Shaping company culture around the customer experience is what led Amazon to become one of the most successful companies of all time. In this article, automotiveMastermind covers why dealerships should adopt this method to drive dealer customer retention and how they can do it with three tips:
What makes customers want to buy a car from your dealership? What makes them repeatedly brand and dealer loyal?
These are simple questions with enormously complex answers. One consistent theme underpinning the entire dealer-customer relationship is CX, or customer experience. And while there are a variety of factors that play into customer experience, the constant across all of them is that at the end of the day, it’s the human interactions between your dealership staff and your prospects and customers that matter more than anything else. That’s a reflection of your dealership’s culture, which doesn’t always happen organically. It takes devotion along with consistent and effective management – and leadership by example – to instill, grow and maintain such a culture in any business.
Creating a culture that delivers a great car-buying experience is worth the work because that experience is what sells cars and keeps a dealership’s customers coming back, in good times and bad. Customers want to do business with people they like and who treat them well. When that happens, they’re far more likely to become loyal repeat customers who make an outsized impact on your bottom line year after year and sales cycle after sales cycle.
How do you instill the type of culture where customers are valued and appreciated and where the customer’s experience is the most important factor in any decision? It starts with defining it and setting expectations for employee engagement. How do you expect people to operate in your dealership? How do you expect them to treat each other and the customer? How are they empowered in their pursuit of doing the right thing?
For example, Amazon’s workplace culture is famously competitive. In his first letter to shareholders after taking Amazon.com public in 1997, Jeff Bezos talked in depth about his plans for building a company for the long term during a time of great industry change. This included setting cultural expectations for Amazon’s employees: “When I interview people I tell them, ‘You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three,” he wrote. Amazon also publishes and holds its managers to a set of “Leadership Principles” that promote its desired culture, including its famous “Customer Obsession” – “Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.”
You may not believe Amazon’s unique culture would be right to transplant into your dealership, but one core lesson from their success is it’s your job to define your desired culture, explain it and then manage to it as part of a broader go-to-market strategy.
Once you have culture defined and explained to your team, the management component is critical to turn words into reality. You can’t do good work without the right tools, and you can’t expect your team to deliver meaningfully personalized service to your customers if you don’t arm them with the tools to do so. This means investing in analytics-driven capabilities such as database access for consumer insights, credit transparency tools, targeted marketing campaigns, service history integration and other solutions. These tools allow your team to do their homework and come prepared to make the right offer, at the right time, for the right vehicle and at the right price.
Customer experience is about human interactions, but the best human interactions take place when the employee has all the information they need ahead of time to meet the customer’s unique needs.
If you show your employees you’re serious about investing in a customer experience-driven culture and giving them the tools to do it right, then they’re more likely to take it seriously and become a part of making that culture a reality. Without that kind of visible commitment, your staff likely won’t take your commitment to customer service seriously – and neither will the customers with whom they’re interacting.
When your employees do get it right, reward them quickly and meaningfully. Famed General Electric CEO Jack Welch joked that employee recognition should involve “the right mix of plaques and cash,” and that’s been a part of the standard dealership management toolkit for decades. Culture is more than sales numbers, so don’t just reward on sales metrics or other financial targets.
In addition to those kinds of recognition, make the effort to find ways to reward the behavior that values coworkers and customers. Recognize and reward creativity in solving customers’ problems, covering for coworkers who have family emergencies, staying late as needed without being asked, showing respect for customers’ unique needs and the like.
At the end of the day, you’re trying to create a culture in which your dealership demonstrates that it cares about its customers, at every possible opportunity, because a dealership full of people who truly care is the kind of dealership customers stick with for life. So, reward people for demonstrating that they care, and for doing their part to grow that customer experience-driven culture.
The more employees know that healthy and positive behavior is rewarded, the more they will embrace your culture and become partners in growing the kind of environment in which great customer experiences are born, and one where the bottom line grows along with the relationships you build.
Are you serious about investing in a customer experience-driven culture? Contact us today to learn how a data-backed automotive sales platform can drive exceptional customer experience.