Brasil Presentation 2006
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Transcript of Brasil Presentation 2006
SERVICE CONFERENCE 2006
ORLANDO, FL, USAJULY, 2006
KIA MOTORS DO BRASIL
José Alli Essmael Filho, Technical Manager
SUBJECT:
Based on 2005-2006 CSI results
“CSI IMPROVEMENT – CASE STUDY”
1) IDENTIFYING CAUSES OF LOW CSI
Presentation structure:
2) UNDERSTANDING KIA BUSINESS
3) CSI IMPROVEMENT STRATEGIES
4) RESULTS AND IMPROVEMENTS ACHIEVED
1) 1) IDENTIFYING CAUSES OF LOW CSIIDENTIFYING CAUSES OF LOW CSI
STEP 0: “HOW TO IDENTIFY REASONS FOR LOW CSI STEP 0: “HOW TO IDENTIFY REASONS FOR LOW CSI SCORE ?”SCORE ?”
1) 1) IDENTIFYING CAUSES OF LOW CSIIDENTIFYING CAUSES OF LOW CSI
Considering different point of views
CUSTOMER VOICECSI resultsCall Center statistics
DEALERS VOICEDealer interviewTSI resultsField engineer report
DISTRIBUTOR VOICEInternal meetingsHistory analysisLocal brands benchmark
““MAIN REASONS FOR LOW CSI SCORE”MAIN REASONS FOR LOW CSI SCORE”
AFTER GATHERING INFORMATION FROM DIFFERENT SOURCES...
1) DEALERS FACILITIES ARE POOR AND NOT 1) DEALERS FACILITIES ARE POOR AND NOT FRIENDLYFRIENDLY
1) 1) IDENTIFYING CAUSES OF LOW CSIIDENTIFYING CAUSES OF LOW CSI
2) MANPOWER QUALITY IS INADEQUATE2) MANPOWER QUALITY IS INADEQUATE
3) CUSTOMERS DON´T FEEL VALUED BY KIA3) CUSTOMERS DON´T FEEL VALUED BY KIA
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
WHOLESALES DROPPED WHOLESALES DROPPED 86%86% FROM 2000 TO 2004 FROM 2000 TO 2004
KIA BUSINESS SHRANK DUE TO SALES DROPKIA BUSINESS SHRANK DUE TO SALES DROP
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
15,4015,4000
YEAR 2000YEAR 2000
2,1402,140YEAR 2004YEAR 2004
20% OF DEALERS HELD 80% OF SALES20% OF DEALERS HELD 80% OF SALES
KIA BUSINESS SHRANK DUE TO SALES DROPKIA BUSINESS SHRANK DUE TO SALES DROP
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
20% OF DEALERS HELD 80% OF SALES20% OF DEALERS HELD 80% OF SALES
KIA BUSINESS SHRANK DUE TO SALES DROPKIA BUSINESS SHRANK DUE TO SALES DROP
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
15 15 SALES/MONSALES/MON
THTH==
22SALES/SALES/MONTHMONTH==
20% OF DEALERS HELD 80% OF SALES20% OF DEALERS HELD 80% OF SALES
KIA BUSINESS SHRANK DUE TO SALES DROPKIA BUSINESS SHRANK DUE TO SALES DROP
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
LESSON #1:LESSON #1:
““WHEN MARKET BECAME MORE COMPETITIVE, WHEN MARKET BECAME MORE COMPETITIVE, PARTICULARY DUE TO PREGIO MARKET PARTICULARY DUE TO PREGIO MARKET SHRINKAGE, MOST DEALERS WERE NOT SHRINKAGE, MOST DEALERS WERE NOT PREPARED FOR THIS SITUATION. ” SO WE CAN´T PREPARED FOR THIS SITUATION. ” SO WE CAN´T MAKE IMPROVEMENT PLAN EVENLY FOR ALL MAKE IMPROVEMENT PLAN EVENLY FOR ALL DEALERS. DEALERS.
DEALER EVALUATION REQUIREMENTS BECAME EXCESSIVEDEALER EVALUATION REQUIREMENTS BECAME EXCESSIVE
KIA BUSINESS SHRANK DUE TO SALES DROPKIA BUSINESS SHRANK DUE TO SALES DROP
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
DEALER EVALUATION REQUIREMENTS WERE CONCEPTED FOR MINIMUM RETAIL SALES OF 240 VEHICLES/YEAR. SO OUR STANDARDS ARE NO LONGER APPLIED TO NEW SITUATION.
HISTORICALLY, COMMERCIAL VEHICLES HOLD 75% OF TOTAL HISTORICALLY, COMMERCIAL VEHICLES HOLD 75% OF TOTAL SALESSALES
KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO PASSENGER AND SUV MODELSPASSENGER AND SUV MODELS
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Facilities requires larger areas
Technicians are skilled in diesel
Customers demmands are different
For commercial vehicles:
Knowledge in electronics is not mandatory
PREGIO WAS BEST SELLER EVERPREGIO WAS BEST SELLER EVER
KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO PASSENGER AND SUV MODELSPASSENGER AND SUV MODELS
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Market for vans shrank to the government restrictions
Competition became stronger and varied
Finally, Pregio production is interrupted
DEALERS START TO DEAL WITH MORE DEMMANDING CUSTOMERSDEALERS START TO DEAL WITH MORE DEMMANDING CUSTOMERS
KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO PASSENGER AND SUV MODELSPASSENGER AND SUV MODELS
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
More expensive cars attracted more sophisticated customers
Appearance, organization, cleaning and behaviour became more relevant issues
What pleased commercial vehicles customers may not work with new customers
SKILLED STAFF FIRED OR REPLACED BY LESS QUALIFIED PEOPLESKILLED STAFF FIRED OR REPLACED BY LESS QUALIFIED PEOPLE
PERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVERPERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVER
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Skilled staff became expensive as sales decreased
Unexperienced technicians were hired to reduce workshop costs
Training efforts were not so effective as new employees could not follow high level instructions
TECHNICIANS AVAILABILITY FOR TRAINING IS LOWTECHNICIANS AVAILABILITY FOR TRAINING IS LOW
PERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVERPERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVER
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Workshop staff reduced for cost cutting
Every technician become overloaded
In some dealers, one technician may mean 50% of workshop staff
Training costs for dealers become significant
DEALERS SPENT LESS MONEY TO KEEP FACILITIESDEALERS SPENT LESS MONEY TO KEEP FACILITIES
DEALERS INVESTMENT IN KIA DECREASED DEALERS INVESTMENT IN KIA DECREASED (MOST DEALERS WERE NOT MAKING MONEY)(MOST DEALERS WERE NOT MAKING MONEY)
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Dealers cancelled most facilities maintenance
Building front appearance has become poor and wrecked
Lesson #2:
“EVERYBODY WANTED TO MAKE MONEY
BEFORE MAKING ANY IMPROVEMENT,
WHEN ACTUALLY, IMPROVEMENTS WERE
NEEDED TO BRING MONEY BACK .”
IMPROVEMENT PLANS SUGGESTED BY KIA NOT COMPLIED BY IMPROVEMENT PLANS SUGGESTED BY KIA NOT COMPLIED BY DEALERSDEALERS
DEALERS INVESTMENT IN KIA DECREASED DEALERS INVESTMENT IN KIA DECREASED (MOST DEALERS WERE NOT MAKING MONEY)(MOST DEALERS WERE NOT MAKING MONEY)
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Improvement plans were based on former Dealer Evaluation Form
Long-term and comprehensive plans were firmed between Kia and dealers
Plan follow up only in every Field Engineer visit to dealer (1 or 2 times a year)
Each Improvement Plan has about 40 items to be complied by dealer in 8 months (in average)
LOSE-LOSE GAME...LOSE-LOSE GAME...
DEALERS INVESTMENT IN KIA DECREASED DEALERS INVESTMENT IN KIA DECREASED (MOST DEALERS WERE NOT MAKING MONEY)(MOST DEALERS WERE NOT MAKING MONEY)
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
SALES SALES DROPDROP
STAFF STAFF CUTCUT
STOP STOP TRAININGTRAINING
CANCEL CANCEL INVESTMENTINVESTMENT
IGNORE IMPROVEMENT IGNORE IMPROVEMENT PLANPLAN
LOW PROACTIVE SUPPORT FROM KIA TO CUSTOMERSLOW PROACTIVE SUPPORT FROM KIA TO CUSTOMERS
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Relationship between Kia and customers ended after car sale
Communication resumed to customer complaint to Kia Call Center
Although customers always could count on
Kia support, they expected more – they wanted
to be more valued as a Kia customer
DIFUSE COMMUNICATIONDIFUSE COMMUNICATION
POOR COMMUNICATION BETWEEN KIA AND DEALERSPOOR COMMUNICATION BETWEEN KIA AND DEALERS
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Several ways of entry caused missing information
Targeted people often not reached
Service information found in several sources – not concentrated
Lesson #3:“COMMUNICATION IS IMPORTANT BUT THERE MUST HAVE A FLOW .”
3) 3) CSI IMPROVEMENTS STRATEGIESCSI IMPROVEMENTS STRATEGIES
NEW DEALER EVALUATION FORM ESTABLISHEDNEW DEALER EVALUATION FORM ESTABLISHED
KIA BUSINESS SHRANK DUE TO SALES DROPKIA BUSINESS SHRANK DUE TO SALES DROP
3) 3) CSI IMPROVEMENTS STRATEGIESCSI IMPROVEMENTS STRATEGIES
22EVALUATION EVALUATION
AREASAREAS
BEFOREBEFORE
Facilities
Tools
55EVALUATION EVALUATION
AREASAREAS
AFTERAFTER Facilities
Tools
Organization
Personnel
Service Marketing
323 ITEMS323 ITEMS161 ITEMS161 ITEMS
Evaluation focus
changed from
“Quantity” to
“Quality”
20% OF DEALERS HELD 80% OF SALES20% OF DEALERS HELD 80% OF SALES
KIA BUSINESS SHRANK DUE TO SALES DROPKIA BUSINESS SHRANK DUE TO SALES DROP
REGULARREGULARIMPROVEMEIMPROVEME
NT PLANNT PLAN
EMERGENCYEMERGENCYIMPROVEMEIMPROVEME
NT PLANNT PLAN(BASED ON (BASED ON
NEW NEW EVALUATIOEVALUATIO
N FORM)N FORM)
AFTER 6 MONTHS... GOOD GOOD
OPERATIONOPERATION(10 (10
DEALERS)DEALERS)
UNDER UNDER RECOVERYRECOVERY
(23 (23 DEALERS)DEALERS)
NONOIMPROVEMEIMPROVEME
NTNT(33 (33
DEALERS)DEALERS)
CASES DELIVERED TO CASES DELIVERED TO KIA TOP MANAGEMENT KIA TOP MANAGEMENT
FOR LEGAL ACTIONSFOR LEGAL ACTIONS
3) 3) CSI IMPROVEMENTS STRATEGIESCSI IMPROVEMENTS STRATEGIES
DEALERS NOMINATION PROCESS BECAME STRICTERDEALERS NOMINATION PROCESS BECAME STRICTER
KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO PASSENGER AND SUV MODELSPASSENGER AND SUV MODELS
2) 2) UNDERSTANDING KIA BUSINESS BY UNDERSTANDING KIA BUSINESS BY 20042004
Only candidates with recognized experience are accepted
Technicians must be trained before opening
Candidate must comply with all requirements with no concessions
Dealer Pre-Opening Procedure for After Sales is established
All requirements are based on new Dealer Evaluation Form
SOME EXAMPLES OF DEALERS RECENTLY NOMINATEDSOME EXAMPLES OF DEALERS RECENTLY NOMINATED
KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO PASSENGER AND SUV MODELSPASSENGER AND SUV MODELS
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
PRE-REQUIREMENTS FOR MODELS SALESPRE-REQUIREMENTS FOR MODELS SALES
KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO KIA BRAND SHOULD BE REPOSITIONED FROM COMMERCIAL TO PASSENGER AND SUV MODELSPASSENGER AND SUV MODELS
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
To be able to receive a model for sale, dealer must comply with To be able to receive a model for sale, dealer must comply with following requirements:following requirements:
Hi-Scan Pro must be available and updated
SST set for new model must be acquired
Best technician must attend new model training
TECHNICIAN RECONIGTION PLAN INTRODUCEDTECHNICIAN RECONIGTION PLAN INTRODUCED
PERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVERPERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVER
Trainee, Certified, Expert and Master are 4 TRP grades
To be upgraded technician must be approved in a test
All technicians (204) are graded according to their experience
Skilled technicians were preserved Skilled technicians were preserved after Kia have endossed their after Kia have endossed their knowledgeknowledge
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
REGIONAL TRAINING OFFER INCREASEDREGIONAL TRAINING OFFER INCREASED
PERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVERPERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVER
Kia increased Regional Training offer from 2 to 6 a year
By this, dealers from North, Northeast and South areas (far from Kia Training Center) could reduce training costs up to 80%
Field engineers were prepared to give OJT training Kia offer annually 240 hours of Regional Training, besides those of OJT training
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
TRAINING QUALITY IMPROVED FOR BETTER EFFICIENCETRAINING QUALITY IMPROVED FOR BETTER EFFICIENCE
PERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVERPERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVER
Regular training offer increased
Kia Training Center fully equipped attracted technicians and improved practices quality
2003200380 80
TRAINEESTRAINEES
20052005224 224
TRAINEESTRAINEES
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
SKILL CUP AS A MOTIVATION TOOLSKILL CUP AS A MOTIVATION TOOL
PERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVERPERSONNEL QUALIFICATION DROPPED DUE TO INCORRECT TURNOVER
Skill Cup introduced in 2004
Since then we gathered best technician to compete for National contest
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
Prizes and national recognition has become excellent motivation for technicians
MORE ACHIEVABLE DEALERS IMPROVEMENT PLANSMORE ACHIEVABLE DEALERS IMPROVEMENT PLANS
DEALERS INVESTMENT IN KIA DECREASED DEALERS INVESTMENT IN KIA DECREASED (MOST DEALERS WERE NOT MAKING MONEY)(MOST DEALERS WERE NOT MAKING MONEY)
New Dealer Improvement Plan model is shorter and objective
A low-medium investment is demmanded
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
Emergency actions – cleanliness, painting, organization – are prioritized These short-term plans are checked every three months at latest – they are named “Quarterly Improvement Plans”
MORE ACHIEVABLE DEALERS IMPROVEMENT PLANSMORE ACHIEVABLE DEALERS IMPROVEMENT PLANS
DEALERS INVESTMENT IN KIA DECREASED DEALERS INVESTMENT IN KIA DECREASED (MOST DEALERS WERE NOT MAKING MONEY)(MOST DEALERS WERE NOT MAKING MONEY)
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
FORMER FORMER PLANPLAN
ITEMSITEMS 4040
PERIODPERIOD 8 MONTHS8 MONTHS
COMPLIANCECOMPLIANCE 20 ~ 25 %20 ~ 25 %
NEW NEW PLANPLAN
1212
3 MONTHS3 MONTHS
65 ~ 75 %65 ~ 75 %
ACT SMART CAMPAIGN IMPELLED DEALERS AND EMPLOYEES TO ACT SMART CAMPAIGN IMPELLED DEALERS AND EMPLOYEES TO CHANGESCHANGES
DEALERS INVESTMENT IN KIA DECREASED DEALERS INVESTMENT IN KIA DECREASED (MOST DEALERS WERE NOT MAKING MONEY)(MOST DEALERS WERE NOT MAKING MONEY)
Act Smart Campaign is very effective in dealers keeping and recovery process
200320038 8
DEALERSDEALERS
2005200524 24
DEALERSDEALERS
Dealers and employees are proud of improvements they make
Number of participants increase year by year
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
KMB awarded with bronze medal for its participation in last A/S campaign
INCENTIVES FOR HI-SCAN PRO AND SST AQUISITIONINCENTIVES FOR HI-SCAN PRO AND SST AQUISITION
DEALERS INVESTMENT IN KIA DECREASED DEALERS INVESTMENT IN KIA DECREASED (MOST DEALERS WERE NOT MAKING MONEY)(MOST DEALERS WERE NOT MAKING MONEY)
KMB divided SST and HSP payment to help dealers acquisition
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
No profits on SST, HSP or any material sale to support service operation
As a result, all dealers are now equipped with Hi-Scan Pro and most dealers own full set of SST (211 item in total)
KIA CUSTOMER FOLLOW-UP SYSTEM INTRODUCEDKIA CUSTOMER FOLLOW-UP SYSTEM INTRODUCED
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
KIA designed a follow-up system for dealers to hear their customers
Customer receive a follow-up phone call up to 2 days after service done
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
Actions taken by Service Manager are monitored by KIA
This apparently simple action has a very positive impact among customers
SERVICE MARKETING ADDED TO DEALER EVALUATION FORMSERVICE MARKETING ADDED TO DEALER EVALUATION FORM
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
27 items for Service Marketing are evaluated
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
CUSTOMER F/UP
Follow-up calls
Corrective actions
Feedback
PROMOTION AND ADV.
Direct mail
Signboards
Outdoors
Campaigns
CUSTOMER CONVENIENCE
Free towing service
Adequate waiting room
Early bird service
Rental car
PROACTIVE USE OF CSI SURVEY AS A MARKETING TOOLPROACTIVE USE OF CSI SURVEY AS A MARKETING TOOL
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
KIA ASSOCIATED WITH ESPM – SUPERIOR SCHOOL OF MARKETING (2004) & FAAP – FUNDAÇÃO ARMANDO ÁLVARES PENTEADO (2005), FAMOUS UNIVERSITIES FOR BUSINESS ADMNISTRATIONKIA CSI SURVEY IS CONDUCTED BY THESE PARTNERS UNDER KIA SUPERVISION
THIS ASSOCIATION BRINGS TO BOTH KIA AND UNIVERSITY A VERY POSITIVE BRAND FEEDBACK
2004
Contacted customers
Surveys collected
PHONE CALL INTRODUCTION SPEACH IS: “KIA MOTORS DO BRASIL IN ASSOCIATION WITH OUR UNIVERSITY WANTS TO HEAR CUSTOMER VOICE”
University
1050
180
ESPM
1200
300
FAAP
2005
SERVICE CLINIC SHOWS ACTIVE FACE OF KIASERVICE CLINIC SHOWS ACTIVE FACE OF KIA
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
Participating dealers
Dealers understood importance of Service Clinics as a opportunity of keep and gain customers
Main automotive media has released notes reporting Service Clinics
Service Clinics has been an excellent way to tell customers that Kia cares
Customers during Clinic
4
65
4
71
2020
413413
2003 2004 20052005
SERVICE CLINIC SHOWS ACTIVE FACE OF KIASERVICE CLINIC SHOWS ACTIVE FACE OF KIA
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
Our main appeal to attract customer is a “Free Check-List”
All customers who visit Kia dealers will be granted with a comprehensive inspection of 53 important items of vehicle maintenance
Along with check-list form result, Kia dealer deliver full explanation of importance of correct maintenance and its consequences
In addition all dealers offers free car wash, gifts and special promotional prices for services and parts
SOME ADS OF 2006 SERVICE CLINIC IN BRASILSOME ADS OF 2006 SERVICE CLINIC IN BRASIL
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
SOME NEWS RELEASE OF 2006 SERVICE CLINIC IN BRASILSOME NEWS RELEASE OF 2006 SERVICE CLINIC IN BRASIL
CUSTOMERS WERE NOT TOUCHED BY KIACUSTOMERS WERE NOT TOUCHED BY KIA
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
NEW EMAIL ADDRESSES CREATEDNEW EMAIL ADDRESSES CREATED
POOR COMMUNICATION BETWEEN KIA AND DEALERSPOOR COMMUNICATION BETWEEN KIA AND DEALERS
Concentrated information by reduced number of external emails
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
BEFORE
9 individual emails
4 department emails
+
13ways of entry
AFTER
1 training email+
1 quality email
1 manager email
1 secretary email
+
+
5ways of entry
1 call center email+
Quality reports
Training application
Customer complaints
KMC communication
Dealers communication
NEW QUALITY SYSTEMNEW QUALITY SYSTEM
POOR COMMUNICATION BETWEEN KIA AND DEALERSPOOR COMMUNICATION BETWEEN KIA AND DEALERS
Quality report standards established and new form developed
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
BEFORE AFTER
Only one way of entry is considered – email: [email protected] Kia is formally commited to answer any Quality Report within 48 hours This discipline estimulate dealers to report quality issues on time
22 reports/month
50 reports/month
FIELD ENGINEERS VISITING SCHEDULED INTENSIFIEDFIELD ENGINEERS VISITING SCHEDULED INTENSIFIED
POOR COMMUNICATION BETWEEN KIA AND DEALERSPOOR COMMUNICATION BETWEEN KIA AND DEALERS
Field Engineers are links between Kia and dealers
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
BEFORE AFTER
To make their presence at dealer more constant is priority
Particulary for those dealers carrying on recovery improvement plans, Engineers presence is very important
1~2visits/dealer/year
4~5 visits/dealer/year
SERVICE MANUALS IN CD-ROM MADE COMMUNICATION AGILESERVICE MANUALS IN CD-ROM MADE COMMUNICATION AGILE
POOR COMMUNICATION BETWEEN KIA AND DEALERSPOOR COMMUNICATION BETWEEN KIA AND DEALERS
All Services Manuals are supplied in CD-Rom format with no cost
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
BEFORE
CD-Roms are produced and supplied to dealers immediately as manuals are available Additionally our costs with manuals reduced to 10%
AFTER
6 months
30 30 daysdays
receipt of master file/translation/editoring
/revision/printing/
deliveryreceipt of master file/preparation/recodin
g/delivery
SERVICE DEPARTMENT CD-ROMSERVICE DEPARTMENT CD-ROM
POOR COMMUNICATION BETWEEN KIA AND DEALERSPOOR COMMUNICATION BETWEEN KIA AND DEALERS
All Service information are condensated into a CD
3) 3) CSI IMPROVEMENT STRATEGIESCSI IMPROVEMENT STRATEGIES
This CD is freely available to all dealers at anytime and it is updated periodically With this CD, Dealer Service Manager can check any information regarding Service
BEFORE
ManualsBulletins
Kia WebsiteBookletsTraining Material Data sheetData sheet
AFTER
420MB
4) RESULTS AND IMPROVEMENTS 4) RESULTS AND IMPROVEMENTS ACHIEVEDACHIEVED
CSI EVOLUTIONCSI EVOLUTION
4) 4) RESULTS AND IMPROVEMENT RESULTS AND IMPROVEMENT ACHIEVEDACHIEVED
OUR CSI OUR CSI INCREASED INCREASED 18 POINTS18 POINTS
63 7961
80%70%66%
55%
64%57%
2001 2002 2004 2005 2006
CSI FRFT Loyal Customer
CSI reached 79 points. Also, FRFT & Loyal customer rate are 80% and 64% respectively. CSI and rate of FRFT and Loyal customer show improvement in comparison to the previous year
FRFT RATE TRENDFRFT RATE TREND
4) 4) RESULTS AND IMPROVEMENT RESULTS AND IMPROVEMENT ACHIEVEDACHIEVED
[Unit : %]
66 70 80
78
68 72 76 7868
7277 79 81
2001 2002 2004 2005 2006
Country Region Global
■ Trends from 2001 to 2006
OUR FRFT OUR FRFT INCREASED INCREASED 10 POINTS10 POINTS
RESUMERESUME
4) 4) RESULTS AND IMPROVEMENT RESULTS AND IMPROVEMENT ACHIEVEDACHIEVED
A plural discussion is first step to understand how your business is going.
Benchmark your competitors, all the time.
Benchmark your partners. (In case of Kia, we have very good examples to follow)
Listen to your dealers, listen to your customer, every day .
Sometimes you can´t wait for feedback – act based on your experience .
THANK YOU !THANK YOU !
MUITO OBRIGADO !MUITO OBRIGADO !