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 North American leadership team decided to conduct a Syntegration to define amongst themselves a fantastic customer experience and what it would take to get there. They analyzed the customer experience from sales to purchase to after-purchase.They realized that they needed to bring dealership owners, leaders and managers into the room to be part of the strategy. Customer experience was largely in their hands. So, they conducted a second Syntegration that convened company employees, dealership owners, dealership sales teams, and external experts on customer experience and satisfaction together. Together, they figured out how to deliver an unparalleled consumer experience. They co-created several concrete solutions; for instance, they identified high employee turnover in dealerships as a major barrier to excellent customer experience over the long-term and created a plan for improving recruitment and talent retention. The car company also realized it needed to adjust internal operations to better support dealer sales teams.
The Project quickly aligned the car company and dealerships on a shared vision and plan,including a new set of shared incentives. The car company achieved 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.
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