improving loyalty by improving dealership business operations raise ssi/csi scores drive...
TRANSCRIPT
Improving Improving LoyaltyLoyalty
by Improving Dealership by Improving Dealership
Business OperationsBusiness OperationsRaise SSI/CSI Scores
Drive Accountability
Eliminate Waste
Improve Profits
Increase Sales Volume
Monthly Monthly (At Best)
•Old Technology•Late Information•Customer is lost•Dealership Unfriendly
Format…………
MeasurePLUSPLUS
ImproveDealershipOperations
Old WorldOld World New WorldNew World
Measureonly
DailyDaily•Hi Tech - Overnight•Live, quick interviews•Employee diagnostics•Immediate Hot Comments•Audio Recordings•Saves customers•Dealerships Improve!
CSI RevolutionCSI Revolution
Monthly Reports Monthly Reports •Old Technology•Late Information•Customer is lost•Retail Unfriendly
Format•Not used at retail
Old WorldOld World New WorldNew World
CSI Revolution- Smart ChoiceCSI Revolution- Smart ChoiceCSI Revolution- Smart ChoiceCSI Revolution- Smart Choice
Smart Choice!
$
OEM CSI
Survey
DealerFollow-up
TwoTwo customer contacts
CombinedCombined OEM CSI and
Dealer Follow up
OneOne customer contact!!
+Inconsistent Process Inconsistent Process •Minimum Organization•Low Accountability•Expensive•Disconnected•No Tracking and Trending
Daily Feedback! Daily Feedback! •High Tech - Overnight•Live quick interviews•Employee diagnostics•Immediate Hot comments•Audio recordings•Saves customers•Retail user friendly•Dealerships Improve!!
Customer Follow up ProcessCustomer Follow up Process
Daily Reports• Full Transaction Details• Easy to Use• Focused on Opportunities
Recorded Customer Comments
• Personal Messages• Provides Deep insight• Unique and Powerful
Full Interview Recordings• Hear your own customers• Irrefutable Record• Email to anyone• Audit Our Interviewers
Hot Comments- Action reports• Entered Immediately• Emailed to Dealership in 15 mins• Closed-loop management process• Logs History of Improvement Action• Full Accountability for Resolutions
Drives Employee Accountability• Ranks Service Writers and Technicians Best
to Worst• Provides Individual Employee Performance
Results – 13 Months• Performance Appraisal Daily Updates
Top Management Oversight ToolsEmployee Log-In History Tracks Dealership StrengthsFull Cost Control Tracks Dealership WeaknessesDealership Performance Tracking Daily Customer Report Card
Immediate Customer Contact• Next Day Professional Phone Interview
• US Based – California• Spanish Capability
• Highly Coached and Monitored In –House Interviewers
DailyProcessFeedback
DailyProcessFeedback
The Road To Loyalty –Dealer Network Growth Strategy
Bottom
10%Top
10%Average Retailer
80%Average RetailerAverage Retailer
80%80%
Best RetailersBest RetailersPull CurvePull Curve
1.5%
GOAL: Move the curve
-2
-1.5
-1
-0.5
0
0.5
1
1.5
2
VDQI PLS Problem ResolutionPLS
NADA-24 Users
Non Users
Large Toyota Large Toyota DistributorDistributorBefore and After Analysis - NADA-24 Dealer Usage
Jan-July ’06 Vs
August-December ‘06
+1.4
+0.1
+1.9
-1.6
NADA-24NADA-24
Raises Raises
Scores!Scores!
NADA-24 Is Working! – External ValidationNADA-24 Is Working! – External Validation
Large Toyota Large Toyota DistributorDistributorBefore and After Analysis - NADA-24 Dealer Usage
Jan-July ’06 Vs
Aug.-December ’06-0.5
0
0.5
1
1.5
2
2.5
3
Follow up doneVSS
ProblemsResolved VSS
NADA - 24 Users
Non Users
+2.7
+0.8
+0.5
-0.4
NADA-24NADA-24
Raises Raises
ScoresScores!!
NADA-24 Is Working! – External ValidationNADA-24 Is Working! – External Validation
National National DailyDaily Performance UpdatePerformance Update
AverageAverageAll DealersAll Dealers
Average top Average top 10%10%
Rank Your Employees -Rank Your Employees - DailyDaily Update Update
EmployeesEmployees
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Corp Average
DealershipAverage
Dealership Self-Improvement Dealership Self-Improvement ProcessProcess
FIND FLAWSFIND FLAWSCustomer Feedback
EVALUATEEVALUATEProcess and
People
IMPROVEIMPROVEProcess and Performance
Measures include: Daily Customer Feedback and
Scoring Customer Audios and Interviews Dealership Trend analysis Employee Performance Rankings Employee Performance History Management Log-In History Hot Comments- Open and Closed Action Reports
Continually Communicate
Review Review Customer Feedback Customer Feedback
ReportReport
Log on tLog on t daily* daily*
Check Check Hot Comment Hot Comment
ReportReport
Daily Check Sheet
● Review new Hot Comments received
● Reference Customer Interview and Customer Voicemail for further information
● Take corrective action with customer
● Update Hot Comment with action taken and close Hot Comment as necessary
● Utilize Action Report to track on-going customer issues.
● Listen to “Red” and “Yellow” Customer Interviews & Customer Voicemails [if available]
● Resolve or escalate actionable items to the appropriate staff member
● Utilize the “Action Reports” feature of NADA-24 to track customer communications and resolution
Review Review Action Action ReportsReports
● Update and close customer issues as necessary
● Follow up with dealership staff members on aging Action Report items
* Daily attention is critical to the success in your dealership. The faster you respond to a customer issue, the better chance you have to resolve that issue positively for the customer and your dealership.
Process Steps
Actions
Responsibility
•Get in early and go to 7 day report to see your
dealerships ‘report card’ from
yesterday
1 2 3 4
““Red” & “Yellow” Red” & “Yellow” from Customer from Customer
Feedback ReportFeedback Report
ReviewReviewLogin ReportLogin Report
Review Review Hot Comment & Hot Comment &
Action ReportAction Report
● Verify that appropriate staff is logging on to NADA-24 daily.
● Verify each department is represented and utilizing appropriately
● Make sure
● Assure staff is aware system is being monitored.
● Check to see that Hot Comments are being closed in a timely manner.
● Verify written solution to assure it was adequately handled.
● Email ageing Hot Comments to your staff – Remind them of the importance of quick and thoughtful resolution
● Review the Action Report for aging customer issues
● Assure your staff is capturing actions and updating logs.
● Listen to sample voicemails and full interviews
● Verify solutions taken are appropriate, and up to dealership standards.
● Verify timeliness of actions
● Don’t wait for a Hot Comment – be proactive
● Look for trends, and reoccurring problems
Review Review “Staff Report”“Staff Report”
Review Review “Likes/Dislikes”“Likes/Dislikes”
ReportReport
Weekly Process
● Check for positive/negative trends.
● Counsel with employees as needed
● Review number of bad phone numbers
● Congratulate good employees whenever appropriate
● Look for trends – good and bad
● Intervene with employees where necessary
● Consider updating dealer processes to drive prevention
Daily Process
Process Steps
Actions
* Daily attention is critical to the success in your dealership. The faster your staff responds to a customer issue, the better chance you have to resolve that issue positively for the customer and your dealership.
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