Case Study

Customer Experience

Customer Experience




The Challenge

The North American business of a global automobile company had long prided itself on both the quality and affordability of its vehicles. But as the quality and price of automobiles improved across the industry, the leadership team decided that the company had to make “customer experience” its strategic differentiator.


The Approach

The North American leadership team decided to launch a Syntegration to define amongst themselves an amazing customer experience and what it would take to get there. They analyzed the customer experience from sales to purchase to after-purchase, but afterwards, they realized that they needed to bring dealerships into the room to be part of the strategy. Customer experience was not in the hands of the automobile company, but in the hands of car dealerships, which sold several brands of cars and were very profitable.

So, they launched a second Syntegration that brought company automobile employees, dealership owners, dealership sales teams, and even experts on customer satisfaction together. The session began with a briefing on how changing consumer preferences and rising startups were rendering dealerships increasingly irrelevant; it awakened and aligned everyone, especially dealership representatives, on the need and urgency for change.

Then the company and the dealerships got to work in strategizing how to deliver an unparalleled customer experience. They co-created several concrete solutions; for instance, they identified high employee turnover in dealerships as a roadblock to building customer relationships over the long-term, so they came up with a plan for improving recruitment and talent retention. The automobile company also realized it needed to dramatically reshuffle its internal operations in order to better support dealer sales teams across distribution, manufacturing, and training.


The Results

The Syntegration brought together dealerships and the automobile company, and aligned them on a new set of shared incentives and plans. After implementation of the plans with the dealerships, the automobile company saw a sharp increase in NPS (Net Promotor Score) in North America. 

*Net Promoter Score is an index ranging from -100 to 100 that measures the willingness of customers to recommend a company's products or services to others. It is used as a proxy for gauging the customer's overall satisfaction with a company's product or service and the customer's loyalty to the brand.


Central Question:

"What profound changes to the quality and consistency of our consumer experience do we need to make to turn every consumer into an advocate for our dealerships?"

Central Question:

"What profound changes to the quality and consistency of our consumer experience do we need to make to turn every consumer into an advocate for our dealerships?"

The Results:

Sharp increase in Net Promoter Scores.

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