The following is excerpted from the question-and-answer section of the transcript.
(Questions from industry analysts are provided in full, but answers are omitted - download the transcript to see the full question-and-answer session)
Question: Andrew Nussey - Peel Hunt LLP, Research Division - Analyst
: Andrew Nussey from Peel Hunt. A couple of questions as well, please. First of all, when we look at all the digital innovation, DXP, DAP, et cetera, it
looks to me that's going to bring some real financial benefits to the group. I guess the question is, should we be think here about there's going to
be a structural shift in the profitability and return on capital that can be delivered from the distribution model?
Secondly, when we look at the landscape of the top 50 distributors globally, realistically, how many of those are actually accessible to you because
of perceived conflicts of interest across the OEM portfolio?
And thirdly, in terms of the technology innovation, how much better do you think it is than some of the national sales companies and equally your
ability to then pick up sort of first-time outsourcing relationships?
Question: Andrew Nussey - Peel Hunt LLP, Research Division - Analyst
: Andrew Nussey again from Peel Hunt. A couple of questions. First of all, in terms of the gross profit of GBP 1,200. Can you give us a feel of what
you've assumed in that figure in terms of finance and insurance that can be sort of packaged into it? And also, just to be clear, in terms of the GBP
50 million medium-term target, is that just from the digital parts platform? And what can be delivered from bravoauto? Or have you made some
allowance in terms of additional aftersales activity within there?
And lastly, obviously, the used car platform, you've gone off to have a saying, can you share any sort of really high-level first thoughts about how
that might or might not fit into the Inchcape model?
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