Fixed Ops Journal - May 2016 - (Page 54)
How Hyundai has changed its
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● Customers were asked to
complete a survey of as many
as 40 questions about the service experience. The dealership's
aggregate results were available to staff members on a Hyundai
website. But the service manager had to drill down to read
verbatim commentary, and the system didn't keep track of
whether there was any follow-up.
● A survey was mass mailed annually to customers who hadn't
been in for service for a year. Individual responses weren't
readily available to dealers.
Within 36 to 48 hours of service completion, customers
receive a 1-minute survey by email or text asking them to
rate their experience from 1 to 5 stars and provide a quick
review. Service managers receive the reports almost
immediately, allowing them to contact customers to try to
resolve any problem. (Started November 2014)
A week after the service visit, another survey asks
customers to rate the department on 16 aspects of the
experience. The survey - which can be filled out on a
smartphone, tablet or computer - encourages written
comments. The dealership gets the full results right away on a
single computer screen that tracks any resulting
communications with the customer. (Started March 2016)
A customer who doesn't return for maintenance or service
within a year is emailed a survey to find out why. This lets
the dealership try to win back that person and make changes to
avoid alienating more customers. (Starts by early June 2016)
President and CEO
M5 Management Services
CONTINUED FROM PAGE 29
tem, as well as notes entered by the manager.
The dealer also knows which staffers were involved in a service visit
and whether the problem was "soft skills" - such as customer relations - or technical repair skills.
The dealer and the general manager can see at a glance what action
has been taken. Hyundai also has access to that information. "Sometimes, issues don't get resolved at the dealership level. If the person
calls our customer care line," Deitz says, the original report and any
response from the dealership are at the fingertips of call center employees.
Hyundai hopes the three-part approach will discourage dealers
from trying to game the system. Across the industry, service departments often pressure customers or offer inducements for a high rating, which results in misleading scores. "We want to be measuring
behavior rather than a [customer satisfaction] score," he says. "Our
desire is to stop chasing the number and focus on the experience."
Still, Hyundai plans to eventually use the process to reward outstanding dealerships. And like many a carmaker, Hyundai is shooting
for first place in J.D. Power's U.S. Customer Service Index Study,
which is based on Power's own survey.
Hyundai has boosted its score 2.9 percent since 2012, enough to remain fifth among mass-market brands, with a score of 814 out of a
possible 1,000 points. The challenge? Mini, No. 1 then and now, has
improved even more. ■
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