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

NADA-24 Is Working! – External ValidationNADA-24 Is Working! – External Validation

-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 Update Performance Update

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

Employee Performance History - ExampleEmployee Performance History - Example

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.

1 2 3 1 2

Improving Loyalty Improving Loyalty

by Improving Dealership by Improving Dealership

Business OperationsBusiness OperationsRaise SSI/CSI Scores

Drive Accountability

Eliminate Waste

Improve Profits

Increase Sales Volume