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Citroën Denmark invest to raise client experience to next level
In a highly competitive automotive market, the race to be included in customers’ considerations for their next car purchase is intense. The requirements for the service experience have noticeably increased, as service itself contributes significantly to customer loyalty.
That’s why Citroën teamed up with ag analytics – so they can use customer feedback not only to gain insight and knowledge, but also to help boost performance and follow-up. The CEM Dashboard from ag analytics enables Citroën to prioritize precisely what’s important for every dealer, department and employee.
Our collaboration includes ongoing performance measurement of 66 sales departments and 77 service and repair workshops based on customer evaluations following the purchase of a car or workshop visits. Customers automatically receive an evaluation form after their visit, and every response is sent directly as personal feedback to each of the more than 500 sales and service advisors at Citroën. All results are continuously available through the CEM Dashboard, while reporting and KPI performance are automatically sent by email.
Implementation and rollout in 5 weeks
Integration of the new CEM Dashboard had to take place while Interdan, one of Scandinavia’s largest car importers, took over Citroën Denmark. That meant there was only 5 weeks for setup, approval and rollout. To ensure the most effective implementation, dealers were brought on board from the start.
What does the importer say? How do you ensure successful implementation and rollout?
- Owners and daily managers must be involved in the process from the very beginning, so that the dealers’ current challenges are addressed.
- Data and sampling rules should quickly be aligned, approved and tested. For example, you should consider whether some customer groups should be left out:
○ Body shop customers
○ Commercial customers (including fleet customers)
○ Leasing customers
○ Invoice amount = 0 (including warranty)
- Validate and implement existing data and results so that you retain historical data when changing CEM solution.
- It must be easy and efficient for frontline staff (salespeople and service consultants) to track customer satisfaction, so they can easily take action and optimize the most important processes to increase customer satisfaction and loyalty.
- Design KPIs so they are simple and understandable but also mean something in terms of improving customer experience.
- Working with broad terms such as “overall behavior” and “professional competence” can quickly become very general and feel far-removed from dealers’ everyday actions. Convert these to actual touchpoints that the customer experiences, and therefore the frontline can have an impact on – for example: “reception and welcome,” “invoice walk-through ,” etc.
- Customer feedback must be ongoing and an integrated process.
- Customer feedback must be personalized and focused on specific processes that individual employees feel they can influence through a focused effort.