Lead factors: Lag Factors: IFIR is not used properly JDP Focus 2nd Day calling not done

inspite of 7 CROs (told by CRO themselves) CRO is given a target of 10 for IFIR Non JDP is not considered at all Low Net Speed (15 mins contact is not possible as complaint doesnt even get loaded on system) CRM is not courteous rather rude at talks Voice of Customer at Wasan Tata Completely unhappy with the service provided Overcharging No Timely delivery RQ is very low 8 visits in 10 months from purchase Technical team meet was arranged post 4th Complaint Fortune Nerul experience Lead Factors: Heavy focus on JDP Customers Lag Factors: IFIR is not used at all Most of the Customers were waiting due to less number of SAs No coordination between CROs & SAs (appointment lag will happen) No demarcation of roles Very low Manpower and hence most responsibilities of CROs were hay wire Spares availability Absenteeism Billing process is slow NON JDP customers are not considered Voice of Customer: Non-professional behaviour by SA during handing over of car Rate chart was not shown and thus the customer doesnt know the right price for labour and spares Inconvenience at Payment (Extra charge of 2% for use of credit card) Absence of Engine Oil post Service (Improper Service) No Calling happens when the estimate is hiked

Wasan Ford experience Handles about 700 cars / month During the docking of a vehicle for service, the SA is fully informed about customer history (past service problems/dissatisfactions are taken into account and dealt with properly) Standard feedback form during delivery SA explains the job done and offers a test ride 3rd Day calling for customer satisfaction check Escalations are taken very seriously and can go to the extent of Firing an Employee Wasan Toyota Experience Handles about 900 cars / month PDQCTC is followed by them in addition to extra care on delivery stage SA ensures everything related to Delivery before the customer is called up Customer touch points Feedback -> 3rd Day calling -> Company Calling Complaint solving target is 72 hrs else its escalated Service Mgr -> GM Service Mgr -> CEO of Wasan CPTV equivalent target for Toyota is 0.03% of total cars serviced in a month And Wasan Toyota was performing much below target TBSS experience Enquires / Toll Free Lead Factors Lag Factors: Net speed Technical knowledge to Call centre representatives EBD ASP Rejection Incorrect Contact number Dealer inacceptance due to non availability of spares Dealer A -> B transfer due to non availability of spares Complaints No updates from CRO CSM doesnt give feedback Parts Availability cases

At times, More than 10 days waiting for parts TML approval for certain cases > 5 days Loaner car problem PSF CRO asks customer to give 10 on PSF call CRO PSF conflict Support SR 500 out of 5000 cases of conflict for customer number (Dealer updates his own number instead of customer to avoid NPD) Quality norms at TBSS 6 calls per week are monitored by TBSS for their agents Total calls per week for an agent would be approx 600 650 General customer issues Improper washing Spares availability Dealer doesnt inform about interior washing and then charges for the same Dealer doesnt give appointment for service Parts get replaced without informing the customer At times customer has to wait for a week for spares like Rear view mirror

Pandit Auto experience Customer was committed 2 hrs of service time. Actual time taken 4 hrs No customer education on product Customers have a general feeling that there is no one to listen over his problems Washing was redone by SA on a lower rating at the feedback stage.. Customer was eventually dissatisfied on time taken and washing experience front CRM had major focus on JDP customers and was clueless about CPTV/CCT (as he had only 3 months exp at Pandit auto)