Filter
Top Products
en
•
gauge 21
20 en
•
gauge
departments
customer relations
oyota service customers say dealerships do many things well.
That’s the good news; however,there are several areas that still
need to be improved,according to a recent survey.Customers
waiting too long to be served and ASMs failing to properly explain
repairs are examples of two critical concerns that carry major impli-
cations for Toyota service departments. Customers’satisfaction with
service departments has a strong impact on their future intention to
purchase or lease vehicles of the same make from the same dealer.
Overall,Toyota dealerships faired well in the 2001 J.D. Power and
Associates Customer Satisfaction Index (CSI) Study.Toyota’s rank im-
proved five positions over last year,up to 19th place overall in 2001.
But the study revealed several opportunities for dealership improve-
ment.While maintenance scores climbed,Toyota’s repair index results
dropped mainly due to customer perceptions about dealership user
friendliness and service quality.Many customers also cited disappoint-
ment with the service initiation process.
The J.D.Power survey provides only a snapshot of Toyota dealerships,
but the results are worth studying by individual service departments.
Determining whether the areas of concern apply to your dealership—and
taking steps to rectify them when they do—is the key to earning lifetime
customer loyalty. A proactive approach to consumer concerns will increase
customer satisfaction and ultimately boost dealership profitability.
With a growing number of Toyotas on the road, dealership service
departments will enjoy increasing demand in coming years.Taking a
hard look at your department through your customers’eyes will allow
you to meet that demand while providing the satisfaction your cus-
tomers deserve.
Service Initiation
This covers the amount of time customers
spend waiting to speak to someone and
whether dealership personnel see customers
within a reasonable amount of time upon
arrival.Imagine today’s hurried and time-
constrained Toyota customer anxiously
tapping her foot waiting to talk to an ASM.
Opportunities
The study revealed several opportunities for dealership improvement.What exactly are the issues requiring
attention in each of these categories? And what should you be reviewing in your dealership?
User Friendliness
In addition to dealership personnel friendli-
ness, this category includes whether dealer-
ships show consideration for customer time.
It also covers fairness of charges and whether
dealerships value their customers. A dealer-
ship’s respect for customers’time and appreci-
ation for their business are not taken for
granted by today’s customers.They want to
see and hear it from the dealership through-
out the service process.
In-Dealership Experience
This category covers dealership comfort
and amenities and how they affect how well
dealerships enable customers to spend time
while vehicles are serviced. Good customer
interface is crucial,but what about your wait-
ing rooms? What do they say about how
highly you value your customers’time and
business?
Service Advisor
This crucial part of the customer experience
highlights whether ASMs treat customers with
courtesy and respect. Did the dealership fulfill all
commitments made to customers? Customers
also raised questions on how well ASMs clarified
customer needs and whether they advised cus-
tomers about their service needs.
Service Quality
This includes the thoroughness dealerships
show in filling customer requests along with
the availability of parts for service.The old
rule of “under-promise and over-deliver”
applies here.
Solutions
Dealerships can address these issues by taking a hard look at important areas of their operations.
The three key areas for CSI improvement are:
ASM Handling Skills
As the most visible members of service departments, ASMs
hold the keys to customer satisfaction. Successful ASMs treat
customers with respect, fulfill commitments and clearly address
customer concerns and questions.
Extensive ongoing training is available to help ASMs perfect cus-
tomer-handling skills through the University of Toyota,including a
series of new ASM courses.In addition,Toyota continues to encour-
age dealerships to emphasize the importance of ASM certification.
Overall Service Capacity and Staffing
Many customers expressed concerns regarding staffing prob-
lems due to excessive time spent waiting to speak to an ASM or
failure to deliver vehicles in a timely manner.
In general, the recommended ratio of ASMs to daily repair orders
ranges from 1:18 to 1:20. Forms to help you assess your staffing are
available in the Service & Parts Operations Guide.
Another issue was the layout or signage at service departments.
Clearly marked lanes and clear signs directing customers through
your department can help customers contact ASMs quicker.
Dealership Operating Procedures
Being unable to receive service department attention in a rea-
sonable time or problems with vehicle cleanliness at point of
delivery both suggest a need to review dealership procedures.
Many dealerships have enjoyed success implementing and refin-
ing appointment systems to control the flow of customers and
to maximize the time customers have with ASMs.The Service &
Parts Operations Guide provides a wide array of recommendations
on implementing a good appointment system.
A proper delivery system can increase customer satisfaction by ensur-
ing that customers understand the work performed and receive an expla-
nation about all parts and labor charges on their completed repair orders.
“Take action today to earn your customers’ lifetime loyalty!”
– Toyota Customer Services Strategic Planning Department
Earning Lifetime Loyalty
Survey points to several opportunities for improvement
T
e