll move from a position of trying to find them to a position of trying to look after these businesses, but you have to encourage trust and we have to demonstrate with actions what we say with words.
"We have taken a complete restructure approach to how we want to do business within the corporate market, and it's not something we've plucked out of the ether - it's rooted and has foundations," he concludes. "I have a very clear view of how our business should interface with the corporate market and I am committed to delivering that over the next five years or so."
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