Customer Care Full

STEP A
Virtual Customer Care Program
STEP B
Customer Care Reception
STEP C
Shop Floor Activities
Measurement System Guidelines
ious re gen r Ca In omeU I D E B O O K s CuA Ct I C A L G T

PR
FOR ION ACT
STEP D
Customer Vehicle Delivery Process
(Post service delivery)
STEP E
Preventing and Resolving Customer Dissatisfaction
Dear Partner, Let me share a sustainable and profitable business growth plan which is a win-win solution for both of us. You are the first and last point of contact with all our customers. It is our responsibility to hand hold your team, to share with you our knowledge and high technical expertise to enable you to deliver Ingenious service to each and every customer. What is Ingenious Customer Care? M&M Automotive Division has taken the initiative to interact in depth with a wide range of customers across the country to understand their needs and desires. To meet and exceed these customer expectations, we have engineered a long term organisational-wide way of doing things called Ingenious Drive. Ingenious Drive means Inspired, Knowledgeable and Resourceful action while being Imaginative and Inventive so as to deliver a Smart service. We are thoroughly internalizing Ingenious Drive within the organization so that together with you, we are in perfect synergy with the customer. Following customer interactions, we have defined 4 Values and a Promise that facilitate management of operations, gets everyone to talk the same language, and delivers value beyond expectation to every customer. If you can use this Promise and Values on an everyday basis you will see that your organizational flow will be smooth, your earning will be high and your profit robust. This practical guide book has been designed to help your team work Ingeniously like bees in a honey comb so the customer can enjoy the sweet honey you deliver. Yours truly,
Inspired
Explanation of Key Phrases

A sustainable and profitable business growth plan. Its like a banyan tree Smooth organizational flow for proactive operations. Its like boat racing with aligned team work - clear understanding of work to be done - time for effective operational planning - no confusion or continuous crisis - workload spread across the day - improved productivity and efficiency - timely closure of all repair orders - all workshop performance parameters readily available
Enthusiastic - raring to achieve
higher repeat business Ingenious service is a selling tool
Resourceful Action
Providing support Multiple solutions Precise action
Dealer is the first and last point of contact. Its like a relay race
positive word of mouth opportunity for relationship building referral sales timely availability of all parts
Imaginative
Making the impossible possible
Knowledgeable
Practical learning Learning through books Technology orientation
Ingenious service delivery to surprise each and every customer with value beyond expectation. Its like the enjoyment of biting an apple
time for warm reception attitude and behaviour make customers understand the quality of your deliverables handle pricing like a pre-fixed restaurant menu
Inventive
Anand Mahindra
Vice Chairman & Managing Director Mahindra & Mahindra
Never seen before
Working as in a scientific laboratory
Your robust and high profitable earning. Its like climbing steps to capture the moon
1
Overcome customer dissastisfaction
Customer is like a child that throws tantrums, comes in a rocket and has no patience, is unwilling to listen because he does not value the workshop experience
The only solution is transforming this attitude like when you see a tree full of apple, youd love to bite into the fruit. Physically demonstrate your relevant value proposition for the customer to appreciate its benefit and go for it
M&M Values
Extreme driving pleasure
OUR DELIVERY
e promise to deliver our ingenious service for your ingenious drive
Pleasure of maneuverability Fresh feel inside
Our workshop is
ingeniously designed to surprise you with caring
Safety methods in use
Meticulous hygiene
Cleanliness above all
Coherent motivation
Our team work is
Coherent execution
ingeniously coherent to exceed your expectations

Common customer oriented objective Seamless team Changing definitions of aesthetics - Tattoo on body - New hair styles and jewellery Innovative accessibility-ATM In sync with emerging trends - Health consciousness - New retail experiences Unique individual expertise
OUR ATTITUDE
Safety, Hygiene and Cleanliness are specific ergonomic factors that need to be ingrained in all of us to empower Ingenious Drive
OUR BEHAVIOUR
OUR ACTION
We observe the latent
market trend to optimise our service for you
A FEW EXAMPLES SAFETY:

Employees must be inspired to apply safety methods in a routine manner at the Customer Care shopfloor. We should provide safety related materials and ensure that everybody uses relevant material in all actions on a regular basis. Personal safety consciousness will transcend to the customer safety deliverable.
HYGIENE : Working with gloves as an icon (garage)

Hygiene is a basic factor in human civilization and applies at the personal level. Hygiene is invisible. Bad sanitation, unclean or wrong practices can destroy health and in turn jeopardize the deliverables.
CLEANLINESS :
Be clean in every aspect of work. This consciousness must be a collective effort that Toilet as icon can vibrate positive working environment for (garage and the employee and the customer. Only showroom) cleanliness can increase the mental spirit to deliver the Ingenious Drive value. Both back end and front end cleanliness will create an impact in our customers mind. Our working place will always be a consumable area so it is important to have a cyclic mechanism of dirt removal at every necessary moment.
INGENIOUS RISHTEY (RELATION)

Weve chosen to be a customer-centric organization. Customer Devo Bhava. It is easy to say, But difficult to practice. It requires not just a change in attitude. It requires a change in processes. This coaching manual deals primarily with the change in processes because, as Indians, we are not very familiar with following processes. Practice makes us perfect. But first we must know what we should practice. Hence this manual. The matter of attitude is a lot simpler. As Indians all of us know how to treat our guests and relatives. It is in our nature to be hospitable to them. What is the attitude with which you would take care of a relative of yours who visits your showroom or service center? All of us know, instinctively. We do not need to be told. Its just that we have never really seen our customers as a person with whom we have a lifelong rishtaa (relationship). Its actually a rishtaa that goes beyond the lifetime of a vehicle. By keeping our brands up-to-date the same family will be our rishtadaars (relatives) for generations to come. They will become our brand champions and recommend that more of their own friends and relatives become our rishtadaars. Our relationship with a customer goes beyond a sale. If the customer sees himself or herself to be part of the Mahindra family he or she will keep coming back to our service center, keep recommending our products to his or her friends and relatives. The message on attitude is simple. Treat every prospect as a relative-to-be. Treat every customer as you would treat your own relative. The message on processes is a lot more difficult. We have to get it right, every time. The slightest mistake leaves us with an unhappy relative. But even there, it might be a matter of attitude. The Dabbawallahs of Mumbai get it right every time, so much so that they have been awarded a Six Sigma certificate. They get it right because they would not want to let down their own customers, their own extended family. As we are all extended family of Mahindra, LET US TREAT EVERY CUSTOMER LIKE A RELATIVE AND PROVIDE AN EXPERIENCE BEYOND EXPECTATION.
M&M Promise
Bring ingenious work culture in the customer care team like a honey comb which is inter linked
Define ideal character of customer care team to create customer value beyond expectation
Pleasant Polite Smiling Initiative
GATE KEEPING ASSISTANT MUST HAVE THE ATTRIBUTES OF A DEER
Alert and watchful Vigilant and disciplinarian towards employees
WORKSHOP SUPERVISOR MUST HAVE THE ATTRIBUTES OF A GOOSE LEADING OTHER GEESE IN A V FORMATION
Motivator for teamwork Delegation of work Punctual Planner Leadership High technical skill Solution provider Good judge of people A technical knowledge Process oriented Meticulous

TECHNICAL SPECIALIST MUST HAVE THE ATTRIBUTES OF A HORSE
Meticulous High accuracy Highly disciplined Strong technical knowledge Confidence Curiosity Good diagnostic skills Analytical capabilities Speed
Works independently Technically sound Quick response Highly responsible

SPOT CARE EXECUTIVE MUST HAVE THE ATTRIBUTES OF A PILOT
Helpful attitude Works under crisis Must inspire confidence
Soothing Charming Well informed Alert

HOSTESS/ ICR EXECUTIVE MUST HAVE THE ATTRIBUTES OF A PEACOCK
Receptive Organised Inviting
HOSPITALITY MANAGER MUST HAVE THE ATTRIBUTES OF A WHITE DOVE
Soothing Charming Well informed Alert Receptive Organised Inviting Solution provider Planner Innovative Pursuation power Tactful / Diplomatic
Inviting Hygienic Punctual PANTRY ASSISTANT MUST Caring HAVE THE ATTRIBUTES OF A LOTUS
SERVICE MANAGER MUST HAVE THE ATTRIBUTES OF A MUSICAL CONDUCTOR
Bandmaster Strategist Hospitable Motivator Good public relations Good organisor Time management capability Team builder Customer orientation Business acumen Leadership
Receptive Knowledgeable Good communication skills

SERVICE ADVISOR MUST HAVE THE ATTRIBUTES OF A ZEBRA
Customer oriented Business oriented Trend driver Leadership skills Inspires people
DEALER OWNER (AS LEADER) MUST HAVE THE ATTRIBUTES OF A GIRAFFE
Transparency in operations Quick Helpful attitude Accurate at work

ACCOUNTS EXECUTIVE MUST HAVE THE ATTRIBUTES OF A FOOTBALL MATCH REFEREE
Pro-active Solution provider
Good communication skills Open and receptive High on intelligence
Sees the big picture Expert in his area Key responsibility of one man
DRIVER MUST HAVE THE ATTRIBUTES OF A WHITE ROSE
Attentive Punctual Hygienic Knowledge Common sense Careful in handling Polite Hard working Disciplined
How employees in every function can deliver the 4 values to the customer
Flow chart of Ingenious Experience in Customer Care
Breakup of flow chart into 5 steps
STEP A
1 & 31
on vice lati Re & ser g g etin ldin bui mark
Build trust in customer Manage customer contact processes from a customers perspective Following up after every customer contact Provide support in developing additional vehicle sales, parts and service business for the dealership Maintaining relations with existing customers Caring for customer and solution provider Portray that value customer business Win the customer for life Value proposition would enhance ownership experience and ensures assured business Business Growth

y alit Qu rk Wo
STEP C
13 to 19

Ensure high quality work Minimize repeat repair Improve workshop productivity and efficiency Facilitate more effective repair process Avoid customer queues so maximizing convenience Additional selling of services
STEP D
(Post Service Delivery)
20 to 30

STEP B
2 to 12
g dlin han joint le est Gu vehic tion d pec an ns i
Facilitate more effective reception process Spread workload Avoid customer queues so maximizing convenience Build customer trust & confidence Ensure thorough understanding of work to be done Generate incremental business opportunity (additional labour and parts) Enables optimal workshop planning and utilization Realistic cost and time estimate Avoid potential disputes and customer dissatisfaction Ensure customers stay at dealership is comfortable and/or productive
g dlin han e s s ln est Gu h e l p f u &
Intimation when vehicle is ready Explaining all works done & charges Advising likely future work & care/ maintenance The payment process is pleasant Customer sees Value for money Reassures customer that work identified has been fully completed at agreed price & time Leaves customer with a positive last impression regarding services offered by the dealership
STEP E
Preventing and Resolving Customers Dissatisfaction
e& ctiv rre ntive Co ve e s pre a s u r me
31
Capture 100% customer dissatisfaction emerging from different sources Assign ownership / tracking of dissatisfaction closure Maximum efforts must be made to convert dissatisfied customer to complete satisfaction
Table of Contents
STEP A I STEP A II STEP A III STEP A IV STEP A V Post sale letter...................................................11-13 3rd day contact .................................................14-17 30th day contact ...............................................18-19 Periodic maintenance service reminder ..........20-21 Post Service Contact.........................................22-26 Seasonal Greetings ............................................... 27
STEP A
STEP A VI
STEP A VII Customer Events.................................................... 28 STEP A VIII Vehicle Clinics ..................................................29-30 STEP A IX Value proposition packages ................................. 31
Service Initiation - 10.8% In Service Experience - 9.1% User Friendly Services - 13.9%
10
CSI Influencers Overall Service Initiation Reasonable time to see you Rate time to speak to someone Service advisor overall Overall in-service experience Overall service delivery experience Rate time took to pick up vehicle Promptness in delivering vehicle Explanation of work performed Explanation of charges Process of paying for service Value of service received
Consideration for your time Dealership values your business Convenience of operating hours Reasonable time for servicing Informed when vehicle would be ready Reasonable wait at service center Informed when service was completed Contracted after service Notified for service Open during late hours Open on weekends Transportation provided
10
HIGH EMOTIONAL CONNECT AND CARE
l cu Virtua gramme ro care p
STEPtA er s om
POST SALE LETTER

Dealer Activities
Obtain data base of customers whose vehicle were delivered the previous day [Correct mailing address] Update customer Identity and vehicle history register with complete details (page no. 13) Generate post sale letter (page no. 12) Mail the letter Update customer Identity and vehicle history register (page no. 13)
People Profile
Ingenious customer relationship executive Hospitality Manager
Customer expectation
Contacted after sale Congratulated for purchase Valued my business CSI Influencers Thanked for purchase Dealership values your business Dealer stands behind service Value of service received
Facilities
Dealer management software Dedicated PC Mailing System
Value beyond expectation

Customer to be treated special
Send gift hamper Senior personnel from dealership visiting customer
Measurables
100% letters to be sent within 5 working days Up-keeping of vehicle history register
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A STEPtomer s
POST SALE LETTER

Template for Customer Communication
Post sale within one week of purchase (On Dealer Letterhead)
Date : _______________
To, ______________________________________ Customer name ___________________________ Add _____________________________________ Dear Mr. xx or Ms. xx, You have undoubtedly made a great choice in becoming the proud owner of an M&M vehicle that gives you an Ingenious Drive. At (Sangam Auto) it is a matter of esteem to be servicing your vehicle with the highest uptime. Our only endeavour is to see you enlarge your experience of the (Scorpio) according to your desire. To deliver Your Ingenious Drive, M&M have trained our works manager, service advisors, supervisors and mechanics to ingeniously handle the new generation technology used in your vehicle. We are equipped with M&M special tools designed to work exclusively on your vehicle. Our in-house facilities include .twin post, paint booth, PUC and computerized wheel alignment. When you bring your (Scorpio) in for service, we assure you of its thorough examination and high professional handling so we can return it to give you immense pleasure in driving. Let me introduce our service advisors to you: Mr. vvv (tel:000) and Mr. bbb (tel:999). Please feel free to call them whenever you need our service or any assistance in connection with your vehicle. They will be happy to respond to you. I am also available for your service, so please do not hesitate to call me if you need to. Congratulations once again for bringing home the Scorpio, and thank you for choosing us to service your ingenious M&M vehicle. Yours sincerely, Dealer owner
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A STEPtomer s
I
Email City R Tel O
POST SALE LETTER

Template for Dealer Use
Customer identity and vehicle history register
Mobile Model Sr. No. Dt. of Sale Post Sale letter 7th Day Contact 30th Day Service Reminder Contact 1 2 3 4 5 6 Birthday Card
Veh.(V) Cust.(C) Spouse (S) Anniv. Card Wed.(W) Veh.(V)
Sr. No.
Cust. Name
ADD 1
ADD 2
Remarks
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STEPtA er s om
II
3rd DAY CONTACT

Dealer Activities
Generate list of 3rd day customers from customer Identity and vehicle history register (page no. 13) Dial the customer number and administer 3rd day contact telephonic script (page no. 15-17) a. Customer is satisfied 1) Thank the customer b. Customer is dissatisfied 1) Identify customer dissatisfaction 2) Fill up customer concern capture form (page no. 100) 3) Apologize for the inconvenience 4) Assure him / her to get back Inform extended hours of working and sundays working, pickup / drop facilities, if applicable
People Profile
Contacted after sale Valued my business CSI Influencers Dealership values your business Dealer stands behind service Open during late hours Open on weekends Transportation provided Value of service received
Facilities
Dealer management software Dedicated Telephone lines Dedicated PC

Extreme care and apologetic
Visit by Senior dealership personnel in case of dissatisfaction
Measurables
Percentage customers contacted on 3rd day
14
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A STEPtomer s
II
Sam ple 2
3rd DAY CONTACT

3rd day call script - post sales
Sam ple 3 NOTES
Sam ple 1 Hello , am I speaking to M r/M s/Dr . Good m orning sir, this is a call from (dlr nam e). regarding the (vehicle nam e) we delivered to you on . . May I continue sir ? what is it about ? Thank you sir . My nam e is . And I work in the custom er care cell . I am calling to find out about your purchase experience with (dlr nam e) I am satisfied . Thank you.
Good m orning sir, this is ---- calling from .. (dlr nam e) regarding the (vehicle nam e) we delivered to you on . . May I continue sir? I am busy now Sir sorry to have bothered you when you were busy. This call was about the vehicle we delivered to you. Can I contact you back later? call m e past 5 in the evening .
Good m orning sir, this is ---- calling from .. ---- regarding the (vehicle nam e) we delivered to you on . . Can I take a couple of m inutes sir ? sorry not now
It is m ore professional to use Mr. / Ms / Dr
Use "Sir" in between dialogues as appropriate. Give out your full nam e , this is m ore professional and also it reduces speed of your speech thereby m aking it easy for custom er to rem em ber your nam e
My apologies sir. W hat would be a good 3 tim e to speak to you ? This was about the vehicle we delivered to you. tom orrow 4
ensure you have custom er data in front of you (best if you have a PC ) - nam e , address , m odel , sr. num ber , date of sale , nam e of SC , where delivered i.e. showroom /office/workshop/house etc and a blank CCFs with you before you start m aking calls. CCF should be opened for 100% calls m ade. always try to capture / re verify custom ers landline telephone during conversation as cell num bers change frequently ! Ask custom er if he will receive post if sent to (read his address as in your records / correct as appropriate.
Mr. ---- , good to hear that . My record shows that Am it was the SC who dealt with you. How do you rate him on his knowledge on a scale of 1 to 10 where 7 is average and 10 is excellent. 8
thank you sir . Have a good day / evening.
thank you sir . I will call you tom orrow about sam e tim e. Is that ok with you sir ?
called back
no please call m e early m orning or late evening very well sir , I will call you tom orrow m orning / evening at
If there is a concern highlighted which you have prom ised to resolve . Please ensure you have opened concern capture form and given a follow-up call to verify closure note the choice of word "concern" in script instead of "problem "
on the sam e scale Sir , how do you rate him on his honesty and sincerity in dealing with you. 7
Good evening sir, this is .. calling from (dlr nam e), I spoke to you this m orning / afternoon etc . May I continue sir ? yes please
if a custom er is highly irritated and shouting allow him to vent his anger , do not try justify. After custom er stops , say we cannot possibly undo the experience you had , and apologize. Ask what would it take to satisfy him . Ensure you disc this with DP/M&M and take action / send apology letter as appropriate
7 is a poor rating sir, what would have m ade you to rate us better ?
Sir I am calling to find out how satisfied were you with the purchase experience at our dealership.
Verify and train ICR on how to m ake useful MIS out of the 7th / 30th day calls concerns . P = product related com m ents e.g. squeak, AC , bouncy etc , S = sales consultant related com m ents e.g. gave wrong info , poor knowledge etc, D = delivery related com m ents e.g. delay , poor experience etc, W = warranty ,F = dealer facility related com m ents e.g. crowded, pantry service poor etc. THIS IS ONLY SUGGESTIVE PLEASE GUIDE APPROPRIATELY. YOU MAY W ANT TO BREAK P INTO SUB GROUPS .
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A STEPtomer s
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3rd DAY CONTACT

a re yo u re a lly se rio u s a b o u t custom e r satisfaction? S ir w e a re . Th o u g h u n in te n tio n a l ,so m e tim e s w e fa il to m e e t a ll e xp ecta tions of our custom ers thus these feedbacks help us to co rrect the sh ortcom ings and m istakes. w e ll , I a m n o t a t a ll sa tisfie d w ith ( th o ro u g h ly d is sa tisfie d / ve ry u n h a p p y ) w ith th e m a n n e r in w h ich m y d e live ry w a s h a n d le d . O u r apologies sir. C ould you p le a s e te ll m e w h a t w e n t w ro ng M r. ---- . Is th e re s o m e th in g p e n d in g that I can help re solve ? S a m p le 7
w rite d o w n c u s to m e r ve rb a tim o n re ve rse o f C C F a n d a c k n o w le d g e fe edback appro pria te ly S ir th e d a y yo u c a m e to ta ke d e live ry o f yo u r ----- w a s th e ve h ic le re a d y a n d d e live re d a t p ro m ise d tim e ?
it w a s
sir la st q uestio n - how satisfied w e re yo u w ith e xp la n a tio n o f th e ve h icle fe a tu re s , ve hicle w a rranty and service in te rval e xp la n a tio n s ..O n a s ca le o f 1 to 1 0 w h e re 7 is a ve ra g e a n d 1 0 e xc e lle n t? 9
it is a new ve hic le an d a lre ad y has a p ro b le m o f sq u e a k in g n o ise fro m re a r.
n o th in g p e n d in g b u t I d id n o t g e t th e R C b o o k ye t
S a m p le 4
S a m p le 5
S ir I a m s o rry to h e a r yo u h a ve a c o n ce rn o f s q u e a k in g n o is e . W e w ill h a ve it ve rifie d rig h t a w a y b y o u r service center. S ir can I ask our s e rvice a d viso r to c a ll yo u n o w ?
M r. ---- th a n k yo u fo r g ivin g m e tim e to speak to you. M y nam e is ---- , I w ill call yo u a p p ro x 3 0 d a ys fro m n o w to fin d o u t a b o u t h o w is th e p e rfo rm a n c e o f yo u r ve hic le . Th ank s again and happy m o to rin g ! th a n k s
S ir w e delive r all docum ents ( in v , ta x to ke n , a t d e live ry e xce p t R C book / sm art card w h ich th e R TO issu e s a fte r -- d a ys. W e re yo u n o t in fo rm e d a b o u t th is s ir ? n o . if th e y h a d I w o u ld n o t h a ve p o in te d th is o u t
I w a s c a lle d a t 3 a n d ve h ic le w a s n o t re a d y !
ye s , th e re w a s scra tch p roblem on th e car th a t w ill b e n ice o f yo u and I w a s to ld som eone w ill call m e to a tte n d th e sa m e . N o o n e h a s ca lle d so fa r !
S ir I a p o lo g ize th a t is n o t w h a t h a p p e n s h e re , it is u n fo rtu n a te th a t yo u e xp e rie n ce d th is. D id n o t so m e o n e in fo rm yo u a b o u t th e p o s sib le d e la y in a d va n c e ? if th e y h a d w h y s h o u ld I co m e e a rly , d o yo u th in k w e h a ve n o o th e r w o rk to d o ?
S ir I a p o lo g ize if p ro m ise has been m issed. sir , you w ill get a call w ith in 30 m ins. I h a ve ta k e n n o te a n d yo u w ill re ce ive a C a n I ta ke a co up le o f m o re m in u te s o f ca ll from us w ith in 15 m ins to address your yo u r tim e sir ? co ncern. w ill th e y b e a b le to d o a g o o d jo b ? S ir A m it is th e s a le s co n w h o d e a lt w ith yo u . H o w d o yo u ra te h im o n h is k n o w le d g e o n a sca le o f 1 to 1 0 w h e re 7 is a ve ra g e a n d 1 0 e xce lle n t.
G o o d d a y s ir .
I a p o lo g ize a g a in fo r th is a n d a ssu re th a t I w o u ld p o in t th is o u t to o u r m a n a g e m e n t . A n y o th e r feedback yo u like to give m e sir ? n o n o th in g m o re
S ir , I h a ve n o te d th is fe e d b a c k a n d w ill re p o rt to o u r m a n a g e m e n t. I a m a g a in ve ry sorry fo r th is lapse on our part to in fo rm a b o u t p o ssib le d e la y in d e live ry. o k th a n ks
S ir w e h a ve h i te c h p a in t b o o th w h ich g ive s 9 , h e w a s e xce lle n t ! fa ctory finish painting. R e st assure d on our g o o d w o rkm a n s h ip . o k , w ill w a it fo r th e ca ll o n th e sa m e sca le h o w d o yo u ra te h im o n h is h o n e s ty a n d s in c e rity in d e a lin g w ith yo u .
M r. --- if yo u p e rm it I w a n t to ta ke ju st 2 m o re m in u te s . M a y I s ir ?
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A STEPtomer s
II
yes
3rd DAY CONTACT

Mr. --- if you please perm it m e I want another 2 m inutes from you please M ay I ? Mr. --- if you perm it I want to take just 2 m ore m inutes . May I sir ? 9
Sir Am it is the sales con who dealt with you. H ow do you rate him on his knowledge on a scale of 1 to 10 where 7 is average and 10 excellent. 7
Sir Am it is the sales con who dealt with you. H ow do you great sir ,w hat did you really like about am it? rate him on his knowledge on a scale of 1 to 10 where 7 is average and 10 excellent. there were 2 3 people I dealt with I am a little confused write down custom er verbatim on reverse of C C F and acknowledge feedback appropriately
on the sam e scale how do you rate him on his honesty and sincerity in dealing with you. 6
Sir Am it is the sales con who dealt with you. H ow do you rate him on his knowledge on a scale of 1 to 10 where 7 is average and 10 excellent. 8
sir I am referring to the sales consultant with whom you finalized your deal , his nam e was am it how would you rate him on his knowledge . poor , 5 or 6 , he kept checking back on m y questions to him with others write down custom er verbatim on reverse of C C F and acknowledge feedback appropriately
Sir the day you cam e to take delivery of your ----- ,was the vehicle ready and delivered at prom ised tim e? it was on a scale of 1 to 10 where 7 is average and 10 excellent - how satisfied were you with explanation of the vehicle features , vehicle warranty and service interval explanations M r. ----9
Sir both ratings are poor , can you please tell m e what he lacked ? write down custom er verbatim on reverse of C C F and acknowledge feedback appropriately Sir the day you cam e to take delivery of your ----- ,was the vehicle ready and delivered at prom ised tim e? it was
on the sam e scale how do you rate him on his honesty and sincerity in dealing with you. 7
Sir 7 is a poor rating , can you please tell m e what he lacked ? write down custom er verbatim on reverse of C C F and acknowledge feedback appropriately
got it sir , I have m ade a note of this
Sir the day you cam e to take delivery of your ----- ,was the M r. ---- thank you for giving m e tim e to speak to you. vehicle ready and delivered at prom ised tim e? M y nam e is ---- , I will call you approx 30 days from now to find out about how is the perform ance of your vehicle . Thanks again and happy m otoring ! thanks
Mr. --- on a scale of 1 to 10 where 7 is average and 10 excellent - how satisfied were you with explanation of the vehicle features , vehicle warranty and service interval explanations M r. ----9
Mr. -- on a scale of 1 to 10 where 7 is average and it was 10 excellent - how satisfied were you with explanation of the vehicle features , vehicle warranty and service interval explanations M r. ----9
Mr. ---- thank you for giving m e tim e to speak to you. My nam e is ---- , I will call you approx 30 days from now to find out about how is the perform ance of your vehicle . Thanks again and happy m otoring ! thanks
Mr. ---- thank you for giving m e tim e to speak to you. My nam e is ---- , I will call you approx 30 days from now to find out about how is the perform ance of your vehicle . Thanks again and happy m otoring ! thanks
on a scale of 1 to 10 where 7 is average and 10 excellent - good day sir . how satisfied were you with explanation of the vehicle features , vehicle warranty and service interval explanations M r 9
Mr. ---- thank you for giving m e tim e to speak to you. My nam e is ---- , I will call you approx 30 days from now to find out about how is the perform ance of your vehicle . Thanks again and happy m otoring ! thanks good day sir .
good day sir .
good day sir .
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STEPtA er s om
III
30th DAY CONTACT

Dealer Activities
Generate list of 30th day customers from customer Identity and vehicle history register (page no. 13) Dial the customer number and administer 30th day contact telephonic script (page no.19) a. Customer is satisfied 1) Thank the customer b. Customer is dissatisfied 1) Identify customer dissatisfaction 2) Fill up customer concern capture form 3) Apologize for the inconvenience 4) Assure him / her to get back Inform extended hours of working and sundays working, pickup / drop facilities, if applicable
People Profile
Contacted after sale Valued my business
CSI Influencers Value of service received Dealership values your business Dealer stands behind service Open during late hours Open on weekends Transportation provided Convenience of operating hours
Facilities
Dealer management software Dedicated Telephone lines Dedicated PC

Extreme care and apologetic
Visit by Senior dealership personnel in case of dissatisfaction
Measurables
Percentage customers contacted on 30th day
18
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A STEPtomer s
III
30th DAY CONTACT

30th day call script - post sales
NOTES 1 It is m o re p ro fe s s io n a l to u s e M r. / M s . / D r. .. 2 U s e "S ir" in b e tw e e n d ia lo g u e s a s a p p ro p ria te . 3 G iv e o u t y o u r fu ll n a m e , th is is m o re p ro fe s s io n a l a n d a ls o it re d u c e s s p e e d o f y o u r s p e e c h th e re b y m a k in g it e a s y fo r c u s to m e r to re m e m b e r y o u r n a m e 4 e n s u re y o u h a v e c u s to m e r d a ta in fro n t o f y o u (b e s t if y o u h a v e a P C ) - n a m e , a d d re s s , m o d e l , s r. n u m b e r , d a te o f s a le , n a m e o f S C , w h o m a d e 3 rd d a y c a ll , w h a t w a s c o m m e n t / a n y c o n c e rn s h ig h lig h te d in 3 rd d a y c a ll is re s o lv e d ( if c o n c e rn s till o p e n , ta k e s ta tu s o f th e c o n c e rn a n d s ta rt c a ll b y g iv in g a n u p d a te o n th e o p e n c o n c e rn ) a n d a b la n k C C F s w ith y o u b e fo re y o u s ta rt m a k in g c a lls . A L L C C F s A R E T O B E F IL E D F O R V E R IF IC A T IO N A N D S IG N A T U R E B Y A R E A O F F IC E . C C F S H O U L D B E O P E N E D F O R 1 0 0 % C U S T O M E R S W H E T H E R S A T IS F IE D O R H A S A C O N C E R N . A N Y R A T IN G O F 8 A N D A B O V E IS G R E E N ELSE RED. 5 a lw a y s try to c a p tu re / re v e rify c u s to m e rs la n d lin e te le p h o n e d u rin g c o n v e rs a tio n a s c e ll n u m b e rs c h a n g e fre q u e n tly ! A s k c u s to m e r if h e w ill re c e iv e p o s t if s e n t to (re a d h is a d d re s s a s in y o u r re c o rd s / c o rre c t a s a p p ro p ria te .
S a m p le 1 H e llo , a m I s p e a k in g to M r. . G o o d m o rn in g s ir, th is ----- fro m ----- (d e a le r n a m e ) yes M a y I c o n tin u e s ir ? T h a n k y o u s ir . Y o u w ill p ro b a b ly re c o lle c t th a t I ( m y c o lle a g u e ----) h a d s p o k e n to y o u fe w w e e k s b a c k o n y o u r n e w ( v e h ic le n a m e ). T h is tim e I a m c a llin g to fin d o u t h o w y o u a re e xp e rie n c in g th e p ro d u c t a n d its p e rfo rm a n c e .
I h a v e n o t u s e d it m u c h , s o fa r o k . O R y e s th a n k s it is d o in g w e ll O R g o o d , w e a re e n jo y in g th e v e h ic le [O R I a m re a lly d is a p p o in te d w ith ---- O R I a m fe d u p m a k in g c a lls to y o u r s h o w ro o m / s e rv ic e c e n te r e tc - in w h ic h c a s e ta k e h e lp fro m 3 rd / P S s c rip ts s e n t e a rlie r] T h a n k y o u M r. --- . S ir , th e firs t s e rv ic e fo r y o u r c a r w ill fa ll d u e a t ---- k m s a n d w e w ill re m in d y o u w h e n it w ill fa lls d u e . ok M r. ---- to e s tim a te w h e n to s e n d y o u th e re m in d e r m a y I p le a s e k n o w h o w m u c h m ile a g e y o u a re lik e ly to c o v e r in a m o n th ? its a b o u t 2 5 to 3 5 k m p e r d a y (fo r e .g .) s ir th is w o u ld m e a n a b o u t 9 0 0 to 1 0 0 0 k m p e r m o n th a n d y o u r 5 k s e rv ic e w ill fa ll d u e in a b o u t 5 m o n th s u s e , rig h t s ir ? [ p le a s e h a v e a m ile a g e c h a rt o r c a lc u la to r to q u ic k ly c a lc u la te b a s e d o n d a ily o r m o n th ly ru n th a t c u s to m e r s p e a k s . A C A L L D U E D A T E IN D M S / E X C E L S H E E T T H A T Y O U U S E S U C H T H A T R E M IN D E R D O E S N O T G E T M IS S E D OUT] yes fin e s ir , I w ill re m in d d u rin g --- w e e k o f (m o n th ) fo r y o u r s e rv ic e d u e . W h o m s h o u ld I c a ll to re m in d s ir ? y o u c a n c a ll m e O R ---- O R ---T h a n k s fo r y o u r tim e M r. ---- . I a m ---(n a m e ) , h a p p y m o to rin g !
6 If th e re is a c o n c e rn h ig h lig h te d w h ic h y o u h a v e p ro m is e d to re s o lv e . P le a s e e n s u re y o u h a v e o p e n e d C C F (c o n c e rn c a p tu re fo rm ) a n d fo llo w e d u p c a ll to v e rify c lo s u re o f c o n c e rn w ith in re a s o n a b le tim e . A R E A O F F IC E T O G U ID E 7 n o te th e c h o ic e o f w o rd "c o n c e rn " in s c rip t in s te a d o f "p ro b le m " 8 if a c u s to m e r is h ig h ly irrita te d a n d s h o u tin g a llo w h im to v e n t h is a n g e r , d o n o t try ju s tify . A fte r c u s to m e r s to p s , s a y w e c a n n o t p o s s ib ly u n d o th e e xp e rie n c e y o u h a d , a n d a p o lo g iz e . A s k w h a t w o u ld it ta k e to s a tis fy h im . E n s u re y o u d is c th is w ith D P /S e r M g r / M & M a s a p p lic a b le a n d ta k e a c tio n / s e n d a p o lo g y le tte r a s a p p ro p ria te 9 if th e re is c o n c e rn d u rin g 3 0 th d a y c a ll , th e g u id a n c e s c rip ts w ill b e a s in 3 rd / p o s t s e rv ic e s c rip ts p ro v id e d e a rlie r
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IV
PERIODIC MAINTENANCE SERVICE REMINDER

Dealer Activities
Send service reminder every 50th day from date of sale or date of last service Generate list of customers serviced day minus 50 Use periodic maintenance service reminder letter (page no.21) and send to these customers Make a follow up telephone call on 60th day onwards for list of customer generated in the above step Update customer Identity and vehicle history register (page no.13) Inform extended hours working, sundays working, pickup / drop facility, if applicable
People Profile
Ingenious customer relationship executive Driver Hospitality Manager
Contacted after sale Valued my business Reminded me on routine maintenance services
CSI Influencers Notified for service Value of service received Dealership values your business Dealer stands behind service Open during late hours Open on weekends Transportation provided Convenience of operating hours
Facilities
Dealer management software Dedicated PC Telephone lines Mailing system

Vehicle pick and drop facility Overnight services Send SMS regarding service due Send E-mail regarding service due Service the vehicle at customer place
Measurables
Percentage customers service reminder sent Percentage customers responded Customer retention
20
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A STEPtomer s
IV
PERIODIC MAINTENANCE SERVICE REMINDER

Periodic maintenance service letter)
(Manual Data Deficient system) (On dealership letter head)

Dear Mr. xx / Ms. yy, I am confident you are enjoying an Ingenious Drive with your M&M vehicle. To service your driving pleasure with optimum uptime, may we would request you to follow the service intervals given below: 1st service 2nd service 3rd service 4th service Subsequent services would be after every xx kms for your Scorpio. (customize the letter according to the vehicle type for every customer) When your vehicle crosses the requisite kilometerage, please allow us to provide you with timely servicing to ensure finest vehicle performance for your ingenious driving pleasure. Should you have any query or need some assistance please do not hesitate to telephone and we will be happy to be of service to you. Yours sincerely,
Ingenious Customer relationship Executive Contact no.:
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POST SERVICE CONTACT

Dealer Activities
Generate list of customers attended day minus 3 Dial customer telephone number Administer telephonic script mentioned below Customer is satisfied Customer is dissatisfied Thank the customer Use customer concern capture Form (page no. 100) Apologize for inconvenience Assure him / her to get back If customer is not contactable, after repeat attempts for 3-5 days, send post service contact letter (page no. 26) Inform extended hours of working and sundays working, if applicable
People Profile
Ingenious customer relationship executive Driver Hospitality Manager
Contacted after service Value my business
Facilities
Dealer management software Dedicated PC Telephone lines Mailing system

Extreme care
Vehicle picked up, repairs completed to customer satisfaction and dropped back Senior person visit the customer
Measurables
Percentage customer contacted after service
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A STEPtomer s

Post service contact call script
Sam ple 2 Sam ple 3 N O TES
Sam ple 1 H ello am I speaking to G ood m orning sir, this is ---- calling from --- regarding your (vehicle nam e) that was attended at our service center on . . May I continue sir?
G ood m orning sir, this is ---- calling from .. May I continue Sir ?
G ood m orning sir, this is ---calling from ---- regarding your (vehicle nam e) we attended at our service center on ----- C an I take a couple of m inutes sir ? sorry not now
It is m ore professional to use Mr. / Ms / D r
what is it about ? Thank you sir . I work in the custom er care cell . and I am calling to find out how is your (veh nam e ) perform ing.
I am busy now
U se "Sir" in between dialogues as appropriate. G ive out your full nam e , this is m ore professional and also it reduces speed of your speech thereby m aking it easy for custom er to rem em ber your nam e
My apologies sir. W hat would 3 Sir sorry to have bothered you when you were busy. May I contact you back be a good tim e to speak to you ? later , this was to take feedback on your vehicle that we serviced on ---- ? you can call m e on or at -----tom orrow 4
I am satisfied . Thank you.
ensure you have custom er data in front of you (best if you have a PC ) - nam e , address , m odel , sr. num ber ,m ileage , date of sale ,date of service, nam e of SA , who cam e to workshop (owner / fam ily m em ber / driver - put a process by which SA m akes a note of this info on job card) and a blank C C Fs with you before you start m aking calls. ALL C C Fs ARE TO BE FILED FO R VERIFIC ATIO N AN D SIG N ATURE BY AREA O FFICE. CCF SHO U LD BE O PENED FO R 100% CUSTO M ERS W H ETHER SATISFIED O R HAS A CO NCERN. AN Y RATING O F 8 AN D AB O VE IS GREEN ELSE RED.
Mr ---- , good to hear that . I would like you to spare m e 2 m ore m inutes , is it ok with you sir?
thank you sir . H ave a good day / evening.
right sir , I will call you tom orrow around noon
always try to capture / re verify custom ers landline telephone during conversation as cell num bers change frequently ! Ask custom er if he will receive post if sent to (read his address as in your records / correct as appropriate. If there is a concern highlighted which you have prom ised to resolve . Please ensure you have opened C C F (concern capture form ) and followed up call to verify closure of concern within reasonable tim e. AR EA O FFIC E TO G U ID E note the choice of word "concern" in script instead of "problem "
go ahead
called back
no pls call m e early m orning or late evening
My record shows that Am it was the SA who attended your request for service. H ow do you rate him on his knowledge and expertise on a scale of 1 to 10 where 7 is avg and 10 excellent. actually I did not go to workshop , it was m y son
G ood------ sir, this is .. calling from A m otors , I spoke to you this m orning / afternoon etc . May I continue sir ? yes go ahead pls
very well sir , I will call you tom orrow m orning / evening at
if a custom er is highly irritated and shouting allow him to vent his anger , do not try justify. After custom er stops , say we cannot possibly undo the experience you had , and apologize. Ask what would it take to satisfy him . Ensure you disc this with D P/Ser Mgr / M&M as applicable and take action / send apology letter as appropriate Verify and train IC R on how to m ake useful MIS out of the post service calls concerns . P = product related com m ents e.g. squeak, AC , bouncy etc , S = service related , SA = service advisor related com m ents e.g. poor knowledge, in a hurry , discourteous etc, D = delivery related com m ents e.g. delay , poor experience etc, W = w arranty ,F = dealer facility related com m ents e.g. crowded, pantry service poor etc. TH IS IS O N LY SU G G ESTIVE PLEASE G U ID E APPRO PR IATELY. YO U MAY W AN T TO BREAK P IN TO SUB G R O U PS .
sir . Is there som e feedback that you have that your son told m ight have you about our service delivery. O r Mr -can I speak to your son and get a feedback? ( use typical sequence of questions 1. SA know ledge & expertise 2. courtesy & honesty of SA 3. providing cost & tim e estim ate 4. explanation of w ork done & charges 5. overall quality of service experience on a 1 to 10 rating w here 7 is avg and 10 excellent)
Sir as per our records your ---- was attended by our service center on ---- . I was calling to find out if it is perform ing to your satisfaction
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Sir we are . Though purely unintentional I am fed up sending my vehicle to you I am sorry to say that your services are yes it is working fine ,sometim es we fail to meet all expectations of people I think I need to now take it up really bad our customers thus these feedbacks help us to with Mahindra correct the shortcom ings and m istakes.
(it is always beneficila to know in advance from records who brought veh for service owner / fam ily or driver , have a process by which SA is expected to m ark on the RO this information) if driver then - sir you are probably aware through your driver that we offer cost & tim e estim ate before repair , do you feel you receive value for services received yes
well , I am not at all satisfied
Mr ---- m y nam e is ---- and I am in the Sir m ay pls ask you what went wrong custom er care cell . I understand that during service of your --you are upset with us , m ay I pls request you to give m e an opportunity to resolve your concern how can you resolve when your technical people are unable to solve the problem for last 2 visits ? your service quality is poor and you fleece custom ers on your charges
thank you sir . Time permitting I would request you to visit our service center that is very conveniently located at .. . W e also work extended hours and are open on sundays ( this script should be used w henever felt appropriate for the situation) ok
Our apologies. Could you pls tell me what went wrong Mr ---- . Is there something that is bothering you that I can help resolve ?
Mr -- thank you . My record shows that Am it was the SA who dealt with your request for service. How do you rate him on his knowledge and expertise on a scale of 1 to 10 where 7 is avg and 10 ll 9
you people think only your time is precious ? W hy is that there a delay on giving back vehicle , when a time was promised in the m orning ? My wife had to wait at your service center for over 1 hour to pick up vehicle as it was not ready ! Sir m y apologies . That is not what is a routine here. Infact our ontime rates are .% . I can understands how Mam would have felt waiting at the service center , I am very sorry abt this lapse sir and would surely take this up in our internal review. ok thanks
Mr --- I am assuring you of a resolution , do give me a chance
Sir , my apologies that is not what we intend to . W e follow transperant standard charges and are much competitive to other workshops and also aim to deliver good value for m oney
Sir 9 is a very good rating , m ay I ask what did you like about Amit ?
Mr . . My nam e is ---- and you m ay contact me for any service related requirements.
ok , what if the problem is not solved , I am sorry I do not see either of that will you take back the vehicle ?
He was very confident and had explained m e the product very well
thanks
Good day sir , thanks for your tim e.
Mr .. If you do not mind m ay I take 2 more m inutes from you now
Sir , your concern would be resolved to your satisfaction. I will get back to you during the day and confirm with you a tim e when we can collect your vehicle. ok , but what will I use . Most of the tim e m y vehicle is in your workshop
Mr -- if you permit , m ay I ask you to pls good to hear that sir. let me know what the concerns are such that we can make amm ends
number one , car was dirty from inside Sir was a cost & time estim ate when I got back after service . Number provided before repair two the inidcator on right was not working when I gave and also when I got it back. Num ber 3 you charged me for oil & filter during free service Sir , thank you for letting me know your yes concerns . I have note all your concern and sincerely apologize for lapse on uour part. Let m e address the concerns one by one
yes
Mr -- , I will let you know what arrangem ents we can do to see that your mobility is not affected.
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ok S ir o ve ra ll o n a s c a le o f 1 to 1 0 , w h e re 7 is a vg a n d M r -- re g th e in d ic a to r o u r s e rvic e c e n te r w o u ld g e t in to u c h w ith yo u s h o rtly a n d a rra n g e s e n d a n e le c tric ia n to yo u r p la c e a n d g e t it a tte n d e d . 1 0 e xc e lle n t , h o w w o u ld yo u ra te o u r s e rvic e R e g th e c le a n lin e s s , w e w o u ld o ffe r yo u a c o m p lim e n ta ry w a s h d e live ry w h e n e ve r yo u n e e d it , th is is ju s t a g e s tu re to s h o w th a t w e a re s o rry fo r th e la p s e o n o u r p a rt. A s re g a rd s c h a rg e s fo r o il / filte r th o s e c o n s u m a b le s a re c h a rg e a b le a n d o n ly la b o u r is fre e . d id yo u r s e rvic e a d vis o r n o t m e n tio n th is to yo u w h e n p ro vid in g e s tim a te ? n o , e ls e w h y s h o u ld I s p e a k a b o u t it 8
S ir A m it w a s th e s e rvic e a d v w h o a tte n d e d yo u r re q u e s t fo r s e rvic e . H o w d o yo u ra te h im o n h is k n o w le d g e a n d e xp e rtis e o n a s c a le o f 1 to 1 0 w h e re 7 is a vg a n d 1 0 e xc e lle n t.
o n th e s a m e s c a le h o w d o yo u ra te h im o n h is c o u rte s y a n d h o n e s ty in d e a lin g w ith yo u . 6
M r ---- , m y a p o lo g ie s a g a in a n d th a n k yo u fo r g ivin g u s th e o p p o rtu n ity. th a n k s
T h a t is a m is ta k e o n h is p a rt s ir. C a n I k n o w if e s tim a te o f tim e a n d c o s t w a s p ro vid e d to yo u w h e n o p e n in g yo u r re p a ir o rd e r ?
I th in k it w a s G o o d d a y s ir (b 4 m a k in g n e x t c a ll , im m e d ia te ly fa x C C F to s e rvic e a n d s p e a k to s e rvic e m a n a g e r a n d e n s u re a c a ll b a c k h a p p e n s w ith in re a s o n a b le tim e ) S ir , I a m s o rry a b o u t p o o r c o m m u n ic a tio n th a t le d to yo u r c o n c e rn . th a n k s fo r b rin g in g it to o u r n o tic e . A n y o th e r fe e d b a c k th a t yo u w o u ld lik e to g ive to u s w h ic h w o u ld im p ro ve o u r s e rvic e s ?
th a n k yo u M r -- .is th e re s o m e th in g th a t yo u w o u ld lik e to s u g g e s t to u s to m a k e o u r s e rvic e s b e tte r? ye s , yo u s h o u ld o ffe r p ic k u p a n d d ro p s e rvic e lik e th e o n e s o ffe re d b y c a r c o m p a n ie s
S ir b o th ra tin g s a re p o o r , w h a t w o u ld h a ve m a d e yo u to ra te u s b e tte r ?
S ir , w e w ill b e g a ld to o ffe r it to yo u . A ll w e n e e d is a n s ig n e d a u th o riza tio n fo rm a n d a n o m in a l s e rvic e c h a rg e o f R s ---- fo r p ic k u p a n d d ro p . If yo u r b ill a m o u n t e xc e e d s R s --- , w e w a ive o f th e p ic k u p a n d d ro p c h a rg e s ! o k th a t is g o o d
h e h a d d iffic u lty in u n d e rs ta n d in g th e n e e d s a n d a ls o w a s in g re a t h u rry , o fte n g e ttin g d is tra c te d s p e a k in g to o th e rs w rite d o w n c u s t ve rb a tim o n re ve rs e o f C C F a n d a c k n o w le d g e fe e d b a c k a p p ro p ria te ly
ye s , yo u s h o u ld e n s u re to re m in d fo r th e s e rvic e w h e n it fa lls d u e
M r -- w e d o m a il s e rvic e re m in d e rs le t m e q u ic k ly ve rify yo u r m a ilin g a d d re s s a s in o u r re c o rd s ( ve rify a d d re s s , try g e t e m a il ID a n d th e n te l c u s to m e r th a t yo u w ill s e n d re m in d e r a t a p p ro p ria te tim e ). A ls o m e n tio n th a t yo u h a ve a p p o in tm e n t s ys te m fo r s e rvic e b o o k in g s a n d ------- is th e n u m b e r to b o o k a p p lo in tm e n ts ) o k th a n k s
M r -- th a n k yo u fo r s p a rin g tim e to s p e a k to m e . M y n a m e is ---- a n d yo u c a n c o n ta c t / m a il m e fo r a n y s e rvic e re q u ire m e n ts
S ir , th a t is a va lu a b le fe e d b a c k , a n d I h a ve m a d e a n o te a n d s o rry fo r th e in c o n ve n ie n c e c a u s e d to yo u . S ir d id h e p ro vid e yo u a c o s t & tim e e s tim a te ? ye s M r --- o n a s c a le o f 1 to 1 0 w h e re 7 is a vg a n d 1 0 e xc e lle n t - h o w s a tis fie d w e re yo u w ith e xp la n a tio n o f w o rk p e rfo rm e d & th e c h a rg e s ? 8 M r --- o ve ra ll o n th e s a m e s c a le h o w w o u ld yo u ra te yo u r o ve ra ll s e rvic e e xp e rie n c e w ith u s . 8 M r ---- th a n k yo u fo r g ivin g m e tim e to s p e a k to yo u . M y n a m e is ---- . P le a s e c a ll o r m a il in m y n a m e if yo u w a n t to b rin g a n yth in g a b o u t o u r s e rvic e to o u r n o tic e . w h a t is yo u r m a il S ir it is -------- , g o o d d a y M r ---- .
ok
G o o d d a y M r --- . P ls c o n ta c t o r m a il m e fo r a n y fu tu re n e e d s . M y n a m e is ---- a n d m a il ID is .. b e fo re m a k in g n e x t c a ll p ls o p e n C C F a n d e n s u re s e r m g r is a d vis e d to a c t o n it p ro p m tly
h a ve a n ic e d a y s ir
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A STEPtomer s

Post service contact letter
(Dealership Letter Head)
Dear Mr. xx or Ms. zz, Subject : (vehicle name and registration number) Your Ingenious Drive is our passion. We appreciate the opportunity you gave us to attend to your vehicle at our workshop on xx Month 2004 to ensure that you will continue to enjoy an ingenious drive. Please do get in touch for any assistance or requirement you may have regarding your ingenious M&M vehicle. I look forward to be of service to your pleasure of driving. Yours sincerely,
Ingenious Customer Relationship Executive Contact no:
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VI
SEASONAL GREETINGS
Dealer Activities
People Profile
Ingenious customer relationship executive Hospitality manager Driver
Values my business Treats me as an important customer CSI Influencers User-friendly service overall Value of service received Dealership values your business Dealer stands behind service Convenience of operating hours Open during late hours Open on weekends Transportation provided
It is suggested to send greeting cards at various occasion which is relevant to the occasion. It is suggested to continue sending greeting cards atleast 3 years from purchase. Ensure to include loyal customers in list irrespective of vehicle age. Some of typical greeting cards / bouquets : Birthday Wedding Anniversary Vehicle purchase anniversary Seasonal / festival related cards (suggested to choose customers based on celebrating the festival) Generate a list of eligible candidates from data base Send the relevant card / bouquet to the customer Inform customer on extended working hours, sunday working, pickup & drop facilities, if applicable Inform customer on extended working hours, sunday working, pickup & drop facilities, if applicable Send Send Send Send bouquets to customer bouquets to spouse bouquets to children festival greeting based on he/she celebrating festival
Facilities
Dealer management software Dedicated PC Telephone lines Mailing system Seasonal greeting cards / bouquets

Special care Prestigious customer High care for family
Measurables
Data base accuracy Types of cards sent Number of cards sent
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VII
CUSTOMER EVENTS
Dealer Activities
Ownership experience enhancement events
People Profile
Hospitality manager Hostess / Ingenious customer relationship executive Service manager Service Advisor COO / Dealer Driver Pantry Asst.
Values my business Treats me as a valued customer
These events are generally targeted to have fun along with family of customer and the vehicle. Vehicle should have focus. The event should not give a feeling of corporate event. It should be like a family / personal ceremony. This is very essential for creating strong bond and loyalty. Generate a list of eligible customers from database Send special invitation designed for the event Finalise Co-sponsors Follow up with telephone call Few events are suggested below : Treasure hunt Pleasure rallies Best maintained car competition. Best equipped (Accessories) car competition Accident free car competition Highly utilised car competition Competition for spouse Competition for children General entertainment competitions (owner / spouse / kids) Refreshments Inform customer on extended working hours, sunday working, pick-up & drop facilities, if applicable
CSI Influencers User-friendly service overall Value of service received Dealership values your business Dealer stands behind service Convenience of operating hours Open on weekends Open during late hours Transportation provided
Facilities
Dealer management software Dedicated PC Telephone lines Mailing system Arrangements relevant to event Co-sponsors

Treats me as a VVIP Entertainment and fun Special complimentaries
Measurables
Types of events conducted No. of events conducted No. of customers participated
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VIII
VEHICLE CLINICS
Dealer Activities
Free Vehicle optimal performance inspection
People Profile
Hospitality manager Hostess / Ingenious customer relationship executive Service manager Service Advisor Technical specialist Workshop supervisor Gate keeping assistant Pantry boy Driver
Values my business Treats me as a valued customer
Conduct regular / Seasonal based vehicle care inspection camp combined with promoting service marketing / Accessory sale / New vehicle sale / Vehicle exchange etc. Generate list of customer. Send mails with standard communication with benefits. Follow up with telephone call. Get prepared for the mela. Define the checks to be conducted. Finalise Co-sponsors Check the vehicles reporting in the defined manner Capitalise on additional business. Inform customer on extended working hours, sunday working, pickup & drop facilities, if applicable 6 such camps in a year is suggested for strong relationship building as well as additional business generation. This also enhance brand image.
CSI Influencers Overall quality, reliability and durability Trouble-free operation Freedom from squeaks and durability Value of service received Dealership values your business Dealer stands behind service Convenience of operating hours Open during late hours Open on weekends Transportation provided
Facilities
Dealer management software Dedicated PC Telephone lines Mailing system Arrangements relevant to types of clinic Co-sponsors

Treats me as a VVIP Free vehicle inspection Discounted rates Complimentaries
Measurables
Types vehicle clinics conducted No. of vehicle clinics conducted No. of customers participated Additional revenue generated Accessories sale New vehicle sales
29
STEPtA er s om
VIII
VEHICLE CLINICS
Dealer Activities
Customer meet / clinics
People Profile
Service Advisor Hospitality Manager ICR Service Manager Technical specialist Workshop supervisor Pantry Asst. Driver
Invite customer for informal chat and resolve concerns if any on regular basis Generate list of customers from database Send invitation for customer meet / clinic with staggered timing for meeting up individual customer Follow up with telephone call Arrange for meeting Arrange refreshments Have constructive meeting with the customer on his / her arrival
Facilities
Measurables
No. of customer clinics conducted No. of customers participated No. of concerns resolved
30
30
STEPtA er s om
IX
VALUE PROPOSITION PACKAGES

Dealer Activities
People Profile
Hospitality manager Hostess / Ingenious customer relationship executive Service manager Service Advisor COO / Dealer Technical specialist
Enhanced services Vehicle care related service taken care in due course
It is advised to promote special packages to the customers to bring in assured business. Few of them are listed below : Annual maintenance contract (AMC) Top Gear membership Club membership (Dealership value added services packages) Fleet owner service packages Other long term loyalty packages
CSI Influencers Overall quality, reliability and durability Trouble-free operation Freedom from squeaks and durability Ease of maintenance and repair Value of service received Dealership values your business Dealer stands behind service
Facilities
Dealership management software PC Value proposition packages
Measurables Value beyond expectation

Value added service Free from burden and risk Enjoy only driving, rest dealership will take care No. of value proposition packages No. of customer members of above packages Additional revenue generated
31
Table of Contents
STEP B I STEP B II STEP B III STEP B IV Drive In .............................................................33-34 Acknowledgment and Need Identification .....35-38 Listening, Document Validation Consultative Session, History Card, Repair Order .................... 39 Vehicle Inspection and Road Test ...................40-43 Time and cost estimate, Repair approval by the customer............................................................44-51 Hand over vehicle to workshop ............................ 52
STEP B
STEP B V STEP B VI
STEP B VII Telephone call handling ..................................53-56
Service Initiation - 10.8% Service Advisor - 10.8% In Service Experience - 9.1%

32
CSI Influencers Overall Service Initiation Overall Service Initiation Reasonable time to see you Rate time to speak to someone Service advisor overall Explanation of service to be performed Treated with courtesy and respect Honesty Knowledge/expertise Fulfillment of commitments Listened to requests Asked questions to clarify needs Understood problem with vehicle Overall in-service experience
Rate time spent at dealership Customer lounge cleanliness Customer lounge comfort Customer lounge amenities User-friendly service overall Value of service received Consideration for your time Dealership values your business Dealer stands behind service Convenience of operating hours Open during late hours Open on weekends Transportation provided
32
EXTREME CONVENIENCE TO CUSTOMER AND HIGH COURTESY
e Custom ion Recept
B STEP Care r
DRIVE IN
Dealer Activities
People Profile
Gate keeping assistant Driver
Acknowledgment Courtesy Cleanliness Time taken to Park
CSI Influencers Overall quality, reliability and durability Overall Service Initiation Rate time spent at dealership Value of service received Consideration for your time Dealership values your business Dealer stands behind service
Stop vehicle at the gate Greet customer (good morning / afternoon / evening welcome to Dealership name) Guide customer to parking lot Record customer / vehicle details in security register (page no. 34) Assist him / her in parking or offer valet parking Regulate traffic flow Guide customer to Service Reception Inform hostess / service advisor on customer arrival for greeting readily Return back to position
Facilities
Security Register Clock

Valet parking Ease of Parking Information to service reception desk by gate keeping assistant for readily greeting the customer
Measurables
Ease of parking Dress code Courtesy Cleanliness Up-keeping of security register
33
EXTREME CONVENIENCE TO CUSTOMER AND HIGH COURTESY
e Custom ion Recept
B STEP Care r
I
Vehicle Reg. No Time In
DRIVE IN
Security Register
Dealer Name : ________________________________________________ Place : _____________________ Date : _____________ Sr. No. Time Out Driven by Gate Pass No. Remarks
34
34
ACCURACY WITH HIGH COURTESY AND CARE
e Custom ion Recept
B STEP Care r
II
ACKNOWLEDGMENT AND NEED IDENTIFICATION

Dealer Activities
People Profile
Hostess / Ingenious customer relationship executive Service Advisor Hospitality manager Pantry Asst. Driver
Acknowledgement Identification of Key Staff Reasonable waiting time Courtesy Cleanliness Hospitality Helpfulness Good ambience of service area, lounge Ease of obtaining appointment Empathy
Peak time Ingenious customer relationship executive, workshop supervisor and technical specialist on reception floor on standby Acknowledgement by Ingenious customer relationship executive Identify if customer is agitated Greet the customer by customer Greeting Script
Customer Greeting Script

Smile Good Morning / Evening Sir / Madam (Local Salutation acceptable) Welcome to (Dealership name) My name is ___________________________ How can I help you ?
Facilities
Well equipped customer lounge Service reception Safety cassettes Customer vehicle parking bays
CSI Influencers Overall Service Initiation Reasonable time to see you Rate time to speak to someone

Welcome board for fixed appointment customer Greeted by hostess Internet kiosk or call centre Show safety video Information to service reception desk by gate keeping assistant for readily greeting the customer Agitated customer to be handled carefully by senior level people Fax connection on request board displayed Dedicated telephone line in the lounge
Measurables
Dress Code Customer wait time Courtesy
35
e Custom ion Recept
B STEP Care r
II

Dealer Activities
Agitated Customer
Listen to customer Apologize for inconvenience Immediately escort him to service manager
People Profile
Hostess / Ingenious customer relationship executive Service Advisor Service Manager Hospitality manager Pantry Asst. Driver
Normal Customer
Customers to be handled on firstcome-first-serve basis Check if service advisor is free Is there any pending customer in the lounge ? YES NO Check if S.A. is Free Yes No Route cust. to S.A Return to location Route cust to lounge Return to location
Advise pantry boy for water Return back to location
Route new customer

to lounge Give him time estimate when he will be attended Return back to location
Facilities
Keep loading service advisor on first-come-first-serve basis.

7 am to 10 pm working Sundays working Holidays working Overnight services for commercial vehicles Breakfast early morning reporting customers Free-bees other promotional items for sunday / holiday reporting vehicles
Measurables
36
36
e Custom ion Recept
B STEP Care r
Peak time
II

Flow Chart for Dealer Use
Customer arrives Customer greeting script Yes No
Is customer agitated ?
Escalate Issue To service manager
Yes
Is any customer pending in lounge ?
No
Is service advisor free ?
Yes
Return to position
Ask new customer to wait in lounge give him time estimate
No
Is service advisor Free ? Yes Select first-comefirst-serve customer
No
Send customer to service advisor

37
e Custom ion Recept
B STEP Care r
II

Dealer Activities
People Profile
Service advisor
Acknowledgement Identification of Key Staff Reasonable waiting time Courtesy Cleanliness Hospitality Helpfulness Good ambience of service area, lounge Ease of obtaining appointment Empathy
Non peak time ICR, workshop supervisor and technical specialist back to their respective location Acknowledgement by service advisor by customer greeting script
Facilities
Well equipped customer lounge Service reception Safety cassettes Customer vehicle parking bays

Welcome board for fixed appointment customer Greeted by hostess Internet kiosk or call centre Show safety video Information to service reception desk by gate keeping assistant for readily greeting the customer Agitated customer to be handled carefully by senior level people Fax connection on request board displayed Dedicated telephone line in the lounge
Measurables
Dress code Customer wait time Courtesy
38
38
HIGHLY CONSULTATIVE AND EXTREME CARE
er C Custom ion Recept
B STEP are
III
LISTENING, DOCUMENT VALIDATION CONSULTATIVE SESSION, HISTORY CARD, REPAIR ORDER
People Profile
Service Advisor Driver
Dealer Activities
Clear understanding of needs Transparency of operation Accurate Time / Cost Estimate Helpfulness Fairness of fee Dealership values my business Good ambience of service area, lounge Promptness in writing up job card Listening to service needs Work order provided before work began Notified routine maintenance Advise on repairs to be carried
Total Job = A) Present job (customer identified / complaining) B) + Customer unidentified (identified during vehicle inspection / road test) C) + Old pending jobs (history-card / pending repairs list handed over during previous service) D) + Maintenance related jobs overdue / due in short course E) + Service marketing (teflon coating, seat cleaning, accessories etc.) Listen Attentively to customer Ask relevant questions Inquire customer whether the customer is turned-up for service due to the service reminder sent by the dealer and record the same on the repair order Ask for vehicle documents - operators book / customer booklet Refer Vehicle History (on screen / on printout / pending repairs list) If vehicle needs attention - take printout of repair order a) If peak time - hand over job card to technical specialist/ workshop supervisor and request customer to follow. Take the next customer waiting in que.
Facilities
Workshop Equipped as per M&M standard PC Joint inspection Bay Dealership management software

On-line job card opening Joint inspection of vehicle Technical specialist to wear hand gloves while taking road test Work order prepared by customer and service advisor sitting side by side infront of computer and cost shown on the screen Agitated customer to be handled carefully by senior level people
Measurables
Time & Cost Estimate entry in job card, Job card approval date & time Accurate entry of symptoms and its occurrence conditions based on customer complaint Additional approval record on job card with signature date and time Delivery on time Realistic cost estimate Promptness of service advisor Helpfulness of service advisor Understanding of service problems by service advisor Courtesy extended by service advisor
39
EXTREME CLARITY IN UNDERSTANDING AND HIGHLY CONSULTATIVE
e Custom ion Recept
B STEP Care r
IV
VEHICLE INSPECTION AND ROAD TEST

Dealer Activities
Park vehicle in inward vehicle care inspection bay Use protective covers such as floor mats, seat covers, steering wheel covers on vehicle Remove all customers belongings from the vehicle and place it in the carry-bag in a safe place Go around vehicle and inspect for damages etc. check roof also. Record observation in vehicle care inspection check sheet (page no. 41) Record vehicle inventory in vehicle care inspection check sheet (page no. 41) Lift vehicle for underbody inspection, record observations in vehicle care inspection check sheet, actively involve the customer in joint inspection Bring down vehicle, inspect vehicle using vehicle care inspection check sheet Go to road test flow chart (page no. 42) (trial to be conducted by technical specialist / workshop supervisor only) - actively involve the customer in joint inspection File up observations in the road test form (page no. 43) Note down additional jobs to be done if any, after road trial separately Return back to service advisor, brief him on finding of vehicle inspection*
People Profile
Service Advisor Technical specialist Workshop supervisor
Reasonable waiting time Clear understanding of needs Transparency of operation Helpfulness
Facilities
Well Equipped vehicle care inspection bay Vehicle care inspection check sheet Vehicle protective covers DMS
* Not valid for non peak time operation

Use of vehicle protective covers in front of customer at the reception point Technical specialist to wear hand gloves while taking road test Joint inspection of vehicle Vehicle care inspection
40
CSI Influencers Overall quality, reliability and durability Service advisor overall Explanation of service to be performed Treated with courtesy and respect Honesty Knowledge/expertise Fulfillment of commitments Listened to requests
Asked questions to clarify needs Understood problem with vehicle Overall in-service experience Rate time spent at dealership Customer lounge cleanliness Customer lounge comfort Customer lounge amenities Cleanliness and appearance of facility Value of service received Consideration for your time Dealership values your business
Dealer stands behind service Vehicle ready when promised Reasonable time for servicing Explanation of work prior to service Reasonable wait at service center Estimate provided before service Repair order provided before service
Measurables
Joint inspection rate Road test rate
40
e Custom ion Recept
B STEP Care r
IV
Preparations Vehicle Protection

Dealer Name - VEHICLE CARE INSPECTION CHECK SHEET
VEHICLE SR. NO. REGISTRATION NO REPAIR ORDER NO DATE
Fit protective covers (seat, steering wheel, floor)
Model Variant
CHECK INTERIORS
OK
Not OK
GENERAL INSPECTION
OK
Not OK
Lights (Headlight; Tail light) Hazard Light Screen Wiper Washer Horn Blower speed controls Air Condition Windows Manual/ Power Audio System Clutch Pedal Accelerator pedal freeplay Brake pedal Hand Brakes Engine Oil level Coolant/ PAS oil level
Battery terminal conditions Valve door oil leakage Other Leaks
UNDER BODY
Tyres for damage / Abnormal wear Fuel & Brake hoses for any leaks
Any other leaks (oil / coolant)
Front suspension / rear shocks / gallery for any leaks / damages Driveshaft boot condition Any other underbody damage
Miscellaneous
Customer Request
Additional repairs identified but not approved / performed By Service Advisor
By Technician
INVENTORY CHECK
Item Owner hand book Spare wheel Jack & handle CD Changer/ Audio Antenna Cassettes/ CD's Hanging Doll / Idol Wiper Arms/ Blades Door Mirror RH / LH Fuel Cap Horns Air Freshner Floor Mats Boot Mat Seat Covers First Aid Kit Tool Kit Mud Flaps Fog Lamp Cell phone holder Wheel Covers Key Chain Key Remote
Clock
E Qty In Qty Out Fuel
1/4
1/2
3/4
LIST OF OTHER INVENTORIES, IF ANY
COMMENTS ON BODY/PAINT DAMAGES/CONDITIONS
SERVICE ADVISOR SIGNATURE
NAME
CUSTOMER SIGNATURE
NAME
41
e Custom ion Recept
B STEP Care r
IV

Vehicle Inspection and Road Test
Is road test reqd.? Yes
1) 2) 3) 4) Driveability Related Performance Related Noise Related Consumption Related (Fuel Oil)
Road Test
No
Yes Take Trial with customer and understand symptoms and conditions
Ask customer if he would like a road test ?
No
Any Additional Jobs Identified ?
No
Yes
End of Process
Note down Additional Jobs
Note down symptoms and conditions clearly on the road test form (page no. 43)
42
42
e Custom ion Recept
B STEP Care r
IV

Road Test Form
Date ______________ Time ____________________ Accompanied by owner / driver / none Out _______________________ kms Customer complaint 1) 2) 3) 4) 5) 6) Additional jobs identified 1) 2) 3) 4) 5)
Vehicle Reg No. ______________________________
In _________________________ kms Symptoms identified Symptoms occurrence condition
Signature Technical Specialist

43
PRECISION, CONSULTATIVE AND CARING
e Custom ion Recept
B STEP Care r
TIME AND COST ESTIMATE, REPAIR APPROVAL BY THE CUSTOMER Dealer Activities
People Profile
Transparency of operation Accurate Time / Cost Estimate Advise on repairs to be carried Reasonable waiting time Work order provided before work began
Total Job : A. 1) Explain the established symptoms and its occurrence conditions to the customer 2) Make a note of customer complaint symptoms and its occurrence conditions B. 1) Discuss additional jobs that need to be carried out based on Trial / Vehicle Inspection. Refer to road test form (page no. 43) 2) Explain the established symptoms and its occurrence conditions to the customer 3) Explain the need and criticality C. 1) Discuss any pending jobs that need to be carried out. (Refer to pending list attached in the operators manual during previous visit) 2) Explain the need and criticality D. 1) Discuss maintenance related jobs that are already overdue / due in the immediate future 2) Explain the need and criticality E. 1) Discuss any service marketing jobs / accessories that you might like to offer to customer 2) Explain the advantages and importance
Facilities
Dealership software management

Highly consultative Recommends jobs that really caring for vehicle as well to customer safety
Measurables
Improvement in revenue per repair order
44
44
e Custom ion Recept
B STEP Care r
People Profile
Service Advisor
Cost Estimate List parts required for jobs (consult workshop supervisor) List Labour hours required for jobs Refer to labour rate chart - labour menu (page no. 46) Refer to parts price master Estimate accurate cost of repair Allow the customer to sit next to service advisor. Show him / her parts and labour cost to be incurred for the relevant repairs from the system on the computer screen Time Estimate (team decision) Ascertain availability of parts Ascertain availability of manpower - refer to workshop scheduling board, block technician timing (page no. 48) Block technician timing on the scheduling board infront of the customer to portray professionalism Ascertain availability of equipment Calculate the required total time using time estimate Format (page no. 49)
Facilities
Dealership management software Scheduling board Labour menu Parts pricing Menu pricing

Highly consultative Recommends jobs that really caring for vehicle as well as to customer safety
Measurables
Realistic cost estimate On time delivery
45
e Custom ion Recept
B STEP Care r
V
Job
TIME AND COST ESTIMATE, REPAIR APPROVAL BY THE CUSTOMER Template for Dealer Use
Labour menu
Sr. No 1 2 3 4 5 6 7 8 9 10 11 12 97 98 99 100
Model A
Model B
Model C
Model D
46
46
e Custom ion Recept
B STEP Care r
Workshop scheduling
All mechanics attendance to be updated on this board. Mark P for present, A for absent and 1/2 day in case some one goes for 1/2 day. Strike of the unavailable manpower by hatching the block against their name and respective time. In case some technician is present but not available for work - repeat step 2 above First pre-load the board with all jobs that have been carried forward for the next day. This should be done every day evening before workshop closure by workshop supervisor. In case any equipment is not available for some reason (such as breakdown, maintenance, calibration etc.) please hatch the time block against its name for the period it would not be available. Load washing boys with new delivery vehicles depending on the vehicle delivery schedule. Preferably these new delivery vehicles must be loaded for the morning slot (off peak for washing) Now you are ready for loading customer vehicles which are reporting during the day. Keeping in mind the skill and availability of the technician, block the relevant technician time slots using a red marker pen. Write down the vehicles registration no. across the time slots during which he will be occupied with this vehicle. Keep a buffer time of 15 minutes between 2 vehicles. Update this Board every 30 minutes - (responsibility workshop supervisor) A) In case a vehicle has been attended before time, then move the job scheduling of the following vehicles accordingly forward. This Technician, has scope for further loading. B) In case a vehicle has overshot the time plan, discuss immediately with service advisor as this will affect the time plan of following vehicles. In case it is not possible to estimate the vehicle repair time because of major diagnostics are involved, please load the board for estimated diagnostic time only and not total repair time. Once diagnostic is complete, you may load the vehicle on the board for actual repair time.
47
e Custom ion Recept
B STEP Care r
V
T e a m B a y Type
D e a le r N a m e
JO B S C H ED U LIN G B O A R D D a te :
Hrs Avlb Hrs Lost
10.00
10.30
11.00
11.30
12.00
12:30
S L 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
T e c h n ic ia n N a m e
E q u ip m e n t s W h e e l A lig n / B a la n c e A C c h a r g in g S m o k e m e te r H e a d la m p A lig n e r U p h o ls te r y C le a n e r
S ta tu s
W a s h in g
N o te :
A ttn d c - P :P r e s e n t, A :A b s e n t T y p e - a s p e r s p e c ia liz a tio n a r e a - e g m a s - m a s te r , e n g - e n g in e , tr a n s - tr a n s m is s io n , fip - fu e l p u m p , g e n - g e n e r a l, c h a - c h a s s is , s p s - s u s p e n s io n a c - a ir c o n , e le c - e le c tr ic a l, w b - w h e e l a lig n /b a la n c e , tr - tr a in e e , h e l - h e lp e r e tc . T e a m - A , B ,C .. e a c h te a m c o m p r is e s o f S A + T S + S S + te c h B A Y - b a y N o . a llo c a te d S ta tu s - o k , n o t o k , u n d e r m a in te n a n c e
48
10.00
8.00
8.30
9.00
9.30
1.00
1.30
2.00
2.30
3.00
3.30
4.00
4.30
5.00
5.30
6.00
6.30
7.00
7.30
8.00
8.30
9.00
9.30
A t t d n c
48
e Custom ion Recept
B STEP Care r
Time estimate format
1) Diagnostic time 2) Technician time for actual repairs 3) Parts procurement time 4) Trial time 5) Optimal performance inspection time 6) Washing time 7) Buffer time
__________ hrs __________ hrs __________ hrs __________ hrs __________ hrs __________ hrs __________ hrs
49
e Custom ion Recept
B STEP Care r
People Profile
Service Advisor
Approval by customer Discuss with customer on estimated cost and time Advise customer on criticality and need of repair Obtain oral approval from the customer Block technician time in workshop scheduling board (page no. 48) based on final repair approval by customer Copy of repair order Enter the customer approved repairs in the job card Mention cost estimate and promise delivery time in the job card Check and verify customer address / update if required Ask and record e-mail address in the date-base Confirm mode of payment Cash / Cheque / Credit card / Credit Take customer signature Affix your signature with time Hand over copy of repair order to customer Hand over your visiting card and request customer to call him (her directly from now on for all queries related to their vehicle) Wish them a good day Repeat Repair must be identified by affixing red sticker on repair order as well as vehicle front windshield glass Any jobs from total job A to D recommended but not approved by customer must be entered in customer information sheet (page no. 51)
Facilities
Dealership management software Scheduling board Labour menu Parts pricing Menu pricing

Highly consultative Recommends jobs that really caring for vehicle as well as customer safety
Measurables
Realistic cost estimate On time delivery
50
50
e Custom ion Recept
B STEP Care r
TIME AND COST ESTIMATE, REPAIR APPROVAL BY THE CUSTOMER

Customer Information Sheet
(Dealership Letter Head) Date : ______________
Dear Sir / Madam, Sub : Your Vehicle Reg No. _____________ We thank you for getting your vehicle to our Workshop. Based on our road test of your vehicle, we wish to inform you that in our opinion the following jobs need attention : Jobs 1. _____________________________________ 2. _____________________________________ 3. _____________________________________ Criticality (High / Low) ____________________ ____________________ ____________________ Approximate Estimate __________________________ __________________________ __________________________ Approximate time _______________________ _______________________ _______________________
We would value your patronage and would be glad to attend the vehicle for you on a date and time convenient to you. Thank you, Kind Regards Name of Ser. Advisor Help Line No. : ___________________________ Job that are critical in nature would impact on safety and reliability, and in our opinion need attention at the earliest. Routing of copies 1st copy 3rd copy - With customer invoice - Dealers copy - history file 2nd copy 4th copy - Stapled to Operator Manual - CRM copy 51
e Custom ion Recept
B STEP Care r
VI
HAND OVER VEHICLE TO WORKSHOP

Dealer Activities
Place job card copy in vehicle. Park vehicle in bay Place a tent / board in the vehicle with promised delivery time to customer Note : The tent must have multiple colored leafs to indicate the status with same timing written on each leafs. The time written indicates the committed delivery time Work in progress Washing Ready for delivery Delayed Orange
People Profile
Vehicle handled carefully
HIGHLY DISCIPLINED
Facilities
Blue Green RED
Vehicle care inspection bay

Vehicle status indication by colour coding Offer free lunch
Measurables
52
52
HIGH EMOTIONAL CONNECT, METICULOUS AND CHEERFUL
e Custom ion Recept
B STEP Care r
VII
TELEPHONE CALL HANDLING

Dealer Activities
Lift receiver within 3 rings Greet by following telephone call receiving script
People Profile
Hostess / Ingenious Customer Relationship Executive / Telephone Operator
Telephone lines get connected easily Telephone answered within 3 rings Greeted by the telephone operator Hold time on phone line is reasonable Calls returned promptly
Telephone Call Receiving Script

Good-morning / afternoon / evening Welcome to .................................. (dealership name) How can I help you ? May I know who is calling sir / madam ? Note down name Please hold on while I transfer the call Transfer the call to the relevant person Inform him/her about customer and need If concerned person not available, revert back to caller I am sorry sir, the concerned person ................................ is not available Would you like to speak to some one else ? or would you like to leave a message? Speak to alternate person : Repeat step 4 onwards Leave a message : Note down details in message note (page no. 56) Repeat details noted down for confirmation Is there anything else, I could help you with sir / madam Thank you for calling ................................. (dealership name) Have a good day sir / madam. Send message note to the concerned person
Facilities
Dedicated telephone lines Latest telephone systems
CSI Influencers User-friendly service overall Value of service received Dealership values your business Dealer stands behind service Listened to requests

Voice mail Answering machine
Measurables
Call handling efficiency and courtesy
53
e Custom ion Recept
B STEP Care r
VII

Flow Chart Customer calls TELEPHONE CALL RECEIVING SCRIPT
Transfer to relevant person Transfer to breakdown technician (spot care executive)
Personal
Accident
NEED OF CALL
Break down Assistance Appointment
Transfer to Acc. section
Transfer to appointment booking person (ICR)
Vehicle status Transfer call to ICR Book an appointment using appointment planner (page no. 55)
54
54
e Custom ion Recept
B STEP Care r
VII

Appointment planner
Appointment system to be followed only when it is inevitable Month _________________ Year ________________ Veh. Reg. No. Telephone No. Service Requested Service Reqd. in Brief
Day ________________ Sr. No. Appnt. Time 07.00 07.15 07.30
Name of Customer
20.00
Previous evening / early in the morning to copy should be handed over to ICR / Front office and workshop supervisor / service advisor.
55
e Custom ion Recept
B STEP Care r
VII

Message Note :
Attn. : Mr./Mr./ Mrs. ___________________________________________________________________________________________
While you were away

Mr. / Ms. / Mrs. ______________________________________________________________ Date ___________________________ Please call back Date ____________ Time ____________ Immediately Time _______________________ Called Visited
Telephone no. _____________________________
He/She will call back again Date ____________ Time ___________ Immediately
Message : _________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________
Signature
56
56
Table of Contents
STEP C I STEP C II STEP C III STEP C IV STEP C V Repair Order Discussion ....................................... 58 Diagnosis ............................................................... 59 Repair (Disassembly, inspection, reassembly) ... 60-61 Optimal Performance Inspection ....................62-68 Washing................................................................. 69 Quality Rejects ....................................................... 70
STEP C
STEP C VI
STEP C VII Repeat Repair Analysis ......................................... 71 STEP C VIII Break Down Assistance ...................................72-73
CSI Influencers Overall ability to fix problem first time Ability to diagnose problems Quality of work performed Thoroughness in fulfilling requests Availability of parts for service Overall quality, reliability and durability Trouble-free operation Freedom from squeaks and durability Ease of maintenance and repair
Service Quality - 18.1% Problems Experienced - 26.7%

57
C STEPloor
EXTREME CLARITY IN UNDERSTANDING
Shop F s ie Activit
I
Important
REPAIR ORDER DISCUSSION

Dealer Activities
People Profile
Service Advisor Technical specialist Workshop supervisor Technician
Extreme clarity
CSI Influencers Overall ability to fix problem first time Ability to diagnose problems Quality of work performed Thoroughness in fulfilling requests Overall quality, reliability and durability Trouble-free operation Freedom from squeaks and durability Vehicle ready when promised
A prerequisite for first time right is the accurate capture of the symptoms (through the customer complaint) and the stimulating conditions under which they occur Considerable attention has to be paid to this activity during interaction with customer and repair order preparation Job must be allotted to the right technician under process service reception workshop scheduling The workshop supervisor must discuss the repair order with service advisor in detail to understand completely the scope of work involved The workshop supervisor must discuss the repair order with the concerned team (technicians) doing the job
Facilities
Measurables Value beyond expectation

Fix right first time
58
58
C STEPloor
Shop F s ie Activit
II
Complaint
DIAGNOSIS
HIGH DEGREE OF ACCURACY
Yes
Is there clarity and understanding on the complaint ?
No
Discuss with workshop supervisor or service advisor or Technical specialist
Reproduce / replicate symptoms wherever possible to confirm your understanding Collect all tools / equipment / diagnostic charts / Service Literature Etc. Carry out a systematic diagnosis for root cause (Time limit 2 hrs) No Root cause identified ? Escalate issue to workshop supervisor Workshop supervisor to assist in diagnosis (time limit 2 hrs) Yes Yes Root cause identified ? No Escalate issue to M&M Inform Service Advisor if delivery timing will be affected M&M to assist / guide No Root Cause Identified ? Rectify the symptom Yes 59 Service advisor to inform customer
C STEPloor
Shop F s ie Activit
III
REPAIR
(DISASSEMBLY, INSPECTION, REASSEMBLY)
People Profile
Workshop supervisor Technician Parts Executive
HIGHLY DISCIPLINED, PERFECTION
Dealer Activities
Ability to fix problems first time Quality of work performed Availability of tools equipment Reasonable time for servicing Reasonable wait at service center Less number of time returned for re-service Parts available
Refer relevant service literature for disassembly procedure Clean the components thoroughly Refer relevant service literature for Inspection procedure Inform service advisor in case cost estimate will be affected Requisition of parts from parts department Inform service advisor in case time estimate will be affected Refer relevant service literature for the assembly procedure Retest for elimination of symptoms and complaint by simulating reported conditions (trial if necessary) If symptom / complaint persist follow diagnosis process (page no. 59) Record diagnosis and action taken in respective column of repair order Hand over vehicle to technical specialist by placing job card in vehicle ready for optimal performance inspection box Technician must enter usage of tools in the special tools usage register kept with the special tools in-charge (page no. 61) Vehicle status tent placed on the vehicle must be turned to respective color code relevant to vehicle status concerned team (technicians) doing the job
Use of vehicle protective covers CSI Influencers Overall ability to fix problem first time Ability to diagnose problems Quality of work performed Thoroughness in fulfilling requests Availability of parts for service Overall quality, reliability and durability
Facilities
Well Equipped workshop as per M&M recommended Vehicle protection covers Vehicle status trays Vehicle status cones

Extreme care of vehicle Freshness and newness should be felt in the vehicle
Measurables
Trouble-free operation Freedom from squeaks and durability Vehicle ready when promised Completed all of the work requested Reasonable time for servicing Fix right first time Technician productivity Technician efficiency Parts fill rate Hrs. sold / repair order Parts sold / repair order
60
60
C STEPloor
Shop F s ie Activit
III
REPAIR
(DISASSEMBLY, INSPECTION, REASSEMBLY)
HIGHLY DISCIPLINED, PERFECTION

Special tool usage register
Sr. No 1 2 3 4 5 6 7 8 9 10 Issuing Date Tool No Mechanic Name Mechanic Number Job No. Returning Date Sign
Master inventory list of special tools

Sr. No 1 2 3 4 5 6 7 8 9 10 61 MST. No. Qty.
Updated Quarterly by stores in charge
C STEPloor
Shop F s ie Activit
IV
OPTIMAL PERFORMANCE INSPECTION

Dealer Activities
Accept vehicle from team by collecting job card from vehicle ready for inspection box Have all Jobs listed in repair order been carried out ? Have they been documented in the repair order by mentioning diagnosis and action taken ? Has service advisor captured / recorded customer complaint with proper symptoms and its occurrence condition ? Is the diagnosis in line with the symptom and its occurrence condition ? Is the action taken in line with the symptom and its occurrence condition ? Assemble the concerned technician for a collaborative vehicle inspection to assess quality of repair carried out a) Special focus on the aggregate and the interfacing components that have been attended b) Analyse, Counsel and guide in rectifying errors if noticed c) Ensure errors are rectified immediately d) Update training need of concerned technician if required for future e) Check and confirm all the parts changed were necessary
People Profile
Technical specialist Technician
PERFECTION AND CARING
Ability to fix problems first time Quality of work performed Less number of problems Less number of time returned for re-service All the services requested are rendered to perfection
Facilities
Optimal performance inspection check sheet Quality inspection bay

Extreme care of vehicle Freshness and newness should be felt in the vehicle Optimal performance inspection report Repairs / services completed details with cost provided through RR view mirror dangler Use of protection covers - vehicle care
CSI Influencers Overall ability to fix problem first time Ability to diagnose problems Quality of work performed Thoroughness in fulfilling requests Availability of parts for service Overall quality, reliability and durability Trouble-free operation
Measurables
Freedom from squeaks and durability Completed all of the work requested Fix right first time Repeat repair Quality rejects
62
62
C STEPloor
Shop F s ie Activit
IV

Dealer Activities
Carry out thorough vehicle inspection using optimal performance inspection check sheet (page nos. 65-68) Give vehicle for washing Update vehicle status board (page no. 84) Receive vehicle from washing by collecting repair order, for inspection after washing Carry out after wash inspection using optimal performance inspection check sheet (page no. 67) Drop job card in ready for billing box Update vehicle status board (page no. 84) Vehicle status tent placed on the vehicle must be turned to respective color code relevant to vehicle status
People Profile
Technical specialist
Facilities

Inform customer of any damages done in the workshop Repair damages done by workshop on FOC
Measurables
63
C STEPloor
Shop F s ie Activit
IV

Serviced vehicle Has this complaints been captured in customer information sheet ? Yes Yes Yes Is it OK ? No Yes Is it OK ? Yes No Test It Repair it Test It Repair it free of cost Inform service advisor Has this fault been generated by dealership while repairing in the workshop ?
Yes
Is the Veh. 100% OK ?
No
No
No
Customer approved ? No Capture in customer information sheet
Service advisor to inform customer
Ready for billing
Inform service advisor
64
64
C STEPloor
Shop F s ie Activit
IV

65
C STEPloor
Shop F s ie Activit
IV

66
66
C STEPloor
Shop F s ie Activit
IV

67
C STEPloor
Shop F s ie Activit
IV

68
68
HYGIENE AND PERFECTION, HIGH EMOTIONAL CONNECT
C STEPloor
Shop F s ie Activit
WASHING
Dealer Activities
People Profile
Technical specialist Washing team
Vehicle returned clean
CSI Influencers Cleanliness and appearance of vehicle
Accept Vehicle for washing from technical specialist Wash Vehicle using recommended equipment Vacuum clean and dry vehicle thoroughly Park Vehicle in ready for inspection bay Close all windows and apply hand brake Drop repair order in Vehicle ready for inspection after wash box Carry out optimal performance inspection after wash parameter using optimal performance inspection check sheet (page no. 67) Vehicle status tent placed on the vehicle must be turned to respective color code relevant to vehicle status (page no. 52) Hang the services completed dangler on the rear view mirror regarding information on repairs and charges Carry out pollution under control check free and issue certificate
Facilities
Well equipped workshop as recommended by M&M

Spotless / shining Clean glass / wind shield glass just before customer drives off Free PUC check Service information / optimal performance check dangler on rear view mirror
Measurables
Vehicle returned clean
69
HIGHLY RELIABLE AND STRICT ADHERENCE TO HIGH QUALITY
C STEPloor
Shop F s ie Activit
VI
QUALITY REJECTS
Dealer Activities
People Profile
Technical specialist
Ability to fix problems first time Quality of work performed Less number of time returned for re-service Less number of problems All the services requested are completed to perfection
Defination : The vehicles rejected by the Technical specialist during inspection Technical specialist must discuss / coach technician on the spot Identify training / facility needs Analyse quality rejects in percentage Identify root cause, prioritise and drive for fixing root causes Review and monitor trend Suggest identified vehicle system inspection as a part of initial service inspection along with customer while opening repair order so as to provide optimal vehicle performance
Facilities
Well equipped workshop as recommended by M&M

Freshness and newness should be felt in the vehicle
CSI Influencers Overall ability to fix problem first time Ability to diagnose problems Quality of work performed Thoroughness in fulfilling requests Availability of parts for service Overall quality, reliability and durability
Trouble-free operation Freedom from squeaks and durability
Measurables
Repeat repair First Time Through (FTT) Analysis & improvement trend
70
70
HIGHLY METICULOUS, PROBING, TRAINING AND COACHING
C STEPloor
Shop F s ie Activit
VII
REPEAT REPAIR ANALYSIS (RR)

Dealer Activities
People Profile
Technical specialist Workshop supervisor Technicians Service advisor
Ability to fix problems first time Quality of work performed Less number of time returned for re-service Less number of problems
Defination : A symptom reoccurred within 3 months from previous repair Capture repeat repair based on customer feedback & also referring to history of vehicle or through workshop while repairing RR should be identified by pasting a red sticker on the repair order and on the vehicle front windshield of glass at a pre-designated place High priority & care should be given for RR vehicle RR must be critically analysed for the root cause of RR Preventive measure must be initiated to plug root cause Technical specialist will be responsible for RR analysis and improvements Review and monitor RR trend (Repeat job will be looked as window of opportunity for improvement and not as penalising tool)
Facilities
Fully equipped workshop as recommended by M&M

Freshness and newness should be felt in the vehicle Extreme Care on repeat repair vehicle Repeat Repair attend on priority
CSI Influencers Overall ability to fix problem first time Ability to diagnose problems Quality of work performed Thoroughness in fulfilling requests Availability of parts for service Overall quality, reliability and durability
Trouble-free operation Freedom from squeaks and durability
Measurables
Repeat repair FTT
71
HIGH EMOTIONAL CONNECT, CARING AND HELPFULNESS
C STEPloor
Shop F s ie Activit
VIII
BREAK DOWN ASSISTANCE

Dealer Activities
Receive break down call (from customer / service reception) Apologize for the inconvenience, if the customer is on the other end Take details in the Break Down Assistance form (page no. 73) Asses the parts required based on the customer explanation Collect the relevant parts and tools apart from standard ones available in the mobile service van Reach the spot as early as possible in-line with standard time recommended Apologize once again for the inconvenience caused on reaching the spot Understand the concern clearly Attempt to repair the problem Problem rectified ? Yes No Retest and confirm Request for towing vehicle Make the bill and collect Assist customer in continuing his / payment if applicable her journey Apologize once again for Co-ordinate for towing the vehicle the inconvenience caused Wish him / her good-day Tow the vehicle to the workshop Hand over vehicle to workshop
People Profile
Spot care executive Service manager
Timely assistance Less waiting period
CSI Influencers User-friendly service overall Value of service received Dealership values your business Dealer stands behind service
Facilities
Breakdown assistance facility as per M&M recommendation Cell phone Breakdown assistance form

Arrangements for customers to proceed with his/her journey plan Offer loaner car Keep sending SMS on reaching time to the spot
Measurables
Time taken to reach the spot Customer satisfaction on breakdown assistance
72
72
HIGH EMOTIONAL CONNECT, CARING AND HELPFULNESS
C STEPloor
Shop F s ie Activit
VIII
BREAK DOWN ASSISTANCE

Breakdown Assistance Form
Call recd. : Date __________________
Time : ______________________ Tel. No. ____________________ Veh. Reg. No. _______________
Cust Name : _____________________________________________________ Cell ______________________ Model : __________________________________________________________ Colour ___________________
Break down location ______________________________________________________________________________________________________ Landmark to reach _______________________________________ Complain in brief _________________________________________________________________________________________________________ Team Reached : Date __________________ Time __________________ Work completed at site Yes / Towed to workshop End Time _____________________
Signature of Customer
Signature of Break down team
Vehicle received at workshop : Date ______________ Time __________________ Received by _________________________________________ Instructions : Repair to be started immediately / wait for opening repair order and approval by customer Follow-up call - was the customer satisfied with break down assistance ? (by ICR) Yes No
Signature of ICR
73
Table of Contents
STEP D I STEP D II STEP D III STEP D IV STEP D V Work Closure ...................................................75-79 Intimation to customer.....................................80-86 Delivery to Customer ............................................. 87 Handing over Vehicle to Customer ...................... 88 Service Standards Adherence Instant Feedback..............................................89-90 Vehicle Outward............................................... 91-93
STEP D
(Post service delivery)
STEP D VI
STEP D VII Service Experience Feedback .........................94-96
CSI Influencers Overall service delivery experience Rate time took to pick up vehicle Promptness in delivering vehicle Explanation of work performed Explanation of charges Process of paying for service Cleanliness and appearance of vehicle
Service Delivery - 10.4%

74 74
e Customry Process Delive rvice Delivery)

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PD STEr Vehicle
WORK CLOSURE
Dealer Activities
Repair order is collected from vehicle ready for billing box by service advisor and sent to accounts Accounts Executive to make invoice and take pre-invoice printout with date and time Accounts Executive to drop job card along with pre-invoice in vehicle ready for delivery box Service advisor to intimate customer on vehicle readiness Place disposable floor mats in appropriate places in the vehicle (page no. 76) Remove old service sticker (if available) Paste optimal performance inspection / next service due sticker with kms / due date written onto the front windshield glass (page no. 77) Place tissue box on dashboard Hang optimal performance inspection / services completed dangler on the rear view mirror (page no. 68) Stick Dealer branding sticker on to the rear windshield glass or bumper depending up the vehicle model (page no. 78)
People Profile
Service Advisor Workshop supervisor Accounts executive
Invoice ready No waiting
PRECISION
CSI Influencers Vehicle ready when promised Completed all of the work requested
Facilities
Floor Mats Stickers Tissue Box Air Freshner

Invoice ready before customer arrival Disposable paper floor mats placed Next service due sticker Offer wet tissue box Offer air freshener Service completed details on rear view mirror dangler
Measurables
Vehicle ready on time
75

e (Post S
PD STEr Vehicle
WORK CLOSURE
Floor Mat Sample
HIGH EMOTIONAL CONNECT
Specification - Thin recyclable paper-mat

76 76
HIGH EMOTIONAL CONNECT AND CONVENIENCE

e (Post S
PD STEr Vehicle
WORK CLOSURE
Optimal Performance Inspection / Next Service Due Sticker

(Transparent thin non-stain plastic film)
Specification : 60 mm maximum outer diameter
77

e (Post S
PD STEr Vehicle
WORK CLOSURE
HIGH EMOTIONAL CONNECT
Dealer Branding Sticker
Specification : 180 mm Length and 80mm width maximum non stain sticker
78
78

e (Post S
PD STEr Vehicle
WORK CLOSURE
Dealer Activities
Random Sample / Audit by Service Manager
Wheel Wheel Arch. Radiator grills
1) Cleanliness of vehicle
PRECISION
Foot steps Veh Interior - Roof Top - Seats and Seat belts - Floor Board - Glasses - Engine compartment 2) Level of all Consumables Coolant Wind shield washer Battery levels Oil levels Steering oil levels Clutch oil levels - Top up if required
79
HIGH EMOTIONAL CONNECT AND PROFESSIONALISM

e (Post S
PD STEr Vehicle
II
INTIMATION TO CUSTOMER
Dealer Activities
Dial number Use customer contact telephonic script (page no. 81) Record observations in relevant area of job card such as approvals / non approvals. Record name of person spoken to record time and date when spoke to, sign on job card. Offer to deliver the vehicle at customers door step, if vehicle is ready
People Profile
Service Advisor Hostess / Ingenious customer relationship executive Driver
Informed when vehicle was ready Vehicle ready at promised time
CSI Influencers Informed when service was completed Vehicle ready when promised Completed all of the work requested
Facilities
PC Dedicated phone lines

Repair and charges explained Vehicle delivery at customer place Offer to deliver vehicle at customer place
Measurables
Vehicle ready intimation to customer
80
80

e (Post S
PD STEr Vehicle
II
Customer contact telephonic script
Sir / Madam,
1) Good Morning / Afternoon / Evening 2) My name is __________________ 3) I am calling from _________
4) This is regarding your vehicle no. ___________ 5) Ready for collection : A) B) This vehicle is ready for collection by _______am / pm The bill amount is Rs _________ /-
C) Offer to deliver the vehicle at door step D) Go to step 6 5) Time Estimate (after diagnosis) A) B) Sir we have investigated your vehicle in detail I have called up to inform you that your vehicle will be ready by __________ their on _________ day
C) I will call you back once again to confirm D) Go to step 6 5) Revision of Time Estimate A) B) OR B) I will revert back to you on the exact time by which it will be ready C) I am extremely sorry for the inconvenience D) Go to Step 6
81
Sir I am extremely sorry but due to __________ (reason) you vehicle will not be ready by _____am/pm on ________ date It will now be ready by ___________ hrs __________day

e (Post S
PD STEr Vehicle
II
5)
Cost Estimate (After Diagnosis) A) B) Sir - We have investigated your vehicle in detail I have called up to inform you that the approximate cost of the repair will be Rs. ____________ /- all inclusive
C) Would you like us to proceed with the job ? D) Go to step 6 5) Additional jobs - request for approval : A) B) Sir - we have investigated your vehicle in detail It appears that some additional jobs need to be carried out i) Explain Jobs ii) Explain if these jobs are critical i.e. failure to attend immediately will affect vehicle iii) Reliability / Safety / Performance or more critical (i.e. can be put off for later) iv) Explain cost impact v) Explain time impact C) Go to step 6 5) Dealer negligence related issues : A) B) Sir - I am extremely sorry but due to __________________ we have damaged _____________________ If you have No objection, we would like to rectify the error, damage entirely at our cost
C) The revised delivery time would be _____________ hrs ___________day D) Is there any way we can help you, please let me know sir E) F) I once again apologize for the inconvenience Go to step 6
82
82

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II
5)
Revision of Cost Estimate A) B) B) Sir, - I am extremely sorry, but due to ____________ reasons your vehicle cost estimate has gone up by Rs ___________ /- the Total approximate amount will now be Rs _________ /Your vehicle will be ready by _________________ (situation 1 job has to be done irrespective) OR Would you like us to proceed with the job? (Situation 2 job need not be done)
6) Thank you Sir / Madam 7) Have a nice day
83

e (Post S
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II
Sr. No 1 2 3 4
Vehicle Status Board
Vehicle status board dt. ________________

Team A A B C Veh. No 6458 2901 885 4602 Status Work in progress Washing Ready for delivery Pending 7.00 pm Estimated time of delivery
Board to be updated Every 30 min. by workshop supervisor
Work in progress Washing Ready for delivery Delayed
Orange Blue Green RED
84
84

e (Post S
PD STEr Vehicle
II
Dealer Activities
People Profile
Hostess / Ingenious customer relationship executive Service Advisor
High customer convenience and care
Customer arrival Peak time Greet customer by customer greeting script (page no. 35) If customer has come to collect his vehicle enquire vehicle registration number, check vehicle status from Vehicle status board Vehicle not ready
Politely inform customer approximate time it will take to get vehicle ready Route customer to lounge Arrange for refreshment Return to location
Facilities
Well equipped customer lounge
Vehicle is ready
Service Advisor is not free Politely inform customer approximately how much time he will have to wait Route customer to lounge Arrange for refreshment Return to location Monitor availability of service advisor periodically Route customer on first-comefirst-serve basis to service advisor Service Advisor is free Check for any pending customer in lounge Monitor availability of Service advisor periodically Route customer on first-come-first-serve basis to service advisor
Measurables
Wait time Courtesy
85

e (Post S
PD STEr Vehicle
II
Customer walks in Acknowledgement by ICR / Hostess Need identification Enquire vehicle no. Check status board Keep checking customers waiting in the lounge and route them to concerned service advisor firstcome-first-serve basis
Peak Time
Inform estimated time
No Is vehicle ready ?
Yes
Is concerned service advisor free ?
No 1) Route customer to lounge 2) Arrange for refreshments
1) Route customer to lounge 3) Enquire for refreshments 4) Return to location
Yes
Route customer to service advisor

86
86

e (Post S
PD STEr Vehicle
III
DELIVERY TO CUSTOMER
Dealer Activities
People Profile
Service Advisor
Hospitality Courtesy Identification of Key staff Waiting time low Cleanliness Final bill is as estimated Explanation of job Explanation of charges Payment convenience Vehicle ready at promised time
Non peak time Service advisor to greet customer by customer greeting script Hand over customer his pre-invoice Explain 1) Jobs carried out 2) Jobs charged 3) Jobs not carried out 4) Hand over customer information sheet and explain pending repairs Enquire if trial required. If Yes, call your technical specialist and organise trial Request and escort customer to pay
Facilities
As recommended by M&M

Service department opened at late hours and weekends Repair details and charges mentioned in the dangler hungup to the rear view mirror
CSI Influencers Overall service delivery experience Rate time took to pick up vehicle Promptness in delivering vehicle Explanation of work performed Explanation of charges Process of paying for service
Cleanliness and appearance of vehicle Fairness of charges Value of service received Consideration for your time Dealership values your business Dealer stands behind service
Measurables
Vehicle ready at promised time Cleanliness of vehicle Explanation of repairs Explanation of charges
87
HIGH EMOTIONAL CONNECT, CHEERFUL

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IV
HANDING OVER VEHICLE TO CUSTOMER

Dealer Activities
Escort customer to the vehicle Open door and remove all protective covers Show customer his belongings i.e. stepney, audio, tool kit etc. + old parts for which customer paid Handover the carrybag with all customer belongings Indicate to him speedometer reading in case trial has been carried out Indicate next service due sticker Handover service standards adherence feedback form to the customer and request him / her for unbiased feedback
People Profile
Service Advisor
Hospitality Courtesy Identification of Key staff Waiting time low Cleanliness Final bill is as estimated Explanation of job Explanation of charges Payment convenience Vehicle ready at promised time Vehicle returned clean Transparency of operation
Facilities

Service department opened at late hours and weekends Repair details and charges mentioned in the dangler hung-up to the rear view mirror Vehicle delivery at door step Compliments / Tissues box Wiping the wind-screen clear just before vehicle drive off Close the vehicle door, thank the customer and see-off the gate by service advisor
CSI Influencers Overall service delivery experience Rate time took to pick up vehicle Promptness in delivering vehicle Explanation of work performed Explanation of charges Process of paying for service
Cleanliness and appearance of vehicle Fairness of charges Value of service received Consideration for your time Dealership values your business Dealer stands behind service
Measurables
Service Advisor courtesy
88
88

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SERVICE STANDARDS ADHERENCE INSTANT FEEDBACK Dealer Activities
People Profile
Service Advisor ICRES
Feed back process Redressel of concerns
Handover service standards adherence feedback form to customer on payment of service bills. Humbly request the customer to provide his valuable feedback on service standards adherence feedback form. Thank the customer for providing feedback. Apologize to the customer if some standards are not adhered to. Take appropriate action if standards have been not adhered to, to satisfy customer. Thank customer and close door softly Wait till he / she drives off Do thorough analysis of feedbacks collected. Drive improvements based on the feedbacks analysis and trends
Facilities
Service standards adherence feedback form PC

Take surprise action and delight the customer, if standards are not adhered to.
Measurables
Service Standard adherence form response rate (target 100%) Service standards adherence trends.
89

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SERVICE STANDARDS ADHERENCE INSTANT FEEDBACK Template for Dealer Use

Service standards adherence feedback form
90
90

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VI
VEHICLE OUTWARD
Dealer Activities
People Profile
Gate keeping assistant
Ease of driving out
1) Stop Vehicle A) If vehicle driven by company employee 1) Demand repair order 2) Check if trial authorised by concerned authority Yes No 1) Record Details in security 1) Decline vehicle from Register (page no. 34) going out 2) Allow vehicle to go out 2) Return to position 3) Close gate and return to position B) 1) 2) 3) 4) 5) Vehicle driven by customer / others Request for gate pass Enter details in security register (page no. 34) Thank customer Allow vehicle to go out Return to position
Facilities

No security check Thanking by gate keeping assistant
Measurables
Gate keeping assistants courtesy / cleanliness / dresscode
91

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VI
VEHICLE OUTWARD
Dealer Activities
C) Vehicle driven by company employee along with customer or vice versa 1) Note details in security register (page no. 34) 2) Allow Vehicle to go out 3) Return to position
People Profile
Facilities
Measurables
92
92

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VI
VEHICLE OUTWARD
STOP VEHICLE
Company employee
Who is driving the vehicle ?
Customer
Demand Repair Order Company employee + customer
Request for gate pass
Thank customer
No
Is vehicle authorised to go out ?
Yes
Decline vehicle to go out
Record details in security register (page no. 34)
Allow vehicle to go out
Return to position
93

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VII
SERVICE EXPERIENCE FEEDBACK

Dealer Activities
Mail the Service Experience feedback form to the customer by next day of the service along with prepaid self addressed (Dealership) envelope / business reply envelope with a covering letter from dealer owner. Promote response rate by special packages. Conduct thorough analysis of feedback received. Understand the reasons for rating below 7 and for 10 ratings. Drive improvements and monitor trends. Share customer verbatims of reasoning for 10 ratings.
People Profile
Service Advisor ICRES
Feed back process Redressel of concerns
Facilities
Service survey form PC

Take surprise action and delight the customer, if satisfaction is low.
Measurables
Service survey form percentage response (target 20%). Service survey feedback trends.
94
94

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VII
Dealer Owner Name Designation Mr. / Ms. / Mrs.

Covering letter sample of Dealer owner (on letter head)
Dear ________________ Thank you for bringing your vehicle Mahindra ________ (model) to our __________ (Dealership name) on ___________(date). We appreciate you patronising our _________ (Dealership name) continuosly. We hope that you are completely satisfied with the service experience at our _________(Dealership name) during your recent visit. It is continuation of relationship which we have built with you in the past. In order to strengthen our relationship and serve our guests like you better, we request you to kindly fill in the enclosed service experience feedback form and post it to us in the enclosed postage paid envelope. We assure you of our committed services in future. We would like to keep in touch with you always. Please feel free to write to us or email us at the address mention above. Wish you happy motoring and pleasant ownership experience. With best wishes your Sincerely, Dealer owner name
95

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VII

96
96
Table of Contents
STEP E I STEP E II STEP E III Customer Concern Capture ........................... 99-100 Ownership tracking and action .......................... 101 Confirmation of Closure.............................. 102-103
STEP E
Preventing and Resolving Customer Dissatisfaction
CSI Influencers User-friendly service overall Value of service received Dealership values your business Dealer stands behind service Overall quality, reliability and durability Trouble-free operation Freedom from squeaks and durability Overall ability to fix problem first time Ability to diagnose problems Quality of work performed Thoroughness in fulfilling requests Availability of parts for service
97
ting tPreven tomer Dissa ing Cussfaction i
E STEP Resolv&
CUSTOMER DISSATISFACTION RESOLUTION

Customer Dissatisfaction ICR records customer concern in customer concern capture form (page no. 100) Take photocopy and file copy in open case file Hand over original to concerned HOD for resolution HOD to initiate resolution through concerned officer
COLLABORATIVE SOLUTION
Concern Capture
No
Do you have to close this ? Yes
No
Is the customer satisfied ? Yes
Give justification in customer concern capture form Certify on customer concern capture form (page no. 100) Return form to ICR
Ownership tracking and action
ICR to call customer after 3-5 days greet customer by telephonic script (page no. 103) No
Is customer satisfied ? Yes
98
File Case in Closed file
Confirmation of closure
98
E STEP Resolv&
CUSTOMER CONCERN CAPTURE

Dealer Activities
Any concern received at the dealership by any one must be routed to the dedicated ICR ICR to use customer concern capture form (page no. 100) for capturing all customer concerns received at the dealership through any dealer staff including the following 1) 7th day contact 2) 30th day contact 3) Post service calls 4) E-mails 5) Letters / Faxes 6) Telephone calls 7) Referred by M&M Area Office / Head Office Fill up details in customer concern capture format Take photocopy for tracking and file in open case file Hand over original to concerned H.O.D for resolution
People Profile
Ingenious customer relationship executive
HIGHLY EMPHETATIC
Clearly understood the problem Emphetatic
Facilities
PC Dedicated phone Dealership management software

Voice mail Answering machine Customer dissatisfaction acknowledged by special way
Measurables
Up keep of files
99
E STEP Resolv&
CUSTOMER CONCERN CAPTURE

Customer Concern Capture Form
Date : ________________ Tel. No. _____________________________ Veh. Reg. No. ________________________
SL No. ______________ Pre numbered
HIGHLY EMPHETATIC
Cust Name : _____________________________________________________________________ Model : __________________________________________________________________________ Concern Description :
1) _____________________________________________________________________________________________________________________ 2) _____________________________________________________________________________________________________________________ 3) _____________________________________________________________________________________________________________________ 7th day 30th day Post Ser. Tel e-mail Letter Through M&M Area office
Action Taken : ___________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________
Sign of Dept. Head :
Service Manager
Sales Manager
Hospitality Manager Date : __________________ Date : __________________ Date : __________________
Follow up By : 1) __________________________________________________ CRM 2) __________________________________________________ 3) __________________________________________________ Confirmation : Customer satisfied

100
Yes
No Date : ______________ Reason for closure ___________________________________________________________________
100
E STEP Resolv&
II
OWNERSHIP TRACKING AND ACTION

Dealer Activities
Ownership of concern resolution lies with respective H.O.D (W/Shop / S.Room). Original of customer concern capture form will be utilised to track / take action / close the concerns. In case the customer continues to remain dissatisfied despite efforts taken and the H.O.D. wishes to close the case then sufficient justification need to be provided and documented in this form before closure. Monitoring / Tracking by ICR on daily basis.
People Profile
Ingenious customer relationship executive Service Advisor Service manager Hospitality manager Sales Manager
EMPHETATIC AND CARING
Respond to concerns within 24 hrs. Concerns resolve to satisfaction Resolution must be quick Quality of resolution
Facilities

Offer loaner car Visit by dealership senior person to customer place
Measurables
101
EMPHETATIC HIGH EMOTIONAL CONNECT
E STEP Resolv&
III
CONFIRMATION OF CLOSURE
Dealer Activities
After closure of concern, HOD shall certify by signature and date in the customer concern capture form HOD shall forward customer concern capture form back to ICR ICR to make a call after 3-5 days to confirm customers satisfaction, use concern closure telephonic script (page no. 103) ICR to file closed cases in close case file If customer still dissatisfied repeat process on same form to maintain continuity
People Profile
Ingenious customer relationship executive Service Advisor Service manager Hospitality manager COO / Dealer Sales Manager
Quality of resolution No repeat concern
Facilities

Non working hours and 24 hrs help-line information Send bouquet on closure of concern Dealer principal to call on closure of concern Value added service offer for the inconvenience caused
Measurables
% customer concerns closed to customer satisfaction
102
102
EMPHETATIC HIGH EMOTIONAL CONNECT
E STEP Resolv&
III
CONFIRMATION OF CLOSURE
Concern closure telephonic script
1) 2) 3) 4) 5) 6) 7) 9) 10) 11) 12) 13)
Good Morning / Afternoon / Evening Sir / Madam, My name is ____________ I am calling from _______ This is regarding your vehicle _________ having registration no. _________ Understand that you had reported a concern, refer customer concern capture form We regret for the inconvenience caused Hope that the matter has been resolved to your satisfaction Thanking you Have a nice day Dealer Principal to call customer on closure of concern Send bouquet on closure on concern Offer value added services on closure of concern for the inconvenience caused
103
Measurement System Guidelines
ICR Performance ........................................ 105-109 Service Advisor Performance ..................... 110-112 Workshop Performance ............................. 113-127 Service Standard Adherence Feedback ............ 128
104
104
Service Reminder - Row 1, 2 & 3

Service Reminder Rate measures the total number of customers who were contacted by the Service department, within prescribed number of days after previous service, as a percentage of the total number of customers due to be contacted by the Service Department.
HOW?
Number of service reminders sent to the customers on 50th day from previous service (2) x 100 Number of service reminder to be sent on 50th day from previous service (1) Number of customers contacted over phone whos vehicle serviced 50 days ago (3) x 100 Number of service reminder to be sent on 50th day from previous service (1) The Number of service reminders sent to the customers on 50th day from previous service (2) is: the total number of customers to whom service reminder were sent by the Service department on 50th day from the day of previous service of their vehicle. The Number of customers contacted over phone on whos vehicle serviced 50 days ago (3) is: the number of customers contacted over phone on 50th day from the day of previous service of their vehicle. (actual calls to be made from 55th to 60th day) In case of pool cars in a company then the fleet co-ordinator needs to be contacted. Fleet drivers with assigned vehicles are to be contacted individually. Number of customers due to be contacted (1) is: the total number of customers that are due to be contacted on the 50th day from last service by the Service Department. 100% - Letter Generate customer list who has serviced his vehicle 50 days ago. Cross check whether the vehicle is in the workshop. Track service reminder letter/ telephone call/ vehicle reporting etc. in this sheet Summarise & update progress in daily data sheet >80% - Phone
WHAT?
Defination
Calculation
Target
Data Collection
A pro-active customer contact will potentially increase the Service departments chance to attract the customer and conduct business. It might also remind/alert the customer to the next planned scheduled service. It potentially increases customer loyalty to the Service department. It allows the Service department to plan ahead for the anticipated workload.
Responsibility Frequency
ICR Executive and Hospitality Manager
WHY?
Importance
Collected daily summarised daily and monthly.
A poor service reminder Rate may indicate: Poor record keeping. Poor ICR performance.
Interpretation
105
Service Reminder Hit Rate - Row 4

Service Reminder Hit Rate measures the total number of customers who got their vehicles serviced due to the service reminder as a percentage of total number of customer visit
HOW?
Number of customers reported for service due to reminder call (4) x 100 Number of customer visit (19) Number of customers reported for service due to reminder call (4) is: the total number of customers reported for service in response to notifying the service due through letter & phone.
WHAT?
Defination
Calculation
Number of customers visit (19) is : the total number of vehicles reported to the workshop for repairs / service (exclude vehicles reported only for bodyshop work)
Target
> 20% Tracked by customer reporting due to reminder while opening the repair order. Summarised on the daily & monthly sheets electronically
Data Collection
Measuring the Customer Response Rate allows the dealership to monitor the efficiency of the service reminder process. It allows the dealership to provide better service to the customers and initiate pro-active measures to educate customers of the importance of routine maintenance services. It helps get more repair orders & plan workshop loading evenly
WHY?
Importance
Collected daily, summarised daily and monthly.
Lower Customer Response Rate may indicate: Lack of record keeping. Poor communication with customer during the process. Inaccurate prediction of services due.
Interpretation
Lack of control over the process. Poor customer loyalty
106
106
Post-Service/ 3rd Day / 30th day Contact Rate Row 5, 6, 9, 10, 13 to 14

Post-service Follow-up Rate measures the total number of successful (feedback obtained) follow-up calls as a percentage of the total customers due to be contacted after service.
HOW?
No. of Effective follow-up Calls (6 or 10 or 14) x 100 No. of follow-up calls to be made (5 or 9 or 13) respectively No. of Effective follow-up Calls (6/10/14) are: the total number of customers contacted successfully (after service/ 3rd day/ 30th day ) & obtained feedback through a direct phone call.
WHAT?
Defination
Calculation
Dissatisfaction identified during the follow-up process should be reported to the respective HOD immediately through Concern Capture Form No. of follow-up calls to be made (5/9/13) are: the number of customers due to be contacted (after service/ 3rd day/ 30th day). This should include retail customers and fleet drivers that have an assigned car
Target
>80% Follow-up list is generated daily for customers serviced their cars 3 days ago/ vehicles sold 3 days ago/ vehicles sold 30 days ago. Use this list as follow-up log & recorded the progress.
Data Collection
After Service Customer Follow-up is an opportunity to improve customer loyalty by identifying and addressing potential customer concerns at the earliest opportunity.
WHY?
Importance
This is the tool for continuous improvement through customer feedback Follow-up Rate therefore provides an important measure of after service customer care and supports the spirit of Customer Care.
Collected daily, summarised daily and weekly
A low Follow-up Rate may indicate: After sales service focus may need review. Training of Follow-up person/s may need review. Poor facility
Interpretation
Follow-up person and process needs revision. A low Follow-up Rate represents a missed opportunity to improve customer loyalty through prompt corrective actions if customers initial expectations have not been met. This measure should be cross-referenced to the CSI in-dealership & neutral agency study report to ensure accuracy.
107
Customer Satisfaction Rate - Row 7, 11 & 15

Customer Satisfaction Rate reflects the total number of customers completely satisfied with their ownership experience as a percentage of the total number of customers reached by the follow-up process
HOW?
Number of customers completely satisfied (7 or 11 or 15) x100 Number of effective Follow-up calls (6 or 10 or 14) respectively Numbers of customers completely satisfied (7/11/ 15) are: those who were completely satisfied to the question/s asked by follow up person. No. of Effective follow-up Calls (6/10/14) are: the total number of customers contacted successfully (after service/ 3rd day/ 30th day ) & obtained feedback through a direct phone call.
WHAT?
Defination
Calculation
Target
The recommended target is >80%. This metric should be constantly maximised. Collected and recorded on the telephone follow-up log by the person/s carrying out the follow-up calls.
Data Collection
Customer Satisfaction Rate provides an event driven, dealer generated, voice of the customer measure of the overall service quality/ product quality delivered to the customers.
WHY?
Importance
At the same time it gives the dealership a unique opportunity to identify unsatisfied customers early enough to take corrective action. Research shows that only one of 20 unsatisfied customers complains
Collected daily, summarised daily, weekly & monthly sheet.
The closer this figure to a theoretical 100%, the dealership is closer to meeting its objective of complete customer satisfaction. Lower customer satisfaction is clear indication of large scope for improvement. Lower customer satisfaction indicates Lack of continuous improvement based on customers feedback Consistently high customer satisfaction rates are necessary to ensure long-term customer loyalty.
Interpretation
This measure should be cross-reference to the in-dealership & neutral agency CSI report to ensure accuracy
108
108
Customer Concern Resolution Rate - Row 17 & 18

Concern Resolution Rate measures the number of customers who had concerns that were addressed and resolved to the customers complete satisfaction as a percentage of the total number of concerns received during the Follow-up calls plus other sources (telephone, fax, e-mail, letter, through M&M etc.).
HOW?
Number of customers converted to satisfaction YTD (18) Number of dissatisfied customers YTD (17) Number of customers converted to satisfaction YTD (18) - is number of customers concerns closed with customer complete satisfaction YTD. Cumulative concerns closed with customers satisfaction as of previous day plus current day. x100
WHAT?
Defination
Calculation
Number of dissatisfied customers YTD (17) - is number of customers dis-satisfied YTD. Cumulative concerns opened as of previous day plus customer concerns reported from 3rd/30th/post service and through other sources on current day.
Target
>90% Collected and recorded on Customer Concern Capture Form by the person/s carrying out the follow-up calls. Concerns received through other sources must be directed to the person dedicated to capture the same in Customer Concern Capture Form
Data Collection
Addressing customer concerns in a prompt manner would give the dealership a second chance to win the customer back. If identifying the concern is the first step on the road to customer satisfaction, then trying to alleviate that concern as quick as possible goes a long way on that road. It shows the customers that the dealership listens to their concerns and tries to address it promptly. It would help improve the dealers CSI result
WHY?
Importance
Collected daily, summarised daily, weekly, monthly. Consistently high concern resolution rates are necessary to ensure long-term customer loyalty. Concern resolution should be on top of Managements priority list and low rates might indicate Lack of drive for customer satisfaction
Interpretation
109
Realistic Cost Estimate Rate - Row 21

Realistic Cost Estimate Rate measures the total number of customers who were quoted fixed job prices (estimated price same as final bill) from menu pricing as a percentage of the total number of customer visits.
HOW?
Number of Realistic Cost Estimate (21) Number of Vehicles Delivered (20) The Number of Realistic Cost Estimate (21) is: the total number of retail and warranty customers who were quoted up front fixed job prices from menu pricing & it is same as final bill amount. x 100
WHAT?
Defination
Calculation
Fixed quoted prices must cover all jobs on the repair order, otherwise the fixed quoted price count is zero. The number of vehicles delivered (20) is: the total number of vehicles delivered on that particular day after completion of repairs. Internal customers are not to be included.
Target
>90% All the repair orders of the vehicle delivered in that particular day must be collected & cross-checked for initial cost estimate & final invoice amount. If the final bill amount is + or - 5% of estimated cost, count as realistic cost estimate.
Data Collection
Fixing the price up-front represents an opportunity to increase customer loyalty by avoiding disputes over the final bill. Fixed Quoted Price Rate provides a key measure of the ability to fulfil customers expectations about the price to be charged on the invoice. Preparation of fixed quoted prices also helps establish parts availability and pre-picking of parts
Service Advisers and the Team, workshop & front office incharge.
WHY?
Importance
Collected daily summarised daily, weekly & monthly. Lower Realistic Cost Estimate Rates can indicate: Service Advisers need training. Lack of menu pricing information at workplace. Lack of thorough inspection of vehicle with the customer.
Interpretation
Large proportion of unsold diagnosis jobs.
110
110
Right On Time Rate - Row 22

Right On Time Rate measures the total number of vehicles completed by the time agreed with the customer during opening of repair order, as a percentage of total number of vehicles delivered.
HOW?
Number of vehicles ready on time (22) Number of vehicles delivered (20) The number of vehicles ready on time (10) is: the number of vehicles completed in time by the workshop and have been checked for completion, at least 15 minutes before the time agreed with the customer. (i.e. the workshop must meet the completion time requested by Service Adviser) x 100
WHAT?
Defination
Calculation
The number of vehicles delivered (20) is as above. Internal customers are not to be included.
Target
>90% All the repair orders of the vehicle delivered in that particular day must be collected & cross-checked for recording of delivery time commitment. Verify whether the vehicle was ready before the committed time (preferred to print pre-invoice with date & time).
Data Collection
A vital factor of service quality is the ability to exceed customers expectations. Being able to deliver the completely repaired vehicle before the time agreed with the customer will ensure best customer handling levels.
Service Advisers, Team and workshop & front office incharge.
WHY?
Importance
Right On Time Rate is the No.1 expectation of the customer.
Collected daily, summarised daily, weekly and monthly. Low Right On Time levels of performance adversely affect customer loyalty and may indicate: Inadequate workshop scheduling/poor use of planning board. Poor communication through the whole process. Low technician efficiency.
Interpretation
Problems during repair process. Poor Parts Department performance.
111
Bills Explanation Rate - Row 23

Explanation Rate measures the total number of customers who received an explanation from the Service Adviser, at their vehicle, about the work carried out and the charges made, as a percentage of the total number of vehicles delivered.
HOW?
Number of bills explained (23) x100 Number of vehicles delivered (20) The number of invoices explained (23) is: the total number of customers who received an explanation from the Service Adviser, at their vehicle, about work carried out and charges made when they arrived to collect their vehicles regardless if they are fleet, warranty or retail repairs.
WHAT?
Defination
Calculation
The number of vehicles delivered (20) is: as above. Internal customers are not included.
Target
>95% All the repair orders of the vehicle delivered in that particular day must be collected & cross-checked for recording of customer signature in confirmation of explanation given.
Data Collection
The ability to meet customers expectations about the work carried out and associated charges, even if these have been agreed in advance, is vital for customer loyalty.
Service Advisers and workshop & front office incharge.
WHY?
Importance
Explaining the work done and charges made provides an opportunity to reinforce important messages such as fixed prices and right first time. Explanation Rate provides a key measure of the quality of Customer Service during vehicle hand-over.
Collected daily, summarised daily, weekly and monthly.
Low Explanation Rates may indicate: Service Advisers need training. Poor planning by the service advisers. Service Adviser is involved in other activities in the afternoon. Vehicle delivery time is not scheduled in a staggered way.
Interpretation
112
112
First Time Right Rate - Row 28

Right First Time Rate measures the total number of customers reported concern for the first time as a percentage of the total number of customer visits.
HOW?
Number of Customers visits - Number of Customers reported repeat repair (19-28) x 100 Number of Customer Visits (Repair orders opened) (19) Number of Customers reported repeat repair (28) is: the number of vehicles reported with repeat concern within 90 days from previous repair date
WHAT?
Defination
Calculation
Repeat repairs must be identified during Service Reception, or when customer is calling for an appointment (do not ask customers!). The number of customer visits (19) is: the number of vehicles accepted for repair from retail and warranty customers. Internal customers are not included.
Target
>90% Collected by cross-checking all the repair orders opened during the particular day for repeat repair symbol
Data Collection
Customer research shows that repeat repairs damage customer loyalty by inconveniencing customers and undermining confidence in the quality of work.
Service Adviser, team and workshop & front office incharge, Technical specialist
WHY?
Importance
Right First Time Rate is therefore a key measure of customer service.
Collected daily, summarised daily, weekly and monthly.
Right First Time rate should be as close to 100% as possible. As not all customers return to the dealer after a repeat repair, this metric has to be seen together with the main reasons for customer dissatisfaction obtained from the follow-up calls. Note: This measure should be cross-referenced to the in-dealership & neutral agency CSI study results to ensure accuracy.
Interpretation
Low rate of Fix right first time indicates lack of continuous improvement through customer feedback.
113
Productivity - Row 24 & 25

Productivity measures the total number of actual hours worked as a percentage of total hours available to the technicians.
HOW?
Number of hours actually worked (25) x100 Workshop Capacity (hours available to work) (24) Number of hours actually worked (25) is: the total hours worked by all technicians and are theoretically saleable to customers, including warranty and internal. Excluding clocked idle time, in-dealership maintenance and other activities that can not be sold.
WHAT?
Defination
Calculation
Workshop Capacity (24) is: the total hours available for work by all service technicians, excluding:
Holidays, sick leave. Planned training. Meal/tea breaks, etc
Target
>90% Total hours worked is recorded on repair order and technician cards or recorded with an electronic clocking system linked to the invoicing system.
Data Collection
Productivity is a key measure of technician and workshop effectiveness. It shows the proportion of technician hours used versus available. This is important to both workshop profitability and customer loyalty (see - Right On Time).
Total hours available are recorded through time cards or wage records. A summary record should be maintained of actual worked hours, invoiced hours and available hours.
Workshop Floor supervisor and workshop & front office incharge.
WHY?
Importance
Collected daily, summarised weekly and monthly. A good productivity figure indicates that there is a sufficient flow of jobs through the workshop to ensure that technicians are working most or all their attended hours. Clocking for maintenance, cleaning, ... etc. may be detrimental to this figure and their influence should be considered. A low figure may indicate: Poor scheduling of repairs. Poor facility No proactive customer contact. Poor dealership image because of convenience, quality or value for money aspects. Need to increase the number of retail and warranty customers. Lack of forward planning. Need for further marketing actions. Too many technicians. Lack of Service marketing initiatives.
Interpretation
114
114
Efficiency - Row 26
Efficiency measures standard time clocked as a percentage of the total hours actually worked.
HOW?
Standard Time in hours (retail, warranty, internal) (26) x100 Number of hours actually worked (25) Standard Time in hours (paid, warranty, internal) (26) is: is the total number of hours clocked with respect to standard time that can be sold to all retail, warranty, PDI, Free Service and internal customers.
WHAT?
Defination
Calculation
Number of hours actually worked (paid, warranty, internal) (25) is: the total workshop hours actually worked on the vehicle., including warranty, PDI, Free Service and internal. Excluding clocked idle time, in-dealership maintenance and other activities that can not be sold:
Target
>110% The standard time required must be recorded on repair order and technician time cards. Total hours actually worked should be clocked on repair order and technician time cards or recorded with an electronic clocking system linked to the invoicing system. A summary record should be maintained of actually worked hours, standard time in hours and invoiced hours.
Data Collection
Efficiency is a key workshop indicator. It demonstrates the ability of technicians to complete repair jobs within the assigned time. This is important to both workshop profitability and customer loyalty (see Right On Time)
Technicians, Floor Supervisor and workshop & front office incharge.
WHY?
Importance
Collected daily, summarised weekly and monthly.
A low figure may indicate: No target times for technicians on repair orders. No individual Efficiency measure and feedback to technician. No dedicated bay per technician with hoist and necessary tools.
Interpretation
Weak Internal processes. Excessive time spend on diagnosis. Low Parts Pre-picking/ non-availability. Poor skill level of technician. Lack of technical training and/or new starter/apprentice
115
Performance Index - Row 27

Performance Index measures the total number of hours invoiced as a percentage of total standard hours clocked by technicians.
HOW?
No. of hours invoiced (Retail, Warranty, PDI, Free Service) (27) No of hours worked inline with standard time (26) Number of hours Invoiced (retail, internal, warranty etc.) (27) - is the total hours actually invoiced to all paid, warranty, PDI and free service repair orders inline with standard time, that is total no of hours clocked by the technicians inline with standard time (26) minus total standard hours clocked by the technicians on free jobs (for jobs bill not raised). No of hours worked inline with standard time (26) - is the total no of hours clocked by the technicians inline with standard time x100
WHAT?
Defination
Calculation
Target
The optimum level of this metric has to be investigated and set at dealer, area or national level Total Hours invoiced for the day must be taken out from the system. Workshop capacity must be computed depending upon technicians attendance.
Data Collection
Performance Index helps identify the amount of spare technician capacity available, technicians efficiency & man-hour lost due to Repeat Repairs. It is therefore a key indicator of how effectively work is being supplied to the workshop, quality of technician & quality work.
Technicians, Floor Supervisor and workshop & front office incharge.
WHY?
Importance
Collected daily, summarised weekly and monthly. A low figure may indicate:. No proactive customer contact. Poor scheduling of repairs. Too many repeat repairs.
Interpretation
Poor dealership image (reasons to be investigated). Need to increase the number of retail and warranty customers. Forward planning is required. Need for further marketing actions. Too many technicians.
116
116
Labour Hours Sold Per Repair Order - Row 27

Labour Hours Sold Per Repair Order measures the average number of labour hours sold per repair order to retail and warranty customers.
HOW?
Number of hours invoiced (retail, warranty etc.) (27) Number of Vehicles Delivered (20) Number of hours invoiced (retail, warranty etc.) (27) is: is as previous Number of Vehicles Delivered (20) is: the total number of vehicles delivered on that day x100
WHAT?
Defination
Calculation
Target
Reported in hours/Repair Order, e.g. 2.5 hours/RO. The optimum level of this metric has to be investigated and set at dealer, area or national level. Total Hours invoiced for the day must be taken out from the system. Total number of deliveries must be taken from the system
Data Collection
Labour Hours Sold Per Repair Order is an important measure of how effectively the Service Department identifies and sells additional work.
Team, Service Manager.
WHY?
Importance
Collected daily, summarised weekly. Low values may indicate: Lack of thorough inspection of vehicle during service reception. Service Adviser lacks customer-handling skills. Service Adviser lacks product training.
Interpretation
Lack of Service marketing initiatives. Parts supply problems. Low menu-pricing support. Newer vehicle age mix. (Low service market share!)
117
Parts Value Sold Per Repair Order - Row 31

Parts Value Sold Per Repair Order measures the average Rs. value of parts sold per invoice to retail and warranty customers.
HOW?
Total Parts billed in Rs.(retail, warranty etc.) (31) Number of Vehicles Delivered (20) Total Parts billed in Rs.(retail, warranty etc.) (31) internal jobs. is: the total value of parts invoiced on closed repair orders during a reporting period, excluding x100
WHAT?
Defination
Calculation
Number of Vehicles Delivered (20) is: as previous
Target
Reported as a Rs. value/RO. The optimal level of this metric has to be validated at dealer, area or national level. The value of retail and warranty sales and the number of invoiced repair orders should be obtained from invoices, or invoice summary records. A daily summary should be maintained which shows a total and per Service Adviser: Parts invoiced value on retail and warranty repair orders. Total number of retail and warranty repair orders
Data Collection
Parts Value Sold Per Repair Order provides an important measure of how effectively additional repair work opportunities are identified and sold to customers.
Service Adviser, Cashier and front office incharge.
WHY?
Importance
Collected daily, summarised weekly & monthly Low values may indicate: Lack of thorough inspection of vehicle during service reception. Service Adviser lacks customer-handling skills. Service Adviser lacks product training.
Interpretation
Lack of Service marketing initiatives. Parts supply problems. Low menu-pricing support. Newer vehicle age mix (low service market share!)
118
118
Parts Fill Rate to Customer - Row 29 & 30

Parts Fill Rate workshop measures the total number of part lines delivered from stock, when first requested, as a percentage of the total number of parts lines requested by the workshop.
HOW?
Number of lines delivered from stock (30) x100 Total number of lines requested by workshop (29) The number of lines delivered from stock (30) is: the number of complete line items delivered from stock to the workshop when first requested. The total number of lines requested by workshop (29) is: the total number of lines required for completing workshop repair orders. Requests have to be counted through documentation
WHAT?
Defination
Calculation
Target
>95% A summary record should be maintained by the Parts Department of: Total number of lines requests received in the Parts Department from the Workshop (29) The number of lines delivered from stock, off the shelf (30)
Data Collection
Ensuring that the parts stocking profile reflects normal Workshop requirements: Avoids customers inconvenience. (Coming twice to dealership because of parts not available first time)
Parts Staff, Parts Manager, Service Adviser and Service Manager.
WHY?
Importance
Avoids lost business opportunities because of parts not available. Avoids repeat repairs caused by parts supply problems. Helps to ensure that jobs are completed on time. Minimises technicians idle time waiting for parts.
Daily, weekly & monthly Low figures could indicate: Poor inventory management. Inventory policy targeted more to retail or wholesale business. Retail/Wholesale inventory mix incorrectly biased
Interpretation
119
Service Absorption
Service absorption is the health check of the dealership. It is defined as the amount of total dealership expenses (except sale promotion) absorbed by Parts & Service Departments gross profit, usually expressed as a percentage.
HOW?
The Gross profit of the workshop x100 The Total Dealership Expenses The Gross profit of the workshop is: The sum of total Parts, Service & Body Shop Gross Profit (Parts margin + lubes & paints margin + 100% of labour revenue + Margin on Accessory sold through workshop + Sales margin on additional services sold).
WHAT?
Defination
Calculation
The Total Dealership Expenses is: The sum of total fixed expenses + owner salary + sales, service, parts, body shop expenses (It is the total dealership expenses including interest on inventory/ working capital, depreciation of equipment & rent for the premises even though it is owned etc. except the sales promotional expenses)
Target
Compute total workshop profit from various sources.
Recommended >85%
Compute total dealership expense except sales promotional expenses
Data Collection
It tells to what extent the service departments profit supports total dealership expenses except sales promotional expenses. With 100% service absorption, the new vehicle sales department do not have to cover any expenses except sales promotional expenses. The dealership with high service absorption will be in a competitive position in the vehicle sales.
Service Manager
WHY?
Importance
Monthly Low figures could indicate: Under utilisation of workshop. Poor workshop performance. Poor Service Marketing initiatives.
Interpretation
Poor customer Loyalty/ retention. Dealership Expenses are too high
120
120
Dealership overall service performance - Weekly report

D e a le r : M o n th o f A u g -0 3 W e e k E n d in g 0 3 -A u g -0 3
T o ta l/ A v e ra g e 3 1 1 1 2 0 5 2 0 2 T a rg e t M onday T uesday W e d n e s d a T h u r s d a y F r id a y S a tu rd a y S unday 2 8 /7 /0 3 2 9 /7 /0 3 3 0 /7 /0 3 3 1 /7 /0 3 1 /8 /0 3 2 /8 /0 3 3 /8 /0 3 C R M P e rfo rm a n c e N o . o f S e r v ic e r e m in d e r s ( o n 5 0 t h d a y f r o m la s t s e r v ic e ) t o b e S e n t 1 A c t u a l N o . o f S e r v ic e r e m in d e r s S e n t 2 N o . o f c u s t o m e r s r e m in d e d f o r s e r v ic e t h r o u g h p h o n e 3 N o . o f V e h ic le s r e p o r t e d f o r s e r v ic e in r e s p o n s e t o s e r v ic e r e m in d e r 4 N o . o f P o s t - s e r v ic e c a lls t o b e m a d e 5 N o . o f E f f e c t iv e p o s t s e r v ic e f o llo w - u p C a lls m a d e ( f e e d b a c k o b t a in e d ) 6 N o . o f C u s t o m e r s C o m p le t e ly S a t is f ie d ( p o s t s e r v ic e c a ll) 7 N o . o f d is s a t is f ie d C u s t o m e r f r o m p o s t - s e r v ic e c a ll 8 N o . o f c u s t o m e r s t o b e c o n t a c t e d o n 3 r d d a y o f n e w v e h ic le d e liv e r y 9 1 1 1 1 1 1 0 1 2 3 4 5 N N N N N N o o o o o o . . . . . . o o o o o o f f f f f f c u s to m e rs C u s to m e rs d is s a t is f ie d c u s to m e rs c u s to m e rs C u s to m e rs c o n t a c t e d o n 3 r d d a y ( f e e d b a c k o b t a in e d ) C o m p le t e ly S a t is f ie d ( 3 r d d a y c a ll) C u s t o m e r ( 3 r d d a y c a ll) t o b e c o n t a c t e d o n 3 0 t h d a y o f n e w v e h ic le d e liv e r y c o n t a c te d o n 3 0 th d a y ( f e e d b a c k o b ta in e d ) C o m p le t e ly S a t is f ie d ( 3 0 t h d a y c a ll) c a ll) 10 5 4 3 10 8 6 2 10 8 7 1 12 9 7 2 303 248 50% 40% 10% 80% 75% 80% 88% 75% 78% 82% 30 25 17 15 20 68% 60% 80% 350 350 50% 40% 23% 83% 80% IV /0 ! IV /0 ! IV /0 ! IV /0 ! 100% 30 20 12 13 15 60% 65% 75% 375 355 /0 ! /0 ! /0 ! /0 ! /0 ! /0 ! /0 ! /0 ! /0 ! 95% 20 10 8 7 12 10 8
18 14 2 10 8 7 1 12 9 7 2 375 355 50% 40% 17% 82% 78% 80% 88% 75% 78% 95% 60 45 29 28 35 64% 62% 78%
16 17 18
N o . o f d is s a t is f ie d C u s t o m e r ( 3 0 t h d a y
N o . o f d is s a t is f ie d C u s t o m e r s f r o m 3 r d d a y + 3 0 t h d a y + P o s t S e r v ic e + o t h e r s o u r c e s + C u m u la t iv e C o n c e r n s O p e n e d a s o f P r e v io u s D a y ( NYoT. D ) C u s t o m e r s C o n v e r t e d t o S a t i s f a c t i o n Y T D ( c o n c e r n c l o s e d w i t h of c u s t o m e r s a t is f a c t io n )
S e r v ic e R e m in d e r R a te (le tte r ) 2 /1 3 /1 S e r v ic e R e m in d e r R a te (P h o n e ) S e r v ic e R e m in d e r H it R a te 4 /1 9 6 /5 P o s t S e r v ic e F o llo w -u p R a te P o s t s e r v ic e C u s to m e r S a tis fa c tio n R a te 7 /6 1 0 /9 7 th D a y C o n ta c t R a te 1 1 /1 0 7 th D a y C u s to m e r S a tis fa c tio n R a te 1 4 /1 3 3 0 th D a y C o n ta c t R a te 1 5 /1 4 3 0 th D a y C u s to m e r S a tis fa c tio n R a te C o n c e r n R e s o lu tio n R a te 1 8 /1 7 S e r v ic e A d v is o r P e r fo r m a n c e 1 9 N o . o f C u s t o m e r v is it s ( R e p a ir o r d e r s o p e n e d ) 2 0 N o . o f V e h ic le s D e liv e r e d 2 1 N o . o f R e a lis t ic C o s t E s t im a t e 2 2 N o . o f V e h ic le s R e a d y O n T im e 2 3 N o . o f C u s t o m e r s g o t e x p la n a t io n o f b ills ( W a r r a n t y & P a id ) R e a lis tic C o s t E s tim a te R a te 2 1 /2 0 R ig h t O n T im e R a te 2 2 /2 0 2 3 /2 0 B ills E x p la n a tio n R a te W o rk s h o p P e rfo rm a n c e W o r k s h o p C a p a c ity in H r s . ( N o . o f P r o d . T e c h n .* N o . o f 24 W o r k in g H r s . ) 2 5 N o . o f h o u r s a c t u a lly w o r k e d 2 6 N o . o f h o u r s w o r k e d in lin e w it h S t a n d a r d T im e N o . o f h o u r s b ille d ( P a id . W a r r a n t y , P D I , F r e e S e r v ic e ) = S t d t im e ( r o w 27 2 6 ) - F r e e jo b s d o n e in S t d h r s . N o . o f R O 's w it h r e p e a t r e p a ir s ( n a t u r e o f c o n c e r n / s y m p t o m r e p e a t e d 28 w it h in 9 0 d a y s ) 2 9 N o . o f P a r t s L in e I t e m s R e q u e s t e d 3 0 N o . o f P a r t s L in e I t e m s s u p p lie d in f u ll 3 1 T o t a l P a r t s B ille d ( p a id , w a r r a n t y , in t e r n a l, F O C ) (1 9 -2 8 )/1 9 F ir s t T im e R ig h t 2 5 /2 4 P r o d u c tiv ity 2 6 /2 5 E ffic ie n c y P e r fo r m a n c e In d e x 2 7 /2 6 2 7 /2 0 H o u r s S o ld / R e p a ir O r d e r 3 1 /2 0 P a r ts S o ld /R e p a ir O r d e r P a r ts F ill R a te to C u s to m e r 3 0 /2 9
# # # #
D D D D
# # # # # # # # #
D D D D D D D D D
IV IV IV IV IV IV IV IV IV
# # # # # # # # # #
D D D D D D D D D D
IV IV IV IV IV IV IV IV IV IV
/0 /0 /0 /0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! ! ! ! !
# # # # # # # # # #
D D D D D D D D D D
/0 /0 /0 /0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! ! ! ! !
# # # # # # # # # #
D D D D D D D D D D
/0 /0 /0 /0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! ! ! ! !
# # # # # # # # # #
D D D D D D D D D D
/0 /0 /0 /0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! ! ! ! !
100% 80% 20% 80% 85% 80% 80% 85%
# D IV /0 ! # D IV /0 ! # D IV /0 !
# D IV /0 ! # D IV /0 ! # D IV /0 !
# D IV /0 ! # D IV /0 ! # D IV /0 !
# D IV /0 ! # D IV /0 ! # D IV /0 !
# D IV /0 ! # D IV /0 ! # D IV /0 !
90% 90% 95%
220 180 160 150 5 150 140 50000 83% 82% 89% 94% 6 .0 2000 93% 7
220 180 160 150 12 150 140 50000 80% 82% 89% 94% 3 .3 1111 93%
77% # D IV /0 ! # D IV /0 ! # D IV /0 ! 0 .0 0 # D IV /0 !
# # # # # # #
D D D D D D D
IV IV IV IV IV IV IV
/0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! !
# # # # # # #
D D D D D D D
/0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! !
# # # # # # #
D D D D D D D
/0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! !
# # # # # # #
D D D D D D D
/0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! !
# # # # # # #
D D D D D D D
/0 /0 /0 /0 /0 /0 /0
! ! ! ! ! ! !
90% 90% 110% 100%
95%
121
Dealership overall service performance - Monthly report

D e a le r :
W e e k 1 C R M P e rfo N o . o f 1 A c tu a l 2 N o . o f 3 N o . o f 4 5 6 7 8 9 1 1 1 1 0 1 2 3 rm a n c e S e r v ic e r e m in d e r s ( o n 5 0 t h d a y f r o m la s t s e r v ic e ) t o b e S e n t N o . o f S e r v ic e r e m in d e r s S e n t c u s t o m e r s r e m in d e d f o r s e r v ic e t h r o u g h p h o n e V e h ic le s r e p o r t e d f o r s e r v ic e in r e s p o n s e to s e r v ic e r e m in d e r W e e k 2
M o n th
W e e k 3
o f
A u g -0 3
W e e k 4 W e e k 5 T o ta l/
3 0 1 5 1 2 1 0 2 2 1 8 1 4 2
2 5 1 5 1 2 1 0 2 2 1 8 1 4 2 1 0 8 7 1 1 2 9 7 2 3 7 5 3 5 5 0 % 8 % 0 % 2 % 8 % 0 % 8 % 5 % 8 % 5 %
2 5 1 5 1 2 1 0 2 2 1 8 1 4 2 1 0 8 7 1 1 2 9 7 2 3 0 3 2 4 8 0 % 8 % 0 % 2 % 8 % 0 % 8 % 5 % 8 % 2 %
2 5 1 5 1 2 1 0 2 7 1 8 1 4 2 1 0 8 7 1 1 2 9 7 2 3 0 3 2 4 8 0 % 8 % 4 % 7 % 8 % 0 % 8 % 5 % 8 % 2 %
2 0 1 5 1 2 1 3 2 2 1 8 1 4 2 1 0 8 7 1 1 2 9 7 2 4 0 0 3 0 0 5 % 0 % 6 % 2 % 8 % 0 % 8 % 5 % 8 % 5 %
1 2 5 7 5 6 0 5 3 1 1 5 9 0 7 0 1 0 5 0 4 0 3 5 5 6 0 4 5 3 5 1 0 4 0 0 3 0 0 6 0 % 4 8 % 1 9 % 7 8 % 7 8 % 8 0 % 8 8 % 7 5 % 7 8 % 7 5 % 2 8 0 2 2 5 1 4 5 1 4 0 1 7 5 6 4 % 6 2 % 7 8 %
N o . o f P o s t- s e r v ic e c a lls to b e m a d e N o . o f E f f e c t iv e p o s t s e r v ic e f o llo w - u p C a lls m a d e ( f e e d b a c k i ) N b t . o f Cd u s t o m e r s C o m p l e t e l y S a t i s f i e d ( p o s t s e r v i c e c a l l ) o N o . o f d is s a t is f ie d N o . o f c u s to m e rs N o . o f c u s to m e rs C u s to m e r fro m to b e c o n ta c te d o n c o n ta c te d 3 rd p o s t- s e r v ic e o n 3 rd c a ll v e h ic le d e liv e r y o b ta in e d )
d a y o f n e w
1 0 8 7 1
d a y (fe e d b a c k
N o . o f C u s t o m e r s C o m p le t e ly S a t is f ie d ( 3 r d d a y c a ll) N o . o f d is s a t is f ie d C u s t o m e r ( 3 r d d a y c a ll) N o . o f c u s to m e rs to b e c o n ta c te d o n 3 0 th d a y o f n e w N o . o f c u s to m e rs N o . o f C u s to m e rs N o . o f d is s a t is f ie d N o . o f d is o th e r s o u ( NY oT. D ) C u o f c u s to m e r c o n ta c te d o n 3 0 th d a y (fe e d b a c k (3 0 th c a ll) C o m p le t e ly S a t is f ie d C u s to m e r (3 0 th d a y d a y c a ll)
v e h ic le
d e liv e r y
1 2 9 7 2 3 7 5 3 5 5 0 % 0 % 7 % 2 % 8 % 0 % 8 % 5 % 8 % 5 %
1 4 1 5 1 6 1 7 1 8
o b t a in e d )
s a t is f ie d C u s t o m e r s f r o m 3 r d d a y + 3 0 th d a y + P o s t S e r v ic e + r c e s + C u m u la t iv e C o n c e r n s O p e n e d a s o f P r e v io u s D a y s to m e rs C o n v e rte d s a tis f a c tio n ) to S a tis f a c tio n Y T D (c o n c e rn c lo s e d w it h 5 4 1 8 7 8 8 7 7 9
2 /1 S e r v ic e R e m in d e r R a te (le tte r ) S e r v ic e R e m in d e r R a te (P h o n e ) 3 /1 S e r v ic e R e m in d e r H it R a te 4 /1 9 P o s t S e r v ic e F o llo w -u p R a te 6 /5 P o s t s e r v ic e C u s to m e r S a tis fa c tio n R a te 7 /6 7 th D a y C o n ta c t R a te 1 0 /9 7 th D a y C u s to m e r S a tis fa c tio n R a te 1 1 /1 0 3 0 th D a y C o n ta c t R a te 1 4 /1 3 3 0 th D a y C u s to m e r S a tis fa c tio n R a te 1 5 /1 4 C o n c e r n R e s o lu tio n R a te 1 8 /1 7 S e r v ic e A d v is o r P e r fo r m a n c e N o . o f C u s t o m e r v is its ( R e p a ir o r d e r s o p e n e d ) 1 9 N o . o f V e h ic le s D e liv e r e d 2 0 N o . o f R e a lis t ic C o s t E s tim a te 2 1 N o . o f V e h ic le s R e a d y O n T im e 2 2 N o . o f C u s t o m e r s g o t e x p la n a t io n o f b ills ( W a r r a n t y & P a id ) 2 3 R e a lis tic C o s t E s tim a te R a te 2 1 /2 0 2 2 /2 0 R ig h t O n T im e R a te B ills E x p la n a tio n R a te 2 3 /2 0 W o rk s h o p P e rfo rm a n c e W o r k s h o p C a p a c it y in H r s . ( N o . o f P r o d . T e c h n .* N o . 2 4 o f W o r k in g H r s .) N o . o f h o u r s a c tu a lly w o r k e d 2 5 N o . o f h o u r s w o r k e d in lin e w ith S t a n d a r d T im e 2 6 N o . o f h o u r s b ille d ( P a id . W a r r a n ty , P D I, F r e e S e r v ic e ) = S td tim e 2 7 ( r o w 2 6 ) - F r e e jo b s d o n e in S td h r s . 2 8 2 9 3 0 3 1 N o . o f R O 's w it h w ith in 9 0 d a y s ) N N T F P E P H P P r e p e a t r e p a ir s (n a tu re o f c o n c e rn / s y m p to m re p e a te d
6 4 2 8 7 8 8 7 7 9
6 4 2 8 7 8 8 7 7 8
6 4 1 6 7 8 8 7 7 8
7 6 2 8 7 8 8 7 7 7
1 0 0 % 8 0 % 2 0 % 8 0 % 8 5 % 8 0 % 8 0 % 8 5 %
6 0 4 5 2 9 2 8 3 5 6 4 % 6 2 % 7 8 %
5 0 4 5 2 9 2 8 3 5 6 4 % 6 2 % 7 8 %
5 0 4 5 2 9 2 8 3 5 6 4 % 6 2 % 7 8 %
7 0 4 5 2 9 2 8 3 5 6 4 % 6 2 % 7 8 %
5 0 4 5 2 9 2 8 3 5 6 4 % 6 2 % 7 8 %
9 0 % 9 0 % 9 5 %
2 2 0 1 8 0 1 6 0 1 5 0 1 2 1 5 0 1 4 0 5 0 0 0 0 8 0 % 8 2 % 8 9 % 9 4 % 3 .3 1 1 1 1 9 3 %
2 2 0 1 8 0 1 6 0 1 5 0 1 2 1 5 0 1 4 0 5 0 0 0 0 7 6 % 8 2 % 8 9 % 9 4 % 3 .3 1 1 1 1 9 3 %
2 2 0 1 8 0 1 6 0 1 5 0 1 2 1 5 0 1 4 0 5 0 0 0 0 7 6 % 8 2 % 8 9 % 9 4 % 3 .3 1 1 1 1 9 3 %
2 2 0 1 8 0 1 6 0 1 5 0 1 2 1 5 0 1 4 0 5 0 0 0 0 8 3 % 8 2 % 8 9 % 9 4 % 3 .3 1 1 1 1 9 3 %
2 2 0 1 8 0 1 6 0 1 5 0 1 2 1 5 0 1 4 0 5 0 0 0 0 7 6 % 8 2 % 8 9 % 9 4 % 3 .3 1 1 1 1 9 3 %
1 1 0 0 9 0 0 8 0 0 7 5 0 6 0 7 5 0 7 0 0 2 5 0 0 0 0 7 9 % 8 2 % 8 9 % 9 4 % 3 .3 1 1 1 1 9 3 %
122
o . o f P a r ts L in e I te m s R e q u e s te d o . o f P a r ts L in e I te m s s u p p lie d in f u ll o ta l P a r t s B ille d ( p a id , w a r r a n t y , in t e r n a l, F O C ) ir s t T im e R ig h t r o d u c tiv ity ffic ie n c y e r fo r m a n c e In d e x o u r s S o ld / R e p a ir O r d e r a r ts S o ld /R e p a ir O r d e r a r ts F ill R a te to C u s to m e r
(1 9 -2 8 )/1 9 2 5 /2 4 2 6 /2 5 2 7 /2 6 2 7 /2 0 3 1 /2 0 3 0 /2 9
9 0 % 9 0 % 1 1 0 % 1 0 0 %
9 5 %
122
Dealership overall service performance - Yearly report

D ealer:
Ja n-03 Fe b-03 M a r-03 Apr-03 M a y-03 Jun-03 Jul-03 Aug-03 S e p-03 Oct-03 Nov-03 De c-03 CRM P e rform a nce S e rvice Re m inde r Ra te (le tte r) 80 90 86 87 82 S e rvice Re m inde r Ra te (P hone ) S e rvice Re m inde r Hit Ra te P ost S e rvice Follow -up Ra te P ost se rvice Custom e r S a tisfa ction Ra te 7th Da y Conta ct Ra te 7th Da y Custom e r S a tisfa ction Ra te 30th Da y Conta ct Ra te 30th Da y Custom e r S a tisfa ction Ra te Conce rn Re solution Ra te S e rvice Advisor P e rform a nce Re a listic Cost Estim a te Ra te Right On Tim e Ra te Bills Ex pla na tion Ra te W orkshop P e rform a nce First Tim e Right P roductivity Efficie ncy P e rform a nce Inde x Hours S old / Re pa ir Orde r P a rts S old /Re pa ir Orde r P a rts Fill Ra te to Custom e r S e rvice Absorption Tota l De a le rship Ex pe nse s (A) The Gross P rofit of w orkshop (B) S e rvice Absorption Ra te (B/A) #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! #DIV /0! De a le rship Ex pe nse s (A) = The sum of tota l fix e d e x pe nse s + proprie tor sa la ry+ sa le s, se rvice , pa rts e x pe nse s W orkshop Gross P rofit (B) = P a rts m a rgin + lube s & pa ints m a rgin + 100% of la bour re ve nue + Acce ssory m a rgin (w orkshop)
123
Dealership overall service performance - Yearly report trend

S e rv i c e R e m i n d e r R a te (l e tte r) 100 90 80 70 60 50
Fe b-0 3 3 Au g-0 3 Ju l-0 3 3 Ju n-0 3 Ma y-0 3 03 p-0 3 Ja n-0 3 3 r-0 3 No v-0 Ap r-0 Oc tc-0 Ma De
80 90 86 87 100 82 90 80 70 60 50
Ma y-0 3 No v-0 3 No v-0 3 No v-0 3 Ju l-0 3 g-0 3 3 Se p-0 3 Ma r- 0 3 De c-0 3 De c-0 3 De c-0 3 3 Fe b-0 3 -03 -03 Ja n-0 Ap r Ju n Oc t-0 Oc t-0 3 Oc t-0 3
S e rv i c e R e m i n d e r R a te (P h o n e )
Se
S e rv i c e R e m i n d e r H i t R a te
100 90 80 70 60 50
Ma y-0 3 Au g-0 3 No v-0 3 Oc t-0 3 03 Ja n-0 3 Fe b-0 3 Ju n-0 3 Se p-0 3 -03 3 Ma r-0 3 De c-0 Ap r Ju l-
P o st S e r v i c e F o l l o w -u p R a te
100 90 80 70 60 50
Ma y-0 3 Ju l-0 3 3 Fe b-0 3 -03 3 3 Au g-0 Au g-0 Se p-0 3 Se p-0 3 Ja n-0 Ma r-0 Ap r03 3 Ju n
P o st se r v i c e C u sto m e r S a ti sfa c ti o n R a te
100 90 80 70 60 50
No v-0 3 3 Ju l-0 3 Ma y-0 3 3 De c-0 3 3 Fe b-0 3 Ju n-0 3 Se p-0 3 -03 3 Au g-0 Ja n-0 Oc t-0 Ma r-0 Ap r
7 th D a y C o n ta c t R a te
100 90 80 70 60 50
Ma y-0 3 Fe b-0 3 Ma r-0 Ju n-0 3 Ap r-0 3 Ja n-0 Ju l-0 3 3 3
124
Au
124
100
100
100
50 50 60 70 80 90 50 60 70 80 90
Ja n- 0 3 Ja n- 0 3 Fe b- 0 3 Ma r-0 3 Ap r -03 Ma y-0 3 Ju n- 0 3 Fe b-0 3 3 Ma r-0 Ap r -03 Ma y-0 3 Ju n-0 3 3 Ju l-0 3 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3 Ju l-0 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3
60
70
80
90
Ja n- 0 3 Fe b- 0 3 Ma r-0 3 Ap r -03 Ma y-0 3 Ju n- 0 3 Ju l-0 3 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3
7 th D a y C u sto m e r S a ti sfa c ti o n R a te
3 0 th D a y C u sto m e r S a ti sfa c ti o n R a te
R e a l i sti c C o st E sti m a te R a te
100
100
100
50
60
70
80
90
50
60
70
80
90
50
60
70
80
90
3 0 th D a y C o n ta c t R a te
C o n c e rn R e so l u ti o n R a te
R i g h t O n T i m e R a te
125
126
100 110 120 100 100 60 50 60 70 80 90 50 60 70 80 90
-03 -03 Fe b- 0 3 Ma r03 Ap r -03 Ma y-0 3 Ju n -03 -03 Fe b- 0 3 Ma r03 Ap r -03 Ma y-0 3 Ju n -03 Ju l-0 3 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3 Ja n Ja n 03
70
80
90
Ja n Fe b- 0 3 Ma rAp r -03 Ma y-0 3 Ju n -03 Ju l-0 3 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3
P ro d u c ti v i ty
Ju l-0 3 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3
B i l l s E x p l a n a ti o n R a te
P e rfo rm a n c e I n d e x
50 60 100 110 120 60 70 80 90 10 9 8 7 6 5 4 3 2 1 0
Ja n Ja n -03 Fe b- 0 3 Ma rAp r 03 -03
100
70
80
90
Ja n -03 Fe b- 0 3 Ma r03 Ap r -03 Ma y-0 3 Ju n -03 Ju lAu g 03 -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3
-03 Fe b- 0 3 Ma r-0 3 Ap r Ma y-0 3 Ju n -03 Ju l-0 3 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3 -03 Ma y-0 3 Ju n -03 Ju l-0 3 Au g -03 Se p- 0 3 Oc t-0 3 No v -03 De c-0 3
F i rst T i m e R i g h t
E ffi c i e n c y
H o u rs S o l d / R e p a i r O rd e r
126

P a rts S o l d / R e p a i r O rd e r
4000 3500 3000 2500 2000 1500 1000 500
-03 Oc t-0 3 Ju l-0 3 Ma y-0 3 -03 De c-0 3 Ja n- 0 3 3 3 Se p- 0 3 -03 Ma r-0 3 Fe b- 0 Ju n- 0 No v Au g Ap r
P a rts F i l l R a te to C u sto m e r
100 90 80 70 60 50
Ma y-0 3 Oc t-0 3 Ju l-0 3 -03 -03 No v Ma r-0 3 Au g Se p- 0 3 Fe b- 0 Ap r Ju n- 0 De c-0 3 Ja n- 0 3 3 -03 3
S e rv i c e A b so rp ti o n R a te
120 110 100 90 80 70 60 50
Ma y-0 3 Oc t-0 3 -03 -03 No v 3 Ma r-0 Se p- 0 3 Au g Ap r De c-0 3 Ja n- 0 3 b-0 3 n-0 3 Ju -03 3 Ju l-0
Fe
127
Service Standard Adherence Instant Feedback Tracker

Feb-05
No of feedback received Explanation of work prior to Completed all Reasonable Informed when Reasonable Explanation of Reasonable Service Informed when service of the work Work done time for vehicle would charge for Vehicle ready Vehicle work prior to wait at service charges service was Estimate when promised returned clean ( requested (- right first time (- servicing (-159 be ready (-145 servicing (-132 service (-127 center (-106 completed (-91 explained (-90 completed (-69 provided before 229 +12) 207 +25) 181 +27) +24) +6) (-230 +16) +28) +18) +18) +25) +11) +22) service (-60 +9)
Service Standard Adherence Tracker

100%
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
87%
80%
87%
93% 73% 80% 67% 53%
87%
No. of Yes % Yes
15 15 100%
15 13 87%
15 12 80%
15 13 87%
15 14 93%
15 11 73%
15 10 67%
15 8 53%
15 12 80%
15 13 87%
15 8 53%
15 4 27%
15 8 53%
53%
53%
27%
Mar-05
No of feedback received
Vehicle Vehicle ready when promised returned clean ( (-230 +16) 229 +12)
Explanation of work prior to Reasonable Informed when Reasonable Explanation of Reasonable Informed when Service Completed all charge for vehicle would service time for service was Work done work prior to wait at service charges Estimate of the work center (-106 completed (-91 explained (-90 completed (-69 provided before requested (- right first time (- servicing (-159 be ready (-145 servicing (-132 service (-127 +6) +24) +18) 181 +27) +18) +11) 207 +25) +28) +25) +22) service (-60 +9)
) +9 2) +2 60 (69 e (ic rv ed se et pl re .. m fo (co be ed 1) as et ed w +1 pl id e m ov 90 ic (co rv pr 8) e e se ed ic at +1 n in rv 6 he tim pla se 10 w 8) Es o (ex +1 rt ed s er 7 io ge nt rm pr 12 ar fo ce k (In ch or e 8) ice e ic w ic rv ) +2 rv of rv se se +6 n 32 Se io at to 45 (-1 at ait rio r (-1 an w ng p y pl ci e k vi ad bl Ex or er re na w rs 4) so be of fo +2 ea ion ld 9 R ge ou at ar 15 w (an ch e pl cl e 5) ng hi bl Ex ci 7) +2 ve vi na 7 +2 er so hen 20 81 rs (ea w fo R (-1 ed e ed e st rm e tim tim que fo st bl In re fir k na 2) ) ht or so w +1 +16 rig ea he R 29 0 ne ft (-2 (-23 do lo k n al or ea sed W ed cl i et ed om pl rn pr om etu n C r he w cle y hi ad Ve re cle hi Ve
No. of Yes % Yes
4 4 100%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
Apr-05
Explanation of work prior to Reasonable Informed when Reasonable Explanation of Reasonable Informed when Service Completed all charge for service vehicle would time for service was Work done Vehicle work prior to wait at service charges Estimate of the work Vehicle ready center (-106 completed (-91 explained (-90 completed (-69 provided before when promised returned clean ( requested (- right first time (- servicing (-159 be ready (-145 servicing (-132 service (-127 +6) +24) +18) 181 +27) +18) +11) 207 +25) (-230 +16) +28) +25) +22) service (-60 +9) 229 +12)
No. of Yes % Yes
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
May-05
Explanation of work prior to Reasonable Informed when Reasonable Explanation of Reasonable Informed when Service Completed all charge for service vehicle would time for service was Work done Vehicle work prior to wait at service charges Estimate of the work Vehicle ready center (-106 completed (-91 explained (-90 completed (-69 provided before when promised returned clean ( requested (- right first time (- servicing (-159 be ready (-145 servicing (-132 service (-127 +6) +24) +18) 181 +27) +18) +11) 207 +25) (-230 +16) +28) +25) +22) service (-60 +9) 229 +12)
No. of Yes % Yes
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
4 0 0%
Jun-05
Vehicle Vehicle ready when promised returned clean ( (-230 +16) 229 +12)
Explanation of work prior to Reasonable Informed when Reasonable Explanation of Reasonable Informed when Service Completed all charge for vehicle would service time for service was Work done work prior to wait at service charges Estimate of the work center (-106 completed (-91 explained (-90 completed (-69 provided before requested (- right first time (- servicing (-159 be ready (-145 servicing (-132 service (-127 +6) +24) +18) 181 +27) +18) +11) 207 +25) +28) +25) +22) service (-60 +9)
% Yes % met
128
128
Mahindra & Mahindra Limited

Regd. Office : Gateway Building, Apollo Bunder, Mumbai - 400 001. Marketing Office : Mahindra Towers, Road No.13, Worli, Mumbai - 400 018. Tel. : 2493 1441, Fax : (022) 2495 1166

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Customer Care Full

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STEP A

Virtual Customer Care Program

Measurement System Guidelines

ious re gen r Ca In omeU I D E B O O K s CuA Ct I C A L G T

FOR ION ACT

Explanation of Key Phrases

Enthusiastic - raring to achieve

higher repeat business Ingenious service is a selling tool

Providing support Multiple solutions Precise action

Making the impossible possible

Never seen before

Working as in a scientific laboratory

Overcome customer dissastisfaction

e promise to deliver our ingenious service for your ingenious drive

Pleasure of maneuverability Fresh feel inside

Cleanliness above all

Our team work is

ingeniously coherent to exceed your expectations

We observe the latent

market trend to optimise our service for you

A FEW EXAMPLES SAFETY:

HYGIENE : Working with gloves as an icon (garage)

INGENIOUS RISHTEY (RELATION)

Alert and watchful Vigilant and disciplinarian towards employees

Works independently Technically sound Quick response Highly responsible

Helpful attitude Works under crisis Must inspire confidence

Soothing Charming Well informed Alert

Receptive Organised Inviting

HOSPITALITY MANAGER MUST HAVE THE ATTRIBUTES OF A WHITE DOVE

Receptive Knowledgeable Good communication skills

Transparency in operations Quick Helpful attitude Accurate at work

Pro-active Solution provider

Good communication skills Open and receptive High on intelligence

DRIVER MUST HAVE THE ATTRIBUTES OF A WHITE ROSE

Flow chart of Ingenious Experience in Customer Care

Breakup of flow chart into 5 steps

on vice lati Re & ser g g etin ldin bui mark

Shop Floor Activities

g dlin han joint le est Gu vehic tion d pec an ns i

g dlin han e s s ln est Gu h e l p f u &

HIGH EMOTIONAL CONNECT AND CARE

l cu Virtua gramme ro care p

POST SALE LETTER

Value beyond expectation

Send gift hamper Senior personnel from dealership visiting customer

HIGH EMOTIONAL CONNECT AND CARE

l cu Virtua gramme ro care p

POST SALE LETTER

HIGH EMOTIONAL CONNECT AND CARE

l cu Virtua gramme ro care p

POST SALE LETTER

HIGH EMOTIONAL CONNECT AND CARE

l cu Virtua gramme ro care p

3rd DAY CONTACT

Value beyond expectation

Visit by Senior dealership personnel in case of dissatisfaction

HIGH EMOTIONAL CONNECT AND CARE

l cu Virtua gramme ro care p

3rd DAY CONTACT

It is m ore professional to use Mr. / Ms / Dr

thank you sir . Have a good day / evening.

HIGH EMOTIONAL CONNECT AND CARE

l cu Virtua gramme ro care p