There are many measures of customer satisfaction that can provide indicators of where processes might be deficient. The difficulty for most manufacturers and dealers is having sufficient insight to understand where the processes are failing that lead to the customer satisfaction results.

Without this information, it is difficult to determine the corrective action required. When a manufacturers process is initially communicated, there is generally a high level of compliance but in time, processes become diluted or absent when there are changes in the team or the business is focussed on other areas.

Our expert assessors provided reviews with each dealer through on-site observation which identified process gaps and where training was required. For the manufacturer, this information was critical to establish the success of their programmes and determine where steps needed to be evolved to ensure best practice is followed.

The assessments found that the actual processes carried out were very different from those defined as necessary. It was common for dealership teams to have gone through changes allowing bad habits or lack of awareness to  directly impact on the process steps.

Management were often unaware of the deviation and as a result over a period of time the situation became worse. With our detailed understanding of the challenges faced within the dealer networks, we also provided expert guidance of what needed to be included in the processes to ensure the objectives are met.

With the teams many years of auditing experience specifically in the automotive dealer environment they are experts in understanding, assessing and sharing the results with all levels of the dealer’s team.

We have audited whole or part networks and provided levels of project tracking and reporting to ensure that the Manufacturer team were updated with accurate network information.

The dealer networks were more aware of the process needs and their own shortfalls. With guidance an improvements required, they became more compliant and consistent even when key personnel were replaced within the business.

From the manufactures perspective, the insight into process compliance made understanding other KPI’s significantly more accurate. Where processes became outdated, they could review and adjust based on more accurate information. This enabled the process requirements to reflect what is important and be more acceptable to the network.