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Winnipeg Manitoba Ford Mustang Parts Dealer
Automotive Service Consults Counsels How To Keep Customers
Times are tough for the American automotive industry. Top automakers have closed hundreds of dealerships as they retool amid the global economic crisis. Dealers that remain are looking to their parts and service departments to make up lost sales revenue for 2009, and possibly even for 2010. To accomplish these goals, automotive service consulting firms suggest that dealerships look to three top business priorities: customer service, convenience and follow-up.
The goal of a good dealer service department should be to make it as easy as possible for a car owner to use it for regular maintenance as well as vehicle malfunctions, saying automotive service consulting firms. Convenience gives regular customers a strong reason to stay with the dealership instead of moving on to a less expensive, but more attentive, auto service vendor. Consultants point out that one way to ensure steady revenue, even in down times like these, is to retain existing customers, rather than have to spend more marketing dollars to bring new customers in the door.
Customer service processes need to be examined step by step, and each step must be evaluated carefully. Does an action add value for the customer, such as having them read over the service order for errors? Doublechecking the service order adds to the customer's sense of control over "car trouble, " often a frustrating experience. Does an action waste the employee's time, such as a tracking process that has to be done by hand? Good processes help employees do their jobs well, instead of making extra work for them.
These are just two of the questions that dealers can ask about the workings of their service and parts departments. According to service consultant firms, smart dealers maximize their profits by minimizing costly, wasted effort and time.
The first step in evaluating service process is to judge how "transparent" they are. Transparency means that the service department operates smoothly because each employee knows clearly what to do, and does it so unconsciously well that customers never notice how hard they're working. This kind of "unconscious competence" is only achieved when management examines processes step by step and eliminates everything that doesn't add value for the customer, or income to the bottom line.
The last tool in this tough-times survival kit is follow-up. Ideally, follow-up calls should be made to service customers within a day - two at the most. Service departments that don't treat their customers with this kind of courtesy and respect are practically sending them down to the street to the first automotive service or quick-lube outlet they can find, say automotive service consulting firms. That's because in the customers' minds, the service department equals the automaker.
The best way to perform follow-up is for the service department manager or assistant to call customers within two days of their appointment. Automated messages are all right for this purpose, provided the message makes it clear how much the customer's business is valued. The follow-up call is meant to sustain the customer relationship, and so it's critical that the customer gets a clear sense of being valued, say automotive service consulting companies.
In summary, service consulting firms counsel that dealerships and their service departments can use these three business tools to stay in business while waiting for the auto industry to rebound.
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