8/23/2016 Customer Experience Management at a John Deere Dealership Delivered by Aaron Boggs Corporate Aftermarket Manager Finch Services Inc. Today Speakers Aaron Boggs Ryan Condon • Corporate Aftermarket Manager • CEO, SATISFYD Finch Services Inc. • 18+ years customer & Employee Experience • Father of a college senior • Father of 4 and avid runner • Married for 31 years • Big Pittsburgh Steeler football fan About SATISFYD CX Framework 1
8/23/2016 Customer Experience Management Track Oversee Organize Customer Experience Management (CEM) is the collection of processes a company uses to track, oversee and organize every interaction between a customer and the organization throughout the customer lifecycle. Value of customer experience management When you systematically solve the source of dissatisfaction, your customers will be more likely to return, you reduce the amount it costs to serve them and you simplify the business • Customers who have the best past experiences spend 140% more compared to those who had the poorest past experience • Delivering great experiences actually reduce the cost to serve customers from what it was previously • Unhappy customers are more likely to return products / need more support • Source: Harvard Business Review: The Value of Customer Experience, Quantified Finch Services Inc. Aaron Boggs, Corporate Aftermarket Manager 2
8/23/2016 About Dealer • Opened in 1945 in Westminster, Md. • We service AG, CCE, CWP, GSA & Golf markets • Currently have 6 locations (3 in MD/ 2 in PA/ 1 in NY) • 4 th generation of family working in business About Me • Been in equipment business 40 years • Started at Finch in 1990 as LG technician • Promoted to Service Mgr. in 1993 • Created Corp. Service Mgr. role in 1996 • Created Corp. Aftermarket Mgr. role in 2001 • I oversee Parts & Service Customer Experience program but I do not claim to be an expert – only the customer is the expert based on their perception of experience – doesn’t matter what we think • I review every Parts & Service survey ‘Recommend’ Trend • Using Satisfyd surveys for Parts & Service since January 2013. NPS data as of 2014. 82 81 80 80 80 78 78 76 74 73 2014 2015 72 70 2016 YTD 70 68 66 64 Parts Service 3
8/23/2016 The Beginning • Catalyst was the survey results (started 2013) • We were not happy with the feedback or the score • I have high expectations as do our customers • Started talking to Parts and Service management about how to drive change • Owner group more focused on sales side so I have a lot of autonomy managing aftermarket department (we don’t send out Sales surveys) • We are very data driven so the managers know where they stand. Some locations were worse than others Getting Started (Focus) • Took the assessment as well which helped provide direction (Jan 15) • Started the conversations on scores are low & how do we fix it • Drilled into individual questions for starting point by looking at lowest scores & underperforming locations first • Started building ideas on how to move forward • Need to let staff come up with most of the resolutions since they are closest to the customer • Shared best practices across locations of varying performance • Monthly focus sheets with my managers Customer Experience Integration • Using NPS methodology (11 point scale) since September 2015 which we found is much better rating system • Our 2016 goal is 82 for ‘Recommend’ • Customers, with issues, contacted within 24 hours • Contact customers w/comments with no issue • Utilized Satisfyd Best Practice Assessment January 2015 • Overall scores shared monthly with all staff (by dept and branch) • Monthly focus sheet with managers to select 1-2 specific areas to improve from surveys • All surveys are shared with staff members (good & bad) 4
8/23/2016 Case Study – Parts Dept. (Situation) • Policy is: Customer are not allowed to return electronics parts • Customer survey scored low as well as comments about how dissatisfied he was on a $50 part • Discussed now allowing customers to return electronic parts that are not open Case Study – Parts Dept. (Lessons) • That was an example of putting financial impact above customer • You need to empower the front line staff to resolve issues • I want the customer to look at the front-line people as the hero’s • Constant reminding, front line gets robotic and transactional • We need to remember that we are ‘P eople serving People’ • Need to continue to emphasize that the customer is a real person • Ensure you revise your policies and training to align to empowerment execution and customer first mentality Customer Experience Execution • CSR for Ag business and Manager visits to collect feedback • Also use post-season form) • Employee focus group meets quarterly • Staff recognized in weekly huddles, monthly meetings and quarterly employee newsletter • All members own their ‘moment of truth’ • Parts first pass fill 5
8/23/2016 Customer Experience Training • Managers coach staff when surveys are received • Discuss action items at monthly focus meetings • Learn from others • Stick to fundamentals and don’t get caught up in the ‘fad of the month’ • Only implement what you can deliver/execute • 1 idea executed well is better than 10 ideas not executed • ‘Customers for Life’ philosophy • Stay the Course Customer Experience Training • In-house training with staff interacting with customers: • DISC program (personality profile) • Modules • Decision making/empowerment • Reduce transaction time (quick refs, CRM tools, app on-line status) • Show Me practice • Technician walk around sheets • PFW/CDK – Use to call customers before they call us based on estimated completion date Customer Experience-Ideas • Integrate into Performance Reviews • ‘Recommend’ question on evaluations • Set a goal first and then measure it • Where are you and where do you want to be • During Parts and Service meetings we discuss and is on the Focus Sheets • Heavy accountability placed on this effort • Tried contests in the past (2015) created some interest and awareness and then decided to take a break as it lost some of it’s original impact. Definitely Was great to start improving the culture and awareness throughout the organization • Kids and commercial customers items 6
8/23/2016 Customer Experience - Ideas • Built our own internal training modules • PowerPoint with Audio • Customer Service and others on business processes (How to do stuff) • New hires review to get the consistent messages and explanation • Get out in front of customers more frequently • We have a post season survey that the CSR and the customer complete together. Manager are required to make calls out to customers 60 per year per manager. 780 Customers face-to-face (Aftermarket only) post season! Customers will speak but do not prefer to write down. Helps to plant some seeds about upsell opportunities • Ensure we input email addresses in our CRM for communication Customer Experience Management Future • We are going deeper with personality profiling • Using DISC profile that have used the most recently and will continue to use it to drive business forward in the future (just a really different kind of person). • Aligning customers and employee personalities can be great but not practical (Introvert vs Dominant) Seem too aggressive • Our 2017 goal is 84 Word of Wisdom • Ask customers how we are doing via surveys and in person as much as possible • Obtain regular feedback from employees on what they are hearing • Be sure to tell customers what has been implemented based on their feedback • Never think you know what’s going on – must always ask customers and staff 7
8/23/2016 Takeaways 1. Make the customer experience the priority & remember that we are ‘P eople serving People’ 2. Constant reminding and training of staff about the importance of the customer experience 3. Focus on one thing at a time and do it very well: Pick only 1-2 areas or questions to fix 4. Set goals and measure progress Special thank you to: Aaron Boggs, Corporate Parts and Service Manager, Finch Services Inc. Presenter: Ryan Condon, CEO of SATISFYD Contact SATISFYD at: customersuccess@satisfyd.com or call 800-562-9557 8
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