Table of Contents:

Introduction ----------------------------------------------------------------------------2

Services Provided ----------------------------------------------------------------------3

Literature Review ----------------------------------------------------------------------10

Overview of customer service audit

------------------------------------------------14

Service Audit ---------------------------------------------------------------------------17

Conclusion ------------------------------------------------------------------------------19

Reference -------------------------------------------------------------------------------20

EXECUTIVE SUMMARY

1
This Report is an attempt to provide a analysis of service audit project
done for Akshay Motors Service station.

During the service audit task i realize that periodic service audit
analysis helps creating customer satisfaction and smooth offering of
the respective services

During the audit I found that majority of customers are not aware of
the all services provided for, and however majorly are the satisfied
with the services they consume, specifically of the car spa, involving
car washing services.

Finally, creating awareness of service audit might be help to

implement successfully service and increase more satisfaction level
among customers and employees.

2
Introduction:

Company Profile:

Akshay Motors is a professional car service centre, dedicated to

Automobile Beautification and Preservation. Service station use the
best car care products, machines/equipments manufactured by the
Maruti Suzuki. These products, machines/equipments are approved by
eight of the topmost automobile manufacturers of the world. Our
personnel are trained in the latest techniques from abroad, using
sophisticated machines, ensuring that your treasured possession
always looks as good as new. You can also purchase car care products
from us to maintain your car in showroom conditions.

Services Provided:

Physical Inspection

The benefits

• Qualified, Experienced Engineers

• Nationwide, our network of engineers

• Standardised reports, consistent approach

• Communication improved with on line diary system

• Easy Data Access, reports, images, market research

• Secure web service

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• 24 hours desk top and 48 hour service level agreement

• Management Information, a range of K.P.I.'s

• Flexible and diverse to our clients requirements

• Proactive process management

Technicians: Akshay motors has a nationwide team of highly trained

engineers qualified in a large range of specialities. Ensuring that we
deliver on time every time. Many are recruited from bodyshop
supervisory positions. They must have gained relevant experience
within their field and all are experienced with various estimating
systems. Our network of engineers ensures the correct method, cost
and feasibility of repairs ensuring quality and safety. All engineers
must hold a recognised diploma qualification.

Non Cash Claim flow:

In case of accident damage vehicle service:

The First step: The company has tie up with Royal Sundaram
insurrance company, and which major dealers opt for, for the maruti
vehicle while purchase from their showroom. During the claims process
jobs often fell into a black hole when entering the engineering process.
The client didn’t know where the jobs was, what stage it was at, if
there were any delays, who was responsible for delays or even when
they would receive the report. A system where we could communicate
with the client, keep the client informed at all stages, be diverse in

4
assisting engineers, reduce human intervention and engineering costs,
improve productivity and efficiency but always user friendly.

Commitment:

Due to Akshay motors commitment in not only recognizing the client’s

needs but acting upon those needs Claim Flow has evolved into a
complex yet user friendly engineering and Claims handling package
able to handle the whole claims process from cradle to grave. Claim
Flow will always remain under constant development maintaining the
ever increasing demands of our clients, keeping up to date with
technology and to ensure the most efficient paths in handling the claim
and engineering process.

The benefits
• Instant vehicle check – Previous Total loss etc
• Vehicle data agency linked - ensures correct data
• On line documents – no more lost documents
• Instant Physical deployment – No typing instructions
• Instant access - claims handlers, managers etc
• Cost control – Reduced admin & engineering costs
• Improved performance

Post Repair:

After accident repairs it is extremely difficult for the average person to

check with the vehicle has been repaired to a satisfactory standard.
Indeed if you have suffered damage to your vehicle it is usual practice
to get you to check over the vehicle prior to being released. An
inexperienced person who has no clue about vehicle repairs could miss
critical faults with the repairs which may only come to light when you
come to sell the vehicle, which may be too late.

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The benefits
• Qualified, Experienced Engineers
• Check all parts fitted as estimated
• Check all repairs as per estimate
• Estimate validation
• Mediation Process
• Images supplied

The experienced engineers are able to physically inspect the vehicle

after accident damage repairs to your vehicle. On arrival they will have
usually examined the repair estimate to acquire a good indication of
what repairs have been carried out and what components should have
been replaced. The engineers will then examine the vehicle to ensure
repairs have been carried out to an acceptable standard and all
components invoiced have been fitted. The engineer will also inspect
the remainder of the vehicle for other defects and address any
concerns which you may have with the vehicle.

Car Spa Service:

Exterior Steam Wash N Wax

Experience the hi-tech latest STEAM vapor technology to give your

Car’s exterior, a sparkling new look. Heat & pressure combination
creates a powerful cleaning solution that melts away dirt, grime, oil,
tar, bird droppings and various types of dirt. Our fully imported steam
vapour washing machines cleans your car as well as waxes it
simultaneously to give your car a wash’n’shine you always wanted.

6
Interior Steam Wash N Wax

Carpets, fabric seats, side panels, roof tops and whole interior are
cleaned with steam, shampoo spray extraction, which is practically the
only way to get rid of dirt and stains. Steam Vapour system is used to
flush out & kill dust mites from air ventilation & ducts. Steam Vapour is
used to flush out small particles from edges & corners while killing
germs & bacteria from food/drink spills. Steam vapour extraction not
only cleans better, removes stains from the seats , carpets, but it also
disinfects and kills bacteria-germs that causes bad odour. Further it
sterilizes interior helps purify the air quality in car cabin, thus helping
you prevent any health risks.

Antirust Treament

Modern vehicle body’s are assembled from a large nos. of formed steel
parts / sections. The sheet metal is less than one millimeter thick & in
some areas even thinner due to the press operation. Individual
sections are spot-welded or bonded to form a single, integral body.
Consequently, there are a large number of gaps, flanges and cavities,
where dirt and moisture can collect and start the process of rusting. In

7
the heat affected zone of welding, the steel undergoes changes
increasing the vulnerability to corrosion.

Carz Spa treats you car with special solvent based antirust coating with
life time* warranty.

Carz spa sourced Anti Rust compound is scientifically formulated to

protect hard to reach areas against rust and corrosion. It is a wax
based treatment that protects unpainted surfaces and recessed
cavities where rust can occur undetected

Glass Treament:

More than 3 years old vehicles windscreen develops a flim due to sun
exposure and other environmental damages. The windscreens’ plastic
elements tend to pale (bluish) over the period of time. This causes
spreading of headlight beams of oncoming other vehicles.

Special imported chemical powder is polished by glass polishing

equipments to give brand new finish to windscreen and remove the
film. The renewed glass gives crystal clear view in nights. Antiglare
effect stays on renewed windscreen for next 3 years

Anti Rain (Water repellent + dust repellent) – Nano Glass

Coating

Based on chemical nanotechnology, the synthesized product contains

specially modified functional nano particles that are specially linked
into a silicon matrix in a solvent base. Nano glass coating material,
when applied on glass surface forms a thin layer with excellent roll off
behaviour for water and oil liquids. Simplifying the removal of diet and

8
scaly residue.

Advantages

• Water repellent (hydrophobic) and dirt repellent

• Better Vision in Rains
• Water beads up, even if wipers are not on

Low cleaning and maintenance required

Many time, front windscreen gets affected by small stones from the
tyres of other vehicles, Glass cracks or may be small chips come out.
These cracks or bull eye type chips can be easily repaired. No need to
replace the expensive windscreen.

Benefits and Advantages:

Original company seal and fitting of front windscreen can be retained

1. Saving in no claim bonuses of insurance ( 20% to 50%).

Even in case of insurance claims of Rs. 1000 to Rs. 2000 as
policy holder bears fitting charges, rubber biddings etc.
2. Sometimes refitted windscreen leaks air and water fixing
solution.
3. Save the environment as windscreen cannot be recycled.

No one can identify repaired cracks

9
Literature Review:
Organizing Successful New Service Development: A Literature
Review1
1. Introduction
Services constitute a major part of total economic activity and
employment in most Western economies (OECD 2000; Anxo & Storrie,
2001). A large share of innovative efforts in business is related to the
development of new services (OECD, 2000; Howells, 2000). Despite its
significance, many service firms still struggle with their innovative
efforts. In financial services, for instance, new service development
(NSD) is usually organized in a sequential manner (Vermeulen, 2001;
Vermeulen & Dankbaar, 2002). This approach results in long
development lead times, communication problems, and increased
costs. Similarly,
Hart and Service (1993) discuss the lack of functional integration in a
distribution
company. Moreover, many service entrepreneurs refrain from explicitly
organizing new service development. Rather than developing more
formal structures to elicit ideas for new services, develop and select
among them concurrently, service entrepreneurs regard it as an ad
hoc process (see, for instance, Reidenbach & Moak, 1986; Gallouj &
Weinstein, 1997; Martin & Horne, 1993; Kelly & Storey, 2000; Sundbo,
1997). Yet, it seems to be worthwhile to explicitly organize the process
of developing new services.
Firms being most successful in providing new services prevent their
innovation

10
process from being ad hoc (De Brentani, 2001; Kelly & Storey 2000).
Many theorists have recognized this, resulting in a plethora of
literature on how to organize new service development.
Particularly in the past few years a rapid increase in the number of
studies can be identified. Figure 1 below provides the reader with an
idea of the number of studies on NSD over the last 15 years.
1 We would like to thank Joris Meijaard, Anne Bruins and Wilfred
Dolfsma for their contributions to previous versions of this article.

6 Due to the plethora of publications, an integral overview of what has

been studied seems to be lacking. The main goal of this paper is to
provide an overview of the current literature on organizing new service
development. Except for organizational characteristics, current
literature also discusses product-based and environmental
characteristics that can affect NSD (e.g. Johne & Storey, 1998; De Jong
et al., 2002). We do not elaborate on these; our focus is on
organizational characteristics only. The current body of research
usually focuses on some particular sectors. Financial services are well
covered (e.g. Storey & Easingwood, 1996; Johne & Harborne, 1985;
Vermeulen), and the same applies to transport (e.g. Nijhof et al.,
2002), telecommunications (e.g. Hellström & Hellström, 2002) and
wholesale (e.g. Hart & Service, 1993). Most findings on organizing new
service development are related to so-called production-intensive
services. These services put considerable effort into the simplification
of their service offerings, but are also keen on the adaptation of
standardised services to particular user needs (Soete & Miozzo, 1989;
Evangelista & Savona, 1998). Examples of production-intensive
services include banks, insurances, telecommunications, transport and
wholesale services. They should be distinguished from services where
innovation is dominated by suppliers (such as personal services,
hotels, restaurants and retail stores; these consumer-oriented
services are often considered to be less innovative) or where
innovation has a continuous, incremental nature due to high
knowledge-intensity, such as in scientific, engineering and IT services
(Soete & Miozzo, 1989). Thus, the scope of our review is limited to
production- intensive services.

7 In this paper we will first define innovation and discuss what

innovation in services implies. Subsequently, we will explain our search
methods. Next, we will classify current literature on organizing NSD
into two evolutionary stages: managing key activities in the NSD
process, and creating a climate for continuous innovation. For both
stages we have made an inventory of relevant organizational
characteristics. We will discuss their effects on the initiation and
implementation of new (production-intensive) services. Our paper ends

11
with implications for managers, limitations and suggestions for future
research.
2. What is innovation in services?
Nature of services. The differences between services and physical
products have been well covered in the existing literature. Generally
speaking, services tend to be intangible, heterogeneous,
simultaneously produced and consumed, and perishable (e.g. Levitt,
1981; Zeithaml, 1981; De Brentani, 1991; Ennew et al., 1992; Johne &
Storey, 1998; Avlonitis et al., 2001). As a consequence, innovation in
services mostly involves small and incremental changes in processes
and procedures, and innovations in services are easier to imitate
(Atuahene-Gima, 1996). It does not require much R&D nor do service
firms invest much in fixed assets to support innovations or spend much
money on buying patents and licenses (Brouwer, 1997). Dimensions of
innovation in services. All definitions of innovation include the
development and implementation of ‘something new’. Apart from that,
King and Anderson (2002)
conclude that an innovation is aimed at producing some kind of benefit
(profits, personal growth, etc.). It is restricted to intentional attempts
to derive benefits from change. An idea is a necessary condition for an
innovation, but cannot be called an innovation in itself. Finally,
innovation involves an application component, so just developing
something new cannot be regarded as an innovation unless it is used.
Authors like Cook et al. (1999), Den Hertog (2000), Avlonitis et al.
(2001), Gadrey et al.
(1995) and Chase et al. (1998) have stressed that innovation in
services can be related to
changes in various dimensions. Some examples include innovation in
the service concept, the client interface, the delivery system and
technological options. Innovation in the service concept includes
changes in the characteristics of the service itself. This dimension is
most widely recognized.
Innovation in services can be related to a new client interface as well.
Service offerings are increasingly marketed and produced in a client-
specific way (even with client-specific pricing). Often, the
characteristics and desires of existing and potential clients tempt a
service firm to make adjustments in the client interface. This
dimension of innovation can even entail clients acting as co-producers
of the service offering (e.g., Van der Aa & Elfring, 2002). One example
of an innovation in the client interface is electronic data interchange
(EDI).
Innovation in the delivery system refers to the internal organizational
arrangements that have to be managed to allow service workers to
perform their job properly, and to develop and offer innovative services
(e.g., Cook et al., 1999; Gadrey et al., 1995; Den Hertog, 2000;
Avlonitis et al., 2001). It could be interpreted as the internal work

12
processes and arrangements. This type of change is often the direct
result by the preceding ones (the linkage between the service provider
and its client, and/or the service concept). Also, the capabilities,
skills and attitudes of existing co-workers can make any necessary
adjustments in the service delivery. One example of innovation that
led to changes in the delivery system is the introduction of e-
commerce, which required serious business process re-engineering
efforts. E-commerce may have a substantial impact not only on the
way in which the actual 9 commercial transactions occur, but also on
the processes preceding and following the transaction.
Although it was argued that service innovations are often non-
technological, this is still the center of much analysis and debate (e.g.
Kandampully, 2002). It is clear that service innovation is possible
without technological innovation (Cooper & De Brentani, 1991).
Nonetheless, in practice, there is a wide range of relationships
between technology and innovation in services. Examples of
innovations with a strong technological component include tracking
and tracing systems, enabling transport service providers to monitor
the progress of their fleet and thus to manage their transport services
more closely. Following Den Hertog (2000), we stress that in real life it
is difficult to provide ‘pure’ examples of the above-mentioned
dimensions. Most new services will involve a combination of changes in
various dimensions at once. Results of innovation in services. The body
of literature that focuses on the effects of having introduced new
services is still low. Current research usually focuses on manufacturing
(e.g., Loof et al., 2001; Arvantitis & Hollenstein, 2002). This is partly
due to the fact that services are poorly covered by innovation statistics
(OECD, 2000). Besides,
the intangible and simultaneous nature makes the impact of service
innovations harder to trace than in manufacturing. Service innovations
typically transform the state of customers (Tether & Metcalfe, 2001).
Financial performance in services is believed to benefit from innovation
(Kelly & Storey 2000; De Brentani, 1989). Klomp and van Leeuwen
(1999) provide some empirical evidence.
Based on quantitative data gathered in Dutch firms, they conclude that
innovation in general, and in service industries in particular, leads to
better company performance in terms of revenue growth. In the case
of more mature and established services, sales growth 10 does not
simply come from being able to offer low prices but also from a variety
of nonprice factors, such as design and quality (Baden-Fuller & Pitt,
1996). Apart from financial benefits, the literature reveals some other
benefits for service firms, like creating customer value (e.g. Narver &
Slater, 1990) and increasing strategic success (Kay, 1993).

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Overview of Customer Service Audit:

The Customer Service Audit would generally focus on discovering

answers to the
following key questions.

1. Who are your customers? Values, beliefs. What will they pay for?
2. Who in your company are your customer service reps/contacts?

14
3. Understand the current situation, expectations of customers, current
sales cycle / delivery cycle.
4. What are the customer service standards for your company today?
5. What would you like the customer service standards to be? What
can they be? What are the barriers to get there? What are the steps?
Who needs to get
involved?
6. What do your customers think today about customer service in your
company?
7. Customer satisfaction survey following the new process. Is it
working? How
can we improve? Customer Service is a continuous improvement
program/process/project?

Follow up:

Based on the observations in the audit, suggested follow-up activities

might
include: training for staff; changes to the physical surroundings (such
as

15
providing more parking spots); increased communication with staff of
the
importance of being a customer-focused organization; and/or focused
training
around your customer service goals.

Evaluation Tools for Customer Service:

Storefront Audit: How does your customer see your company when
they walk
through the door? We observe, evaluate and report on your customer’s
experience when they visit your store. When your customer shops on-
line for your products, how does your customer see your company from
the internet?

Our STOREFRONT REPORT documents the observation of the front-of-

shop activities, including all points of contact with the customer from
finding a parking spot and walking through the front door, to
transacting the business and leaving the building. Through
observation, we identify and document the experiences of your
customers and provide a report highlighting the good activities and
recommending solutions for improvement where appropriate.

Our 3e-report evaluates and reports on your website, e-mail

communication and e-commerce facilities (if applicable).

Customer Service Code: A more in-depth evaluation process would

start with
developing a “Customer Service Code of Practice” and then evaluating
the

16
performance of each employee against this Code (which is different
from a job
description). This process of Performance Testing is specific to the job
and
specific to the individual’s performance.

Customer Satisfaction Surveys: Customer satisfaction surveys are also

a useful
tool for gathering information and testing whether your customer
service is on
target with customers’ expectations. Through discussion, we determine
the size
of the survey required, timing and goals of the survey for your
company.

Approach
Kick-off Meeting: The objective of the Customer Service Audit is to
provide
valuable information to the Manager. Therefore, at the beginning of the
project
the consultant will meet with the Manager to review the company’s
goals with
respect to customer service and the style of service they would like to
provide.
Data Gathering: Data gathering and performance measurement can be
done
through surveys, testing or observation. In the STOREFRONT REPORT,
the observation time is about half a day, possibly divided into separate
events to capture busy periods or different shifts. A schedule will be
developed to incorporate observation times and locations as discussed
and determined by the Manager

17
Reporting: A document will be submitted to the Manager at the end of
the
project including: the results of the data gathering; trends identified;
good
practices highlighted; and solutions recommended for areas of
improvement.

Service Audit:

The audit carried is for study purpose and is observational type. About
10 interviews are carried for a formal short question answers that
included as below

Who are the customers?

The customers coming are professionals within age group of 26 – 50

years, Major customer base are retained over a period of time. For car
spa service, the young jobbers are more attracted and they visit the
station periodically.

Who in the company are customer service representative?

18
Company’s customer service representative initially represent the
company to the customer when they first visit the company. After
when the service consumed, Akshay motors has an ERP system
through which it allocates each customer to specific technician and
provides a reference number of that respective technician to the
customer for the future consultation. This reference is msg to customer
by a formal sms and or email.

Understand current situation, expectations of customer and delivery

time

When compared a service of accident repair for Akshay motors with a

well known Maruti Station of Ahmedabad, the later informed to take
exactly the double time as compared to Akshay motors, and this is
benefited by non-cash claim facility of Royal Sundaram insurance.

What are customer service standards for the company?

Customer service standards includes

In time delivery cycle

A separate one to one, technician – customer relationship
Satisfying the want of customer at an minimum cost without
comprising the service quality

What do the customers think about the service today provided?

When interviewed 10 customers, almost everyone were satisfied with

overall service atmosphere of the company, however about 7

19
customers are unknown of the car spa service and its costs. Out of rest
3 only 1 customer is regular consumer of car spa service.

Price of the service: all the customer interviewed didn’t have any
questions regarding the price of the service offered, indicating that the
company is offering at a moderate and acceptable priced service.

Quality of the service: The car repair service provided had an

approximately 20% revert back ratio, i.e. about 20% customers had a
minor complains about the repair made.

One to one relationship with technician : Customer are extremely

satisfied with this strategy of the company, because this helps the
professional consumers let their earlier complains automatically known
to the technicians and helps in quick response to the consumers.

Conclusion:

The overall audit process revealed that the customer satisfaction ratio
is about 75 – 80 % with Akshay motors services. And it has a massive
client base of existing customer retention. That is a good indication of
satisfactory services.
However the newly developed car spa service is to be introduced to
the customers with any of the preferable marketing channel, through
which the share of customer can be increased.

20
References:
 www.google.com
 www.yahoo.com
 www.amonavi.com/resources/8-cusomer_service_audit.pdf
 Service marketing, by Christopher LoveLock, John W I Rez.

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