This article was originally published in the July/August issue of Fixed Ops Magazine.

As fixed operations professionals, we often hear the phrases “you must ask every single time,” or “it needs to be performed every single time.” The action of consistency is imperative to the success of the entire customer experience. Leaders of our industry utilize different KPI’s (Key Performance Indicators) to measure consistency metrics.

There are techniques to help build these skills within your department to arrive at the desired goals. However, practice is required before the performance of these skills will be effective. It is imperative to first have consistency in practice in order to ultimately meet the desired goals. This, in turn, will help with customer retention since, as a customer, knowing what to expect each time builds trust in your dealership.

Factors in a Great Customer Experience  

• Proper process begins with the appointment.  
• Do you have proactive processes to simplify the next visit?  

• When was the last time you attempted to visit your store as a customer?  
• You must provide the same high-level welcoming whether the customer is visiting, or a valet is performed.  
• Do not allow a customer to meet you in your drive.  Go to the customer.  
• Follow the greeting with an expert level walk around, including maintenance information and multi-point inspection.  
• How much time have you spent listening to presentations?  

• Update your customers with their preferred communication method.  
• What methods of communication do you provide?  
• Are your systems simple to use?  

Finally, are you prepared to deliver? Are you prepared to perform a memorable and active delivery? Don’t forget to open the door for the customer to enter the vehicle and give a clear presentation of the service performed.

Pay Attention to the Red Print  

Managers have different formats to measure KPIs. These metrics are diagnostic tools that can pinpoint areas of potential improvement. They can be related to a building obstacle, process failure, or team member in need of a skill. Once the problem or problems are identified, generally in the form of red print on a report, it is time for action.  

This response must be addressed with care. Plan and practice to ensure that when one area is fixed another problem is not created. We must understand that the red print addresses only specific information. Find time to take a deep dive and understand the mechanism of the metric. For example, why is the customer feeling they are not being updated? Perhaps the service advisor is only using one form of communication. If there is disappointment in the red print, ensure that it stops at the print.

Fine Tune During Training  

Processes must have consistency. When training is being executed we must remember not everyone learns the same way, but we must perform at the same level. Think with the end result in mind. The goal is to have the action performed consistently every time.  

Top performers practice the same action over and over. It is preferable to find out what does not work during training (practice). This is your time to fine tune misfires. Every moving part of the process must be studied and find the areas of disconnection. It is also recommended for known trouble areas to be brought up in role-play. This is all crucial to build confidence. Combining repetition with confidence will improve the result. Then once it is time to perform, the process will have become a productive habit.

Practice Positive Reinforcement  

Learning a new process can feel like extra work. The benefit must be demonstrated. It must be illustrated to the trainee that a process is our assistant. We must teach while exhibiting patience since most of our processes do not have immediate gratification. It can take days, weeks, in some cases months, to see the benefits. Data must be gathered over time to display the positive results.

Many have heard the saying “inspect what you expect.” Inspections must happen as much as possible. In doing so, we must remember it is ok to “call a timeout” to make an adjustment during inspections. The goal is to prevent any negative results and to fill the scoreboard with winning points. Coaches and leaders can make a major impact during time of performance with positive reinforcement being required after adjustments have been made during the inspections. This recognition will create motivation for the trainees to stay consistent.

Stay on Top of Training  

Is your team receiving training? Winning cultures have a major focus on providing detailed training before employees perform their roles. This is the foundation for the development of the new hires’ career path. Your consistency in training must be present from the beginning.  

In fixed operations we have areas that require specialized skills. These skills begin development on day one. The employee will acquire consistency through the example that is set by observing and learning the dealership’s culture.

• How are your phones answered?  
• Is it the same word track used every time? How are your customers welcomed into your stores?  
• Are the walk-arounds being performed with every customer?  
• Is the customer being of their maintenance needs?  

• Are your customers receiving the same multi point inspection from every technician every time?  
• Are your customers presented with the multi point inspection results?
• Are you making it simple for your customers to continue to visit you?  

These questions all require training and consistent practice. Process training and practice are critical to deliver the consistent and exceptional experience your customers deserve and today’s customers require. The more your service teams practice, the better equipped your fixed operations team is to deliver great experiences that lead to customer retention and overall dealership profitability.

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