Intelligent dealer management system In the hustle and bustle of running a successful car dealership, it is easy to urge trapped within the mechanics of doing business and forget the rationale for being in business within the first place – customers. When this happens, dealers enter a reactive behavior mode performing essentially, Customer Service Triage and racing from one trauma to a different . Customer Service Triage is that the process of sorting customer service issues into groups supported their need for or likely enjoy immediate attention is strictly the other of where every dealer wants to be.

By proactively performing regular Customer Service Check-ups, dealers can ensure their customer handling processes are getting used consistently and properly, which they’re effective. additionally , these routine check-ups provide a singular opportunity to check-in with customers and obtain first-hand feedback on how the dealership is basically performing. After all, dealerships are within the business of helping people buy cars, not within the business of selling vehicles.

Minimally, Customer Service Check-ups should happen quarterly and will cover every aspect of customer handling, from the instant a customer walks within the showroom to service and parts, to post-sales support and marketing. In essence, dealers must ask, “Are we truly putting our customers, our greatest asset, first?” These check-ups should be comprehensive, but not complex, and usually follow these six steps.

Step One: Are customer handling processes and excellence in customer service a part of the business culture?

Every employee, starting with the very best level of management must treat customer service as an integral a part of his or her job. Customer service should become as routine as breathing, employing a telephone , or grabbing the primary cup of coffee every morning. It doesn’t need to be elaborate to form an impact , and sometimes it is the small things that customers remember. For instance:

  • A call returned on time
  • A polite, sincere greeting or smile
  • A card to mark a special day just like the anniversary date that a car was purchased
  • A many thanks note
  • A friendly greeting from every employee in every interaction

Everyone must leave of their thanks to confirm each customer feels welcome, on the phone, face to face or online, albeit the customer is functioning with somebody else . As a part of the customer handling processes, make certain that standardized, detailed data is accurately collected and recorded for each customer. Schedule times, types, and dates for follow-up using automated systems and verify that the processes are being followed.

Step Two: Are we responding quickly and personally to each customer?

Dealers, sales teams, and repair personnel have the power to reply quickly and personally to each customer. Every employee should put themselves into their customers’ shoes, image how they’d wish to be treated, then act accordingly. Are sales teams calling the customer to see on their satisfaction with the dealership? Has the service department called to line up a service appointment? Being proactive with customers is equally important as reacting to their concerns and questions. Check established processes that are found out to capture every interaction so future customer inquiries are often skilled quickly and with accurate information. With the web , disconnect the automated response – every inquiry should be personalized and be answered by a private from the dealership, not by a machine. Dealers should test this technique by sending an inquiry from a non-dealer email account.

Step Three: can we communicate proactively with our customers?

Communication is important to keeping customers and leveraging them as references. Keeping customers apprised of the status of their vehicles – whether a replacement car that has been ordered from another dealer or from the factory, or a car that’s being repaired or upgraded – is critical. Customer handling processes should clearly define steps to require if changes occur that potentially impact customer satisfaction. If a customer’s car could also be delayed, allow them to know as soon as possible, and tell them honestly what the status is. If a car is promised by a particular date and there are glitches, tell the customer directly and allow them to know truthfully once you expect the difficulty are going to be resolved. Are systems automated to supply newsletters with dealership and manufacturer updates, news and other information? is that the customer data on file wont to prospect supported family milestones where purchasing a car could also be considered (a child’s upcoming 16th birthday or graduation)?

Step Four: Are we visibly and continuously appreciating our customers?

Customer handling processes should show customers that they’re welcome and appreciated from the instant they’re greeted throughout their experience, and thru post-sales and repair . Check to make certain that processes outline the way to capture their data, identify their need, and link them with an associate who can truly help them purchase the car or services they need . Do customers who come to the dealership or service department feel welcome? Are simple amenities provided like coffee, water and a pleasing seating area? can we keep a basket of toys handy just just in case children come along side their parents? Fewer distractions end in a more positive experience and ultimately in additional sales. most vital , can we thank the customer – for the visit, interest, time and sale?

Step Five: can we ask customers for feedback and act on it?

Check the processes that are designed to capture feedback from customers. Are we sending them postage-paid response cards or an e-mail survey asking about their experience? How often is their input invited? What happens to the feedback that comes in? Change the customer handling processes in order that they better meet the requirements of all customers supported the direct feedback, and thank customers who assist you make a difference. Are customer appreciation functions like workshops and personal showings scheduled? Is data from these events captured and used for extra feedback?

Step Six: Are we continually learning new ways to deliver excellent service?

While customer service is every employee’s responsibility, it begins with the dealer. Not only are dealers liable for teaching first-rate customer service skills, but as leaders, dealers must demonstrate these behaviors as role models for workers . Excellence in customer service means understanding that the first responsibility helps people select the proper car, not selling vehicles.

Quarterly Customer Service Check-ups not only allow dealers to guage their customer service and customer handling processes, but enables them to ascertain if these processes are getting used consistently. Armed with this data, dealers can make intelligent decisions on the way to improve the customer experience, rather than handling customer traumas. Dealer Management System