| In the hustle and bustle of running a successful | | | | information. With the Internet, disconnect the |
| car dealership, it's easy to get caught up in the | | | | automatic response - every inquiry should be |
| mechanics of doing business and forget the | | | | personalized and be answered by an individual |
| reason for being in business in the first place - | | | | from the dealership, not by a machine. Dealers |
| customers. When this happens, dealers move into | | | | should test this system by sending an inquiry |
| a reactive behavior mode performing essentially, | | | | from a non-dealer email account. |
| Customer Service Triage and racing from one | | | | Step Three: Do we communicate proactively with |
| trauma to another. Customer Service Triage is | | | | our customers? |
| the process of sorting customer service issues | | | | Communication is essential to keeping customers |
| into groups based on their need for or likely | | | | and leveraging them as references. Keeping |
| benefit from immediate attention is exactly the | | | | customers apprised of the status of their vehicles |
| opposite of where every dealer wants to be. | | | | - whether a new car that has been ordered from |
| By proactively performing regular Customer | | | | another dealer or from the factory, or a car that |
| Service Check-ups, dealers can ensure their | | | | is being repaired or upgraded - is critical. Customer |
| customer handling processes are being used | | | | handling processes should clearly define steps to |
| consistently and properly, and that they are | | | | take if changes occur that potentially impact |
| effective. In addition, these routine check-ups | | | | customer satisfaction. If a customer's car may be |
| provide a unique opportunity to check-in with | | | | delayed, let them know as soon as possible, and |
| customers and get first-hand feedback on how | | | | tell them honestly what the status is. If a car is |
| the dealership is really performing. After all, | | | | promised by a certain date and there are glitches, |
| dealerships are in the business of helping people | | | | tell the customer right away and let them know |
| buy cars, not in the business of selling vehicles. | | | | truthfully when you expect the issue will be |
| Minimally, Customer Service Check-ups should | | | | resolved. Are systems automated to provide |
| take place every quarter and should cover every | | | | newsletters with dealership and manufacturer |
| aspect of customer handling, from the moment a | | | | updates, news and other information? Is the |
| customer walks in the showroom to service and | | | | customer data on file used to prospect based on |
| parts, to post-sales support and marketing. In | | | | family milestones where purchasing a car may be |
| essence, dealers must ask, "Are we truly putting | | | | considered (a child's upcoming 16th birthday or |
| our customers, our greatest asset, first?" These | | | | graduation)? |
| check-ups should be comprehensive, but not | | | | Step Four: Are we visibly and continuously |
| complex, and generally follow these six steps. | | | | appreciating our customers? |
| Step One: Are customer handling processes and | | | | Customer handling processes should show |
| excellence in customer service part of the | | | | customers that they are welcome and |
| business culture? | | | | appreciated from the moment they are greeted |
| Every employee, starting with the highest level of | | | | throughout their experience, and through |
| management must treat customer service as an | | | | post-sales and service. Check to be sure that |
| integral part of his or her job. Customer service | | | | processes outline how to capture their data, |
| should become as routine as breathing, using a cell | | | | identify their need, and link them with an |
| phone, or grabbing the first cup of coffee every | | | | associate who can truly help them purchase the |
| morning. It doesn't have to be elaborate to make | | | | car or services they want. Do customers who |
| an impression, and often it's the small things that | | | | come to the dealership or service department |
| customers remember. For instance: | | | | feel welcome? Are simple amenities provided like |
| - A phone call returned on time | | | | coffee, water and a pleasant seating area? Do we |
| - A polite, sincere greeting or smile | | | | keep a basket of toys handy just in case children |
| - A card to mark a special occasion like the | | | | come along with their parents? Fewer distractions |
| anniversary date that a car was purchased | | | | result in a more positive experience and ultimately |
| - A thank you note | | | | in more sales. Most important, do we thank the |
| - A friendly greeting from every employee in | | | | customer - for the visit, interest, time and sale? |
| every interaction | | | | Step Five: Do we ask customers for feedback |
| Everyone needs to go out of their way to make | | | | and act on it? |
| sure each customer feels welcome, on the phone, | | | | Check the processes that are designed to |
| in person or online, even if the customer is | | | | capture feedback from customers. Are we |
| working with someone else. As part of the | | | | sending them postage-paid response cards or an |
| customer handling processes, be sure that | | | | e-mail survey asking about their experience? How |
| standardized, detailed data is accurately collected | | | | often is their input invited? What happens to the |
| and recorded for every customer. Schedule | | | | feedback that comes in? Change the customer |
| times, types, and dates for follow-up using | | | | handling processes so they better meet the |
| automated systems and verify that the | | | | needs of all customers based on the direct |
| processes are being followed. | | | | feedback, and thank customers who help you |
| Step Two: Are we responding quickly and | | | | make a difference. Are customer appreciation |
| personally to every customer? | | | | functions like workshops and private showings |
| Dealers, sales teams, and service personnel have | | | | scheduled? Is data from these events captured |
| the ability to respond quickly and personally to | | | | and used for additional feedback? |
| every customer. Every employee should put | | | | Step Six: Are we continually learning new ways to |
| themselves into their customers' shoes, image | | | | deliver excellent service? |
| how they'd like to be treated, and then act | | | | While customer service is every employee's |
| accordingly. Are sales teams calling the customer | | | | responsibility, it begins with the dealer. Not only |
| to check on their satisfaction with the dealership? | | | | are dealers responsible for teaching first-rate |
| Has the service department called to set up a | | | | customer service skills, but as leaders, dealers |
| service appointment? Being proactive with | | | | must demonstrate these behaviors as role |
| customers is equally important as reacting to their | | | | models for employees. Excellence in customer |
| concerns and questions. Check established | | | | service means understanding that the primary |
| processes that are set up to capture every | | | | responsibility is helping people select the right car, |
| interaction so future customer inquiries can be | | | | not selling vehicles. |
| responded to quickly and with accurate | | | | |