There are really just three ways to evaluate your performance as it pertains to customer expectations. You either match their expectations, exceed their expectations or you don’t meet their expectations. It really is that simple.
When we talk about these three levels with clients, they often rush to the decision that they want to exceed their customers’ expectations. This is a great and noble idea, but at the same time, I would caution you to walk before you run. Most businesses would be best served if they concentrate on the fundamentals of their business and perform those to a “meets expectations” level first. Once they’ve mastered that, then they can get sophisticated.
Here’s where to start:
• Have the service work delivered when promised, within the price that was quoted and done to the customer’s satisfaction with minimum need to “comeback”.
• Have the part in when promised.
• Have your people know about the products they sell.
• Be able to execute transactions quickly and effectively.
These are the mainstays of effective motorcycle dealership operations — when you do what you say you are going to do, that’s half the battle.
The real war is waged within the realm of consistency. Anyone can have a good day now and again; the challenge is to consistently match your customers’ expectations. You don’t need to hit a home run every time, but it’s important to get on base. Customers need to know and trust in what they are going to get when they deal with you. Here are some tips to help you become more consistent and speed you down the road to customer engagement.
1. Identify Your “Fanatical Few”
Amy and I travel to Plano, Texas, with regularity. There is a small pub near our hotel that doesn’t have an extensive menu, but what they have they do extraordinarily well. In fact, they only have two desserts: chocolate cake and carrot cake. They do them so well that people come from miles around just for those desserts. So, what must you do well? Figure out what critical exchanges really matter to your customers and get great at them. I call these the “fanatical few.”
You don’t have to have limousine service, host rock shows or have wine tasting events at your dealership to be great. You do, however, need to be able to provide a decent phone experience, at a minimum remember customers’ first names and be able to check someone out in less time than it takes to perform open-heart surgery.
By selecting just a few operations (those that matter to your customers), you’ll be able to skyrocket your consistency.
2. Create One Page, Easy to Follow Process Sheets
Just about every single operation in your dealership can be mapped out and codified in a procedure checklist. Some people disparage checklists, but I think they are great. They enable you to bring new people on board quickly and keep your veterans from engaging in process erosion. Whether it’s answering a phone, writing up a deal, handling a special order or writing up an insurance estimate, it can have a one-page checklist to put you on the path to consistency and ergo better business.
3. Create Job Aides
If you have a complicated phone system, have short cuts by each phone. Have quick and easy pre-printed directions to your dealership from all directions by each phone, so everyone can answer this simple question.
Have ready to email service instructions, like where to go and what to do. Really, many customers don’t know to pull around back, where to park and then what to do. Be a good host — tell them.
4. Train to Your “Fanatical Few” with the Zeal of a Marine Drill Sergeant
You want to train the basics of your dealership until you and your people can’t stand it — how to answer the phone, how to answer common questions, what to do when scenarios. To get great at these few things you need to drill them often.
5. Create Methods for Evaluation
Mystery shopping is great, a random customer survey is good and lurking is encouraged. You want to inspect what you expect.
6. Reward Those Who Perform Consistently Well
One way to stimulate organizational change is to create exemplars. Find those in your dealership who are performing your fanatical few consistently and exceptionally well and praise them in front of the group. Psychologists call this normative pressure. Others will see this as the behavior to emulate.
7. Take Small Steps to Raise the Bar and Exceed Customers’ Expectations
Before you concentrate on cappuccinos, make sure your dealership is a place where people would want to do business. Then, once you have your fundamentals in place, pick small ways to “Wow!” your customers.
We used to have a house cleaner named Shirley. She did a solid job for us every time she cleaned. But she did one thing that was extraordinary — on every visit, she would of course do a great job cleaning the house, but she also did one thing that was unexpected.
She would often clean the fireplace, fold the laundry or put away the dishes. And then in her note, she’d mention the extra. We loved this, in fact, Amy and I even call this strategy “being Shirley-ed.”
Become more consistent, and you too will be creating engaged customers and customers for life.
An award-winning author, top-rated trainer and founder of Peak Dealership Performance, Mark Rodgers holds a master’s degree in adult education and the National Speakers Association Certified Speaking Professional designation — only 500 people in the world have this coveted recognition. Contact [email protected] to improve your performance.
