Kia dealer presentation phil 4 13-10

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  • 1. The Integration of a revolving customer experience ABC KIA U.S.A.
  • 2. Five points of Customer 360
  • 3. The Overview
    • Creating new sales opportunities for our Sales, Service and Parts Departments
    • Improving the KIA Customer experience through good process
    • Marketing of our Fixed Operations
    • Creating Trust through Inspection process
    • Building value of products and services through training
    • Tire sales and customers who return
  • 4. New Sales opportunities
    • Service Absorption goal 100%
    • CP mech GP % goal 75%
    • CP ELR % of door rate goal 95%
    • Cust Pay as a % of total labor goal 70%
    • Parts Mech Gross profit margin goal 45%
    • Parts to Labor Ratio goal 80%
    • Flat Rate Hours per CPRO goal 1.7
    • Increase based on 10 % CPRO’s,80.3 p/l ratio +.4 + 16% Pts Gross improvement CPHPRO NO TIRES SALES ON STATEMENT!
    • Current 58.5% increase to 72.4%
    • Current 75.6%
    • Current 78% Increase 10% to 85.8%
    • Current 60% Increase 10% to 66%
    • Current 29% Incr to 45%
    • Current 73% 10% to 80.3%
    • Cur 1.3 add .4 Adds $115K GP
    The first step is evaluation of current sales trends and opportunities of our Service and Parts departments
  • 5. Improving the KIA Customer experience through good process
    • Customer retention is directly affected by good business process
    • KIA customers want to be treated with respect, kindness & value their time
    • A professional business process insures KIA customers a good experience
    • KIA customers today more than ever before look for convenience
    • Good process adds Gross Profit $$$$
  • 6. Process Evaluation
    • Pros
    • Sales and Service team members were courteous and thoughtful
    • Service consultants were prompt
    • Estimates were accurate and reasonable
    • Cons
    • No sales to service Hand Off
    • No signs of a walk around
    • No service Inspection process discussed with customers
  • 7. Process Evaluation Continued
    • Tires on customer cars are NOT being inspected at time of write up
    • First service process is currently not being utilized
    • Customers seem confused about the overall service process and tend to wait in the service drive area creating an overall confusing / chaotic atmosphere
    • New car purchase customers are not being introduced to accessories for their new purchase
    • No new car customer education about maintenance needs and how to make appointments
    • Minimal $$ YTD spent on Fixed operations advertising vs. benchmark 0.4% vs. 3.0%
  • 8. Marketing of our Fixed Operations
    • Many customers are unaware of the vast array of services we provide allowing them to seek our competitors services that are well known to them
    • 3% of service/parts gross is a benchmark for advertising
    • Maintenance service reminders are a necessity in today's fast paced lifestyles.
    • Utilizing the internet offers inexpensive and focused marketing of your services.
    • Use printed maintenance schedules as effective sales and learning aids, and be sure service consultants use these aids to counsel customers about their scheduled maintenance and light repair needs.
  • 9. Creating Trust through Inspection process
    • Be sure to complete standard vehicle inspections on every customer’s vehicle, at every visit, at no charge to the customer. This is a great way to develop a trusting relationship as you keep your customers informed of the condition of their vehicles
    • The Inspection Process will add credibility to your Service Consultants by starting them in the service drive and educating the customer in the process
    • Technicians gain customer trust through completing the inspection and personalizing it with their name and thanking the customer for their business
  • 10. Building value of products and services through training
    • KIA customers are looking for value and quality
    • Training our team members in consultative selling skills and building value are the key to increased CSI, retention and gross profit thus increasing service absorption
    • Management Team will learn how to be competitive on pricing and the value of menu sales
    • Creating one price services for multiple vehicles through weighted cost averaging
  • 11. Tire sales and customers who return
    • Selling tires will help you keep customers coming to your service department
    • 13% of the tires coming thru this dealership need replacement
    • 78% of customers will purchase from the first tire professional that expresses the need for replacement
    • Most customers who purchased tires purchased additional services
    • Such as:
      • Brakes, alignment, balancing, struts/shocks, steering components and a wide array of other services.
  • 12.
    • “It costs four to 10 times as much to attract a new customer than to retain an existing one. So, it’s imperative to keep the ones you have happy.”
    • – Fixed Ops Magazine, May 2005
  • 13. The Road to Success
    • Training of employees within service, parts and sales. We commit to 2 days initial in store training and 2 additional days per quarter to ensure your success!
    • Creating a mindset of the Excellent Customer experience
    • Developing and implementing processes that support our goals
    • Working with the management team to develop and coach their team members at a level you desire.
  • 14. It’s Our Commitment and Your Decision