Agenda item

The Scrutiny Panel to receive a presentation from the Customer Services Director, Ford Retail, on its Customer Experience Programme.

The Committee received a presentation from Mr John Leatham the Customer Services Director of Ford Retail on its Customer Experience Programme.

·        Ford Retail encompasses the 80 dealers nationwide that are owned by Ford.

·        Ford uses one main, easily identifiable strap line through its advertising an service identification points. Surveys indicated that the “feel the difference” logo is seen 9,000 times every day.

·        When the Customer Experience Programme was first launched car dealerships popularity was just above estate agents.

·        Determining the customer experience was about identifying the “moments of truth” when the service was being tested in some way. The scheme applies to everyone who works for Ford Retail at whatever level,and internal and external customers.

·        Previous employee reward schemes had been about achieving certain financial targets. Many employees felt that this did not apply to them and therefore felt that they had little involvement in the customer satisfaction process. For example service technicians did not have any face-to-face contact with customers and therefore did not contribute to a positive customer experience.

·        The programme is driven by staff satisfaction, which in turn feeds customer satisfaction. Research by Bob Johnston of the Warwick Business School indications that a person’s perception of excellent customer service is 25% rational and 75% emotional. Customers want their dealings to be efficient, that staff are helpful and polite, they want any promises to be kept and they enjoy feeling that the service is personal and that staff have gone above and beyond the call of duty.

·        A large number of change projects fail and as such there does need to be a long term commitment for long lasting results.

·        The Ford Retail change programme focussed on the whole customer experience. Workshops were held for all members of staff, off site with a personal invitation and interactive workshops. All staff took part in mapping out their place in the customer services process.

·        All staff then had a workbook to complete, this is an NVQ. They were supported by internal change champions and the train for gain organisation. All staff now have an NVQ in Customer Service or Institute of Customer Service.

·        There is also an employee recognition scheme called “making the moment”. Anyone can nominate any member of staff for what they believe has been good customer service. Each nominee gets a personally signed letter from the Director of Customer Services. There are about 500 a year and there have been 10,000 in total. “Moments” are also used in promotion and for example everyone who wants to has a photograph taken of them when they pick up their new or used car and these are displayed in showrooms.

·        There is a magic moments club, which has a sum of money allocated and staff can take part in outings/activities. There is also an E newsletter detailing awards. This scheme is being expanded to include suppliers. Money that was originally paid through an individual bonus scheme was now diverted to the magic moments scheme.

·        Research shows that only about 5% of complaints are reported, which indicates that the vast majority of people who feel that they have had bad service do not complain but either do not use the company again or tell other people that they are not happy with the services that they received.

·        Customers who have had their car serviced will receive a call within 24 hours asking about their experience.

·        The customer service scheme has received national recognition and many awards.

·        The scheme has been going for around 4 years and has been very intensive; with 7,000 staff training days delivered over 18 months.

·        Members commented that there was a difference for local authorities as our customer base is fixed .It was noted however that if the majority of staff were happier then the workplace is a better and more productive environment. There is also the element of corporate responsibility and promoting good citizenship.

·        Members also asked how temporary agency workers could be involved. If there is a culture of positive customer experience then this will be passed between staff.

·        Members of the Panel thanked Mr Leatham for his very interesting presentation.