ag analytics
Reaching High-Level Targets Together
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In 2017 ŠKODA Denmark launched an ambitious partnership with ag analytics to significantly strengthen results and improve customer experience. The results of the collaboration quickly proved to be strong, why other brands such as Audi, Volkswagen, Volkswagen CV and Porsche shortly after followed suit. The recipe for success was simple: Aid dealers in reaching their targets, by giving them clear and prioritized processes after understanding both their circumstance as well as struggles.  

From the very beginning, the project was built on a strong collaboration with dealers in order to fully understand their perspective on the various challenges and struggles, they were facing. Obtaining an understanding of every dealer’s core pain-points allowed us to give the dealers clear and prioritized processes to work with, which was key in aiding them towards reaching their targets.

Initially, ag analytics found that it was of great importance to the dealers to reach their targets. These accomplishments that they wished to achieve included sales targets, additional sales through accessories, sold service agreements, turnover on spare parts, number of billable hours, and reaching a 5-star rating in the customer experience score (also called the CEM-score). This goal-oriented approach quickly became a key factor in creating focus, as all the dealers were keen to obtain or even surpass their goal concerning the customer experience score. However, the dealers’ approach had reduced the customer experience to a simple number, making it the dealers’ mission to “chase the digits” within the CEM score. Also, chasing digits proved to be a very inadequate way to truly improve the customer experience.

Furthermore, one of the vital aspects when helping dealers reach their targets was to provide them with tools that eased the execution of every-day tasks and furthermore visualized the results. Therefore, we provided the dealers with our customer experience program. As workshops began using the program, dealers were able to get on top the struggles they previously had been facing. Furthermore, we found that the visualization of results was a great way of creating a motivating environment for the dealers to work in.

Now, workshops are using their customer experience program as a measure for how they are performing in accordance to factory requirements. The simple, fast and user-friendly Dashboard displays real-time results on the exact things that are examined at a workshop test. This is possible since the customer experience program is mapped out according to the Sales and Service Core Process. Additionally, we have found that the program allowed us to give the dealers a tangible and visual connection between their targets and the execution of them.

Although the customer experience program had created an exceedingly positive outcome, it was still important to keep the customer experience in mind. In other words, the dealers needed specified information and guidance on what to improve. ag analytics found huge potential in focusing on the everyday processes and as a result reversing the focus, so that it did not merely revolve around improving the digits of the customer experience ratings. Instead the focus was shifted to the following:

  • How do we create a special experience when the big day comes, and customers find themselves in the dealership to pick up their new car?
  • How do we make the best introduction to the workshop, making the customers know where to turn for service and maintenance?
  • How do we guarantee that the value of the work we have performed is communicated when customers collect their vehicle following a service visit?

“The strength of the system is that it translates data into concrete proposals for processes that need to be improved to increase customer satisfaction. And it’s all the way down to the individual level.”

– Henrik Blom, Managing Director,
ŠKODA Denmark

This focused attention on concrete customer processes did more than merely improve the customer experience score (CEM score) across sales and service. It also meant that several workshops began performing according to factory requirements, something they did not do before. The factory requirements are ensured through a workshop test performed together with The Danish Technological Institute, where both technical processes and customer service processes are examined.

Throughout the collaboration with Skoda we experienced the importance of combining data and training. As our data provided key knowledge about areas in need of additional focus, it was possible to rank both leadership and dealer priorities. With the priorities being clearly mapped, the system triggered a tangible plan of action easing everyday management and execution.

Furthermore, the system allowed us to effectively train the management-team as well as the dealers, by pin-pointing key aspects regarding everyday procedures. Due to the pin-pointed aspects being widely relevant, it was possible to drive vital processes on multiple levels. Targeting superior customer experience was therefore made possible, as the targets were understandable and meaningful to all employees.

“For the last six months we’ve focused on the concrete customer processes that ag analytics recommended. We’re now performing according to what the factory requires – we did not do that before. It’s easier for employees to work with ‘invoice walk-through’ and ‘repeat repair,’ for example, than just an overall satisfaction score.”

– Mads Peter Kierulff, Service Manager,
Semler Retail Gladsaxe
Reaching High-Level Targets Together