Increasing viewpoint top box scores and volume

[jgroth]

I am looking for the ideas that others have used and worked to improve both the volume of viewpoint surveys returned monthly and how to elevate a large number of "b" ratings to "a." I look forward to your responses. Thanks.

[Steves2sense]

1st you have to earn it. Then you have to educate the customer on the importance of the survey and how it is scored. To encourage those behaviors, are your advisors/cashiers/follow up people paid on VOC? I'd suggest a spiff for them and cashiers on "A" surveys. If you are interested, e mail me and I'll send you one I have seen work very well.

Good luck!
Steve

[bsilcox]

One thing we started over 2 years ago was to have a monthly lunch meeting with all the service support staff and go over the surveys and scores this lets them know how important the VOC scores are. This has helped this store move the score. We also tied our Service Advisors payplan to OSS score. They have bonus pay they can receive if their individual score is below a 65 they earn no bonus. Every month the score is above 65 for the dealership they earn a bonus. This could mean about $600.00 plus or minus. Everybody in service has to walk and talk the survey.

[Ronc303]

Moving a score from a "B" to an "A" is really hard to do. First, think of people you know that are "A" salespeople that you have bought thinks from. In a general sense, they are your friends. They (may) know your wife's name, your kids ages, and your dog. They know where you work or live. In other words, they have taken an interest in knowing you, and build their (sales) relationship by doing that. When I talk about getting to the top box, I say you have to know enough about your customer to be considered to be their friend. It takes real work, but it is a saleperson's art.

When spiffing for CSI with your people, consider only rewarding for "A" surveys; something like $25 per "A" survey returned. Do not just have them trying to be at a particular level, district or zone average. In the back of their mind they will know they can get away with not perfectly satisfying a few customers a day and still get a bonus. Every customer has to have the dollar sign on their forhead.

As a manager, you do have to talk CSI everyday. You are the coach and mentor, and what you do, or don't do, has a big impact.

Drill down to particular survey questions that are weakest. Generally I find advisors not using the process the dealership has defined and have taken a short cut. Many time it is as simple as completely reviewing the repair order, what your done for them, thanking them for their business, asking them to call you again, and saying hello to their dog.