We've been doing the customer satisfaction work and customer experience work in the industry for about 17 years now. Our focus has been equipment manufacturers and equipment dealers, so we've got a deep amount of knowledge in the area. Today I'm going to talk to you a little bit about how to take a program around customer SAT, customer experience management, talk to you a little bit about how the world's evolving in this area, and what sort of things that you can do yourself. So one of the key things when I give presentations like this is I really want to empower you with some tools that you can take back to your dealerships, your manufacturers, and drive some real change independent of having to engage any type of company or any outside resource. So once again, my big goal is to give you guys some takeaways. So thanks for joining the webinar today. I'll start off, I always like to kind of talk a little bit about who I am, share some personal stuff. I think it makes it a little bit more real. As Rebecca shared, I'm the CEO of Satisfied. Started back in 1998 with my father, actually, who had been in the business for a number of years, and so it's been a great ride and a lot of great experiences. Taught over 100 training classes for equipment dealers, so have had a lot of experience getting in front of dealers and some of the challenges and questions and things that have come up. I was born but did not spend much time in Fargo, North Dakota, so somehow I got out of there and I don't have to have a plug hanging out of the front of my car so that I'm keeping my engine warm in the winter. One exciting fact about me, I am running a marathon this weekend, but for the first time I'm running as the pace group leader. So I am following a whole bunch of people, or I am leading a whole bunch of people to a specific time, which should be kind of interesting and exciting. And I'm married and I have four children, so that's my family in the upper right-hand corner. They'd just like to share a little bit about me. All right, so what do we do? I'll give you a quick background over Satisfyed and kind of how we work with people and how we engage, and this will be one of the last times that I talk specifically about Satisfyed and what we do. But we are a customer experience improvement company, and we've built sort of a basket of assessments and tools and analytics and things like that around figuring out how to have dealers and manufacturers understand what's going on in their businesses and then help to close those gaps. And so the first thing I always talk about is this kind of voice of the customer, and this has classically been called customer satisfaction. This is going out and asking those customers, hey, how are we meeting your expectations? How are we delivering on the experience? And so really critical, everybody should be listening to their customers. I don't care how rudimentary your process is, whether you're hiring someone like us to do it or whether you have SurveyMonkey sending out surveys once a year, everybody should be doing something. What we've got into in the last couple years is voice of the employee, and so these are employee assessments. And I really, I think these are fantastic, because what our research has found is that if your employees aren't engaged and aren't driving improvements in the business, that no matter what your customer says, they're not going to make any change. And so once again, another critical component. Mystery shopping, which some of you may have already been doing, but the big difference between mystery shopping and voice of the customer is that voice of the customer is asking your customer, hey, how are we doing in your eyes? Mystery shopping is a predefined checklist where that person's going into your dealership and they're asking about questions or alignments to best practices. And so it's an unbiased perspective of whether you're delivering what your organization is committed to deliver. Other website assessments, once again, this is simply where we're asking you questions that pop up on your website. And so if you haven't done this yet, I would highly encourage you to do it, and at the end of the presentation I'll give you some suggested next steps. But it is pretty powerful when you start collecting user feedback, site visitor feedback on your website about if the content's sufficient, if it's doing the right type of things. Really awesome, and now we've got that integrated. Best practice self-assessment, I would tell all of you that this is a free tool on our website, so all of you can go to satisfied.com, go to resources, go to performance assessment or performance I think is called in the dropdown, and you can take a self-assessment. I encourage you to do this by location. I'll talk about it later in today's presentation, and you'll get a report sent back to you telling you exactly what you could do to improve the overall experience of your dealerships and some specific actions that you can take. We also do some coaching, so people don't have a lot of experience around customer experience, but for 12 months they want to engage in a coach. And then the other thing we've been doing lately, which is really cool, is we've been aligning with professional development resources. And so instead of going out and training directly on what we're collecting, we are actually taking all of the information that we're collecting in some of the bullets that I mentioned previously, and we're wrapping it up into an overall package. And when you bring in a training professional, we're working with them so they have all that information so that when they identify those gaps to focus on, those areas for improvement in your business, they're doing it with knowledge of the different areas of your business. And the reason we chose to do that is because we talked to these trainers, these professional developers out there, they're all going in and they're doing some mystery shopping, and they're doing some surveys, and they're sitting down with staff and things like that, and they're doing all this legwork to improve their training curriculum and scope. And we can save them a lot of work, and we can allow you to really deliver that great experience through that training engagement. So anyway, those are some of the things that we do, and I'll talk through some of those throughout today's session. Once again, I'm a firm believer you can use us, you can use somebody else, you can do it yourself. We believe that these things are key components of what you should be doing in your business. And so however you do it, we just encourage that you do it. All right, so let's talk about this concept of customer sat versus customer experience management. And if there's one thing that I would love for you to take away from today's presentation, is that customer sat and customer experience management are not the same thing. If you go look at some of the classic definitions on the internet for customer satisfaction, it's the measurement of how products or services supplied by somebody meet or surpass customer expectations. Now if you look at customer experience management, that is defined as the intended, CEM is intended to narrow the gap between defined customer experiences and delivered customer experiences. And so what do I mean by that? I simply mean that customer sat is a measurement process. Are we going up? Are we going down? Where CEM is an all-encompassing process for making sure that what you have defined to your organization is being delivered. And so for example, let's say that when we think about someone coming into our organization, we want to make sure that sales, service, and parts all respond to that customer within five minutes or two minutes or whatever it is. Maybe we want to make sure that in a website experience with a customer, that they should never have to click more than three times to be able to complete their objectives or something like that. These are defined customer experiences. And then once we've defined them, we can now measure to see if we're delivering on that intended experience. So once again, very clearly, customer sat's kind of the measurement of how these things are meeting expectations. Customer experiences management is a defined process where everyone goes through the effort of defining exactly what they need to do. We believe that if you start to transition over this concept of customer experience management, it will definitely result in improved customer retention, improved growth, and improving overall dealer performance. So let's talk about something called the customer experience maturity model. We've wrapped this concept of the customer experience maturity model up into five key areas. And the reason that we've done it in five key areas is that we believe that someone like yourselves can take this information back to your organizations and talk about where we are in the process and start to really have everybody understand and grasp this process. So what is the customer experience maturity model? Very simple. Five key areas, adopt, manage, measure, improve, and evolve. And so these are going to be the areas that we focus on here. I'm going to walk through each one of them and give you some ideas and examples. But this becomes the premise of how to get a process into your organization, firing on all cylinders, and driving and evolving your business to the next level. Before I go in on there, I know that Rebecca mentioned – and Rebecca, stop me if I get in trouble for this – Rebecca mentioned holding your questions to the end. If you do have specific questions as I go through the presentation, I'm not sure if I'll be able to see them, Rebecca. But feel free to pop those questions in. And if I can answer them quickly, I'm happy to kind of take a quick sidestep here and answer those. Otherwise, I can answer it at the end. All right. So let's start with adopt. What does adopt mean? Well, one of the things I've seen time and time again is I've seen organizations set a target metric. So they're like, Ryan, we're going to do some customer satisfaction surveys. You're going to do them for us. And after month one, we're going to identify our score. We're going to set the goal to be two points higher than what the score is right now. And the whole organization is going to be communicating that goal. Well, what we have found is that it doesn't work like that. If you don't adopt a process properly into your organization, no one really wants to do anything around it, right? So number one, you can see at the top, leadership commitment. So the first thing in adopting a program into your organization is really getting the leadership to buy into the process. What we found is it has to be a top-down initiative. So if you've got a couple great employees in your organization that are front-line staff who are doing a quality job and live and sort of breathe the customer, if they're the ones pushing this uphill, it won't go anywhere. And so we say it's a top-down initiative because leadership at the top has to say it's a critical component of our culture to believe in delivering the experience. And we want everyone in the organization to align and deliver that. So once again, leadership commitment, top-down initiative. Annual goal alignment. The leadership has to say, listen, one of our annual goals in our organization is X or Y. Now, at this point, I don't want it to be a 72 to a 75 CSI or a 48 NPS score to a 50 NPS score. I want it to be some sort of goal that isn't quantified necessarily in a statistic around an improvement and willingness to recommend or improvement overall satisfaction with the dealer. Leadership also needs to communicate the value. So everyone kind of has this intrinsic understanding that serving the customer is important, but what is the value? So leadership needs to stand up and say some things like, listen, if we are going to retain 98% of our customers year over year and retain that $5 million, that $10 million, that $15 million in annual revenue or whatever the number is, then we have to make sure that we are delivering on these intended, defined and intended experiences. And that's the value or the growth opportunity that exists with our business. And then management involvement. So leadership can really do a great job of communicating the importance by making sure that their leaders, whether it's a store manager or an overall manager, are actually getting involved. So are they looking at some comments from customers? Are they picking up the phone once in a while and calling the head of service or the parts group and saying, hey, you know, listen, I saw this customer's comments. It looks like we're not doing a great job of getting a fast turnaround on our parts or we promised this customer that it was going to be $1,000 and they came back and it was $5,000. So hearing that leadership is involved in doing that kind of stuff is absolutely critical. Also during the adopt phase, we need to define what success looks like. So the leadership comes out and says, hey, listen, we're doing a great job. This is really important. We're servicing the customer. Oh, and by the way, here's what it looks like when we win. And so what are the performance objectives during the adopt phase? What sort of things do you want to do to set those goals? So let's say a performance objective is we want to make sure that we respond to any customer that has an issue within 24 hours, you know, and some of that type of stuff. We want to make sure that we are retaining a certain percent of our customers or something. So once again, you need to define what success looks like in your organization based on adopting the program. And then the really critical component is make sure that you have regular goal updates. So if you don't provide these regular goal updates, it becomes another one of those things that was kind of the flavor of the month where a leader came in and said, this is what we're going to do. Here's our goals. And then you never hear about it again. And everyone just assumes it's the flavor of the month and no one cares. Lastly, employee engagement. So the employees absolutely need to use this customer feedback. So they need to listen to what the customer's saying and figure out if they can drive improvement. The employees need to have regular communication around the information that's coming back in these customer engagement processes. And not just share the pain, not just share the issues or the challenges or the difficulties that have been identified, but also share the successes. So when a customer comes in and says, hey, listen, you know, this is the best experience I've ever had, purchased the tractor, I purchased the backhoe, whatever it is, and it was delivered in 24 hours and it was set up for my operating conditions and it was exactly what I needed and all that type of stuff, share those successes with the team. Don't just share the problems. Employee survey and recognition. You know, during our suggestion in the previous couple slides, I said something around doing employee surveys. I really think that voice of the employee process is critical. And what we're going to talk about later is the fact that you get all these customers providing the information, but if your employees do not like where they're working, if management isn't aligned, you're not going to get great adoption of the customer-suggested changes. And then employee training and education. You're going to have to, to get employees engaged in adopting a customer experience management process, you're going to have to train them. You're going to have to explain the importance. You're going to have to walk through what an intended experience looks like. You're going to have to create onboarding processes when you have new employees come on to say, hey, here's what an intended experience looks like at our dealership. So it's a holistic process to get a program adopted in your organization that the three key pillars, I would say, are leadership commitment, defining what success looks like, and getting your employees engaged and aligned. So once again, that's the adopt phase. I'll go ahead into manage now. So think about the concept that we've adopted the program, we've got it in, we've got leadership saying it's great, we've got employees listening and taking action and doing all this kind of stuff. The next step I would look at is how do we make sure we're starting to manage the process? So we've gone through kind of the hard phase of adoption. Two key things for me, consistent processes and customer issue resolution. What do I mean by consistent processes? We need to have our processes defined and documented. So once again, when I start talking about timeliness of customer recovery for an issue, we need to make sure that that intended experience is written down somewhere, it's shared with the organization, it's shared with staff, it's trained in onboarding programs, all that type of stuff. Then we need to assign roles and responsibilities, right? So now we've said, hey, it must be answered a certain amount of time or it must be resolved. Who owns that? So when things aren't going well, we can go back to them and say, listen, this is your responsibility, why is it not getting done? When things are going well, we can go back to this person and say, you're doing an incredible job, you're owning this process and it's really going well and we're really thankful of what you're doing there. So once again, remember sharing successes and not just failures. And then on the consistent processes, you define your process in the management of a CEM program, it's got to be heavily cross-department. So what do I mean by cross-department collaboration? When a customer does business with your dealership, they're doing business with parts, service, sales, sometimes rental. And so as you think of these processes about how we do resolution, we need to think about how we bring all the departments in the business together to help find that out. As far as customer issue resolution, a couple thoughts that we have, we think maximum first contact should be less than 48 hours. So if a customer has an issue that we help you identify or you identify yourself through an internal process, worst case scenario, get back to them within 48 hours. I would also suggest that when you have an issue with a customer, use their preferred contact method. So for example, if someone's accustomed to corresponding with you in email and that's their preferred mode, use that approach. If they want to pick up the phone, use that approach. And sometimes I have to say that because people maybe don't like confrontation on the phone, an employee doesn't like to deal with confrontation on the phone, so they choose an alternative method. And as you're defining your process for issue resolution, that's just a bullet point that I make and say, hey, think about this. Validate issue resolution effectiveness. So one of the things that you can do when you resolve issues is once in a while have a manager grab those issues, one or two of those issues from a customer and call the customer. And just say something really simple. Hey, my name's so and so, I'm the manager here at these four dealerships or whatever it is. And it seems like you had an issue with our business. How did it get resolved? Are you satisfied? Is there anything else we can do? This will validate that your processes around issue resolution are effective. It also communicates to the customer that they're important and you care about them. And I don't suggest that you do this for everyone that comes through unless you start having some real significant issues with resolution. But once again, this is a really great way for doing customer issue resolution. The other thing, company-wide communication. So you've had an issue with a customer. You've resolved that issue with the customer. Now if you share that information throughout the organization, it starts to create this culture of sharing stories that people can learn much easier through. So as you hear these stories about a problem that a customer had and how the team solved it, you start empowering other people in the organization with a framework of how to resolve problems that they identify without creating a lot of noise and issues around the organization. So once again, if you create this company-wide communication of how issues are being resolved, it can create an empowered culture to be able to drive change. And then identify culture coaching opportunities. You're going to have these issues that come up where there are challenges with a customer. And these are defining moments that, once again, like I talked in the previous bullet, can really drive the culture of your organization in a certain way. And so if we know that if a customer has an issue, that we will do absolutely anything it takes regardless of money, time, effort, whatever it is to resolve a customer's complaint. Next time one of your employees has an issue, they know that no matter what, they can do anything it takes. Maybe a more realistic approach is something along like Ritz-Carlton where they say, hey, each member of the Ritz-Carlton team can spend up to $2,000 resolving an issue that's identified by a customer without any management sign-off. And so these are examples of a culture that gets created that can be coached through these opportunities or issues that are raised in your organization. And so just imagine if you took every single issue that came into your organization and used that as a basis to start to create a shared understanding of how the culture is. Not that I advocate that, but just as an example, it really starts to help people in their organization clearly understand how you interact with the customer. And I believe that we'll be sending this PowerPoint out. I'm just going to give you a suggestion here, the example role-playing instructions. And so one of the things that we did in a group environment, we heard that other dealers did something as well with this, is we created a role-play example. And this role-play example was a way kind of to break your teams into a group of people in your dealership, assign three roles, right? Observer, dealer, and customer. The observer role is to provide feedback about an issue resolution. And so that's going to be done after the dealer and the customer have their interaction. The dealer is going to attempt to resolve a customer's problem to their satisfaction, and the customer is going to attempt to get their problem resolved to their satisfaction. Now, if we look at that, what are we trying to do? We're trying to teach our staff in a role-play environment how to resolve a customer's issues. And one of the really powerful things you'll see if you try something like this in your dealerships is the observer sees things that the dealer and the customer aren't seeing because they're engaged in that moment. And so that observer is a really critical role to help educate the dealer and the customer kind of pseudo-employees in this situation what they're doing. And so just an example here where we say kind of something like, my dealer sells good equipment, services. They do not have great inventory of parts. My biggest issue with them is that they close even before banks close. They have no concept of my hours and act like they don't care. They should sell equipment to lawyers and doctors if they can't be open when I need them. I can't close for holidays and I need a dealer that is available when I need them. And so what we say here is the dealer role in this situation is parts manager, the customer is Walsh Construction just as an example. And so if you role play something like this or whatever example you want, right, it's really, really powerful for the organization. So if and when you do something like this, here is what we suggest you do for steps for communication and resolution. And so the interesting thing in the role play example is when we run this role play, we do two role plays and they're two different typical scenarios. The first scenario, we just say, listen, here's an issue, you guys are all experts. Go out and solve this customer's problems right now and go. And it is a mixed bag of all sorts of different experiences and challenges and approaches that these employees have learned over the years to solve issues. And for the most part, they're all experts. They've been working at the dealership for a number of years. They know how to solve issues. Role play number two, what we say is we want you to uniformly follow these six steps as you resolve our role play number two. And so the first thing we want you to do is once you read it, the dealer needs to initiate contact with empathy. So when they call that customer, they want to pick it up and they want to pick up the phone. They want to say, listen, Mr. Customer, it seems like you've had an issue. We are here to try to help resolve that issue for you. I just want to let you know I'm sorry that you had a challenge with our organization. Once again, just giving some empathetic response to the customer to let them know you care. Number two, confirm understanding. So let me make sure I understand this correctly. You're not comfortable with our hours of operation. Is that it? Is that the understanding? And let's stop there. Let the customer confirm that you understand the extent of the problem. And this is often overlooked. Ask if there's anything else. Number three, so you may deal, right, you may be dealing with a customer that has defined their issue or their challenges around your hours of operation, but in reality it may be a parts availability issue, it may be a product availability issue, there may be quite a few other things that they're upset about, so ask if there's anything else that they're bothered about right now and stop talking and let them say yes or no. Number four, ask for a solution. So one of the things we are all incredible at in my mind is we're all incredible at solving problems. So customer comes to us and says, hey, hours of operation aren't sufficient and it needs to get better, and then we're gonna say, here's what we're gonna do for you, we're gonna give you the mobile 800 number, we're gonna do this, we're gonna do that, that should take care of all your problems. Before you go into solution mode, ask the customer, hey, do you have a way you'd like me to solve this problem? Now the answer you may get may be ridiculous, unattainable, not reasonable, or the answer you may get may be what the competitor down the street is doing or what a great suggestion about how to meet a unique customer need that you haven't even thought through. So of course you have the solution, of course a solution, but it may not be what the customer wants, so ask for that solution number four. If you don't get a solution from the customer, it's real simple. If he says, well, I don't know, you're the dealer, this is your job to understand what I need, say no problem, hey, would this meet your needs? How about this for a solution? And then number five, commit to a measurable action. And so as you're thinking about communicating to the customer, don't just say, listen, hey, Mr. Customer, I'll see what I can do for you on that one. How's that sound? Say to the customer, listen, I will get back to you within 24 hours with a potential way that I can solve this problem. And so that is measurable, 24 hours. How about if I get a part over to your house within the next three hours, or your business in the next four hours? That's a measurable expectation, or measurable action. And then number six, really critical. Confirm that your proposed or measurable action meets the customer's expectations. So it's such a simple question and so many people tend to forget it. If I do this, if I get a part over to your business in four hours, would that meet your expectations? No, as a matter of fact, it wouldn't, I won't be here in four hours. I'm leaving here in two hours. Okay, well let me see what I can do and I'll call you back in 15 minutes, another measurable action. So once again, these six steps are rock solid. If you communicate and role play with your organization around these six steps for working with your customers and working through issues and resolution, I promise you, you will start to create your first steps towards an intended and defined experience. Remember when we talked about the difference between customer sat and customer experience management? You are starting to draft together the concepts around defining an intended experience that every single customer that engages with your business will get. And if we think about those businesses today where we really get a consistent intended experience, think about places like, I don't know, Starbucks or McDonald's for a lack of a better example. When you go into those locations, you know that the experience that you're gonna get is going to be nearly identical to the experience that you get at each one of the other locations. Why? Because those locations have a defined and intended experiences that they're delivering to the customer. All right, so unless we have any questions, which I don't believe we have, I'll keep rolling. Okay, so we've talked about adopt. We've talked about measure. Now I wanna talk, or excuse me, we've talked about manage. Now I wanna talk about measuring. So remember in the beginning when we started to talk about adopt, you know, I said a lot of times when people put these programs in place, they go straight to, hey, we're a 72 CSI, we need to be a 75 CSI, right to the measure. And the reality is if you go right to the measure, you're not going to get adoption, you're not gonna get people managing the process, you're not gonna have these defined and intended experiences worked out, documented so your organization knows what to do, and you go right to this concept of creating accountability and reviewing performance and it doesn't work. So I encourage you, work through adopt, work through manage. Those are much more qualitative, much more working together collaboratively as a team. And then get to measure. Now what do I mean by measure? Measure two key areas, creating accountability and reviewing performance. So what are your accountability systems that you're going to put in place? And when I talk about accountability systems, these are going to be specific to the culture of your organization. So a very classic accountability system is everyone in the organization, all dealer locations and departments needs to be above a 50 net promoter score. And so that is an example of a score or a departmental goal or things like that, right? And so you may do things like, listen, if you can get above a 60 NPS, then you will be rewarded financially at the end of the year with a bonus process. Or if we're above 60 NPS, you get to keep your job, right? So I don't advocate either one of those approaches. Financial incentives for attaining certain score levels are going to be very much driven by the culture of your organization. The concept that if you can't achieve a certain score in your organization, you may not have a job anymore. It's a little harsh, but I've seen it out there. So once again, align your accountability models towards the culture of your organization because that's where you're going to get the most bang for your buck. Also on reviewing performance, when you set those goals out there and everybody's starting to go after those goals, make sure that you tell everyone, hey, these are the reports that we're going to be looking at on a monthly basis or a quarterly basis. And typically for organizations that use our satisfied online reporting solution, we say, hey, you want to use this report and you want to use this report to be able to assess progress and performance. Now, it's as easy internally in your organizations. Like I said, if you want to do something, you can do it by yourself using an Excel document that gets sent out around the organization on a monthly basis that aggregates the scores and gets everybody and tells them what it looks like. And so, but once again, make sure you provide those goals on a regular basis. So we don't want to sit here and say, everyone, here's our goals and here's what we're trying to attain and then not tell anybody until the end of the year and say, hey, here's how you did. If I'm working hard and I'm trying to deliver intended customer experiences, I want to see whether or not we're delivering by the eyes of the customer. And we really believe that if you've got the right culture in your organization, if you've gone through adopt, if you've gone through manage, that you will genuinely create this healthy competition in the business. And so, we have seen situations where managers are pitting other managers or other employees against each other from locations because one store has to outperform the other store. And I'll tell you, if you have a culture of kind of things like that, where stores are negatively in competition with each other, you just be very cautious about how you approach these goals and these accountability systems and stuff like that. But if your organization's firing on all cylinders, you're doing well, these type of approaches will create what I believe to be very healthy competition in general. All right, so we've talked about adopt, manage, measure. Now what I want you to do is I want you to improve something in your business. And so, there's a couple different ways to look at this. I like to think about this around action planning. And so, what do I want you to do? I want you to identify something that can be improved, I want you to drive that change, and I want you to assess the impact or value of that change. And this starts to be almost the ROI on why we do customer experience management programs. So, when I talk about identify, identify those opportunities for change. So, you've gotten all this great customer feedback back and comments and information from employees and what if you're doing employee set, mystery shopping, all of these different data points are coming together and helping you understand what's going on in your business. Review with your entire team, sit down, look at, say, hey, here's everything we're hearing. Our company goals this year are to do these type of things. So, I think this one or this one will be a great opportunity for us to focus on for an improvement strategy for 2015 or 16. And then I would encourage all of you to estimate the ROI impact. So, at the end of the day, the bean counters are gonna wanna know if we're spending money towards improvement processes, do we have any type of lightweight projection on what we think the financial outcome is going to be of that? And so, it may be way off, but just take a rough swag at it so people know why you're working towards something. As far as driving change, plan that improvement. So, sit down, create a timeline, and set over the next quarter, these are the five steps that we're gonna take, this is what we're gonna do, this is what done looks like, so make sure you're planning it out correctly. Once it's implemented, confirm that the resolution actually met the intended desired opportunity for improvement. And so, sometimes we go, we make these changes, and we never go back and say, but did those changes really deliver the outcome that we were interested in? So, make sure that you've got a step in your process to confirm the resolution. And then, I've been harping about it all day, make sure you share those outcomes to drive culture. And so, every time you engage with a customer and you share stories back with your staff, it is a culture-building opportunity. Don't miss it, it's very powerful. As far as assessing impact, when you confirm that those improvements have been achieved, attempt to calculate financial and non-financial ROI. And so, if we've made those changes, and they genuinely have created additional revenue, or a better place to work, or customers buying more of this or that, try to quantify it and share it. And then, once again, make sure that you share that outcome that you identified through assessing the impact to be able to drive the culture in your organization. So, what this will do, in my mind, is as you walk through sharing these improvement strategies that you're doing, say, on a quarterly basis or a biannual basis, other staff who see you doing this and hear about the impact of those outcomes will start seeing similar opportunities in their own locations, in their own departments, and they will propose opportunities to improve independent of the high-level strategies you're doing here. They may not be the greatest ideas, but every idea has an opportunity to help improve your business. And if your employees are engaged because they've adopted the process, then they will start to work towards improvement strategies. And imagine if we have these firing all over the place and they're directed and effective. It's really powerful. All right, so what do we mean by evolve? Well, so, we've talked about adopting a program, managing it, we're measuring it. Now, we're identifying improvement opportunities that are gonna help take our business to the next level. Now, I want you to kind of evolve the business. And what do I want you to do? Two key areas that I want you to think about and focus on, concepts around customer acquisition and customer retention. So, all of these initiatives that we just talked about, building this customer experience management process with intended and defined outcomes, should allow you to acquire more customers and retain existing customers. So, on the customer acquisition side, you are going to identify promoters. So, through the process, and I'll describe a little bit more about promoters, I think on a slide or two ahead, but a promoter is simply on an 11 point scale, zero to 10, anyone that marks you a nine or a 10. These people are saying, I definitely would recommend your dealership as a place to do business. How do we integrate those promoters into our marketing strategy? Can we create testimonials? Can we identify the things that they really like about our business? Also, leverage success stories. So, if you get these great stories about a customer who had an incredible experience in your business, use those stories and customer acquisition strategies because if a customer that you do business with had a great experience, there's a darn good chance that another prospect out there, if heard about that experience, would spark their interest and start to have a conversation with you. Or an existing customer may think, wow, these guys are really great and validate some of the stuff that they've already seen. Align your marketing strategy. So, if you've got a whole bunch of customers out there that are promoters that are telling you, this is what I like about your business, this is why I buy from you, gosh, it makes a lot of sense to figure out if you can align your marketing strategy so as you're looking at acquiring new customers, if you're covering those key areas that your promoters currently say why they do business with you, that's a pretty powerful statement. Set higher goals for your business. So, when you think about customer acquisition, as you start to evolve your business, you're also gonna wanna evolve your score and your targets. So, while I don't wanna focus on those as the sole area of focus, I will tell you that I think that you gotta improve your NPS goals or your CSI goals or whatever metric process you're doing. And then integrating with other data. If you have sales data or if you're using EDA data or some of the competitive information or things like that, you can bring the data in from the customer experience process and you can integrate it with other non-customer experience data and help you with your customer acquisition process. On customer retention, I really think that you should be refining your retention strategies by customer type. And so, a lot of times dealers will have a broad brush approach to how they try to retain customers and the different strategies that they use. I would really encourage you to look at the different segments that you're using. Also, in customer retention, I would look at treating promoters, neutrals, and detractors. Neutrals are simply a seven or eight on the 11-point scale, detractors are six or below. And so, as you retain these promoters and neutrals and detractors, they're gonna require different types of interaction from you. So, once again, if you're talking about that intended experience around CEM, what are your specific strategies to deal with neutrals and detractors? As far as other ones like customer retention, think about producers, commercial property owners, things like that, how are these different categories or segments figuring into your retention approach. Make sure you refine your resolution process. So, you've kind of defined during manage how you wanna have a consistent process for resolving customer issues. And I would just encourage you to continue to refine that process. And refine it, meaning maybe you make it segment-specific, maybe you make it promoter-neutral-detector-specific. And then provide some type of system to monitor that satisfaction. So, once again, we suggest that you use our solution, of course, but anything will work. I just want a consistent, systematic process that isn't too burdensome on the organization. So, that is the framework or the maturity model. Adopt, manage, measure, improve, and evolve. I think all of you can probably take that model back and use it as the basis for starting conversations about where are we in the maturity model? Are we at adopt? Did we skip right to measure? Are we at improve right now, but we haven't done adopt, manage, and measure? Are we trying to evolve our business without any of the previous maturity stages being accomplished? So, once again, you can take the best practice assessment on satisfied.com under resources performance, and it'll actually kind of assess your level of alignment or kind of your level of alignment to those different areas of the model. It's a cool tool. As an example, I talk about wanting to give you some takeaways. A possible next step is a lot of you are probably doing some customer-related surveys and getting some feedback from your customers, but what I found out in the marketplace out there is that a lot of people aren't doing employee SAT to assess the level of satisfaction with the employees, and I'm gonna harp on this because I think if your employees are disengaged, they're not gonna take the information from your customers, they're not gonna drive improvement strategies, they're not gonna evolve your business, and so I really want you to think about that. And so, overall, at a high level, I want you to think about this concept of looking at how the employees feel about your business, how the employees feel about their job, and then how that comes together with how the customer perceives your organization. And so, I look at biz power and employee power as the two key areas where employees are rating their feelings, like on biz power, their alignment to leadership, execution, and alignment, and on employee power, how they feel about their job, their supervisor, and comp, and benefits. And so, this is just kind of a quick overview of the employee SAT process. I'm gonna skip maybe one or two slides here just based on time. Let's see here. As I talked a little bit about the net promoter score, some of you are probably familiar with that score, but it's really simple, right? If a customer gives you a nine or a 10, they're a promoter. If a Cuffster gives you a seven or an eight, they're a neutral. And if a customer gives you less than six, they're a detractor. And so, the really cool thing about this process is that what we do is we take all the customers out there that are promoters, and those are the people that I kind of say are at the barbecue and they're telling their friends, hey, listen, this is a great dealership to do business with. I really enjoy it. And then we have the detractors who are the people at the barbecue that stand up and say, hey, I don't know what you're talking about. The quality or the experience that I have is terrible. I never really get what I need. I'm really dissatisfied. And so, the net promoter concept is simply if I have a 50 out of 100 out there saying that I do a quality job, and 20 out of 100 out there saying I don't, I take those 20 away from the 50 and I'm left with a 30. And so, that's a great example of the net promoter, those net number of people that are talking positively after I subtract the negative people. So, what can you do if you look at an example of some scores or some performance areas around like the customer, right? So, this is typically what we try to look at, and it's a great template or example of something you can look at. Each column in here is an example of a location and their corresponding performance on each one of these questions. And so, a chart like this is a tool that allows you to quickly look and say, wow, column two, availability after hours, customer satisfaction on that is a 5.0. Availability after hours location two, 5.7. Matter of fact, I look across the whole line there and it's relatively negative. I look at in-stock parts availability, look across the whole line, relatively negative. Same thing for responsiveness and securing parts non-stock. Wow, there's a theme here. I'm seeing information that seems like our ability to secure parts and availability to be after hours isn't meeting expectations of the customer, and so I'm gonna dig into that. When I think about employee satisfaction, here's a great example of some questions and some examples of looking at responses here. This is, I look through here and I say, okay, so what are we doing really well at our company? And so the lowest score on this chart is at my company we do things efficiently and well. And the highest score is my company has good values and ethics. So as I start to think about what the customer's saying and what the employees are saying, I'm going, huh, our customers don't think we're doing a very good job keeping parts in stock or making them available. My employees are telling me that we can't, we're not doing things efficiently and well, and that number two, inputting new ideas is not really welcome at my company. I think the customer's telling me similar things to the employees. Let's get the employees together to have some conversations about that. And so I also suggest looking at some other employee-related information. You know, like number two here, my supervisor's concerned about me and my input. And so if the employees are in the organization and they don't feel like the organization cares about their well-being, their satisfaction, all that type of stuff, then they probably aren't engaged and you're probably not gonna get improvement. So, you know, we think about customer perspective, we look at employee perspective. Let's bring those together for a moment. And so this is an awesome chart. I would encourage all of you to think about going ahead back and creating a chart like this. On the y-axis going up and down, we see customer net promoter. On the bottom axis here, or the x-axis, we see employee net promoter. And we plot each location along the box. And so we've seen these, upper right, really great. Bottom left, not really great. Bottom right, top left, areas for improvement. And so if I look at this location up here, 66.7 employee NPS and 83.3 customer NPS. Doing really great. When I see this spot down here, I think to myself, well, you know what, I'm going to draw a line from here all the way up into the upper right quadrant at an angle. I'm gonna put three dots along it and I'm gonna talk to the store manager and I'm gonna say, I want you to create an action plan for me based on the feedback we're getting from customer, employee, mystery shopping, whatever you're doing. I also want you to take the best practice self-assessment to find where your gaps are. And I want you to come back with an action plan for me over the next three quarters, which are the dots along here. And at each dot, we're going to assess our progress on our success. And so this becomes a very, very simple way to get your organization aligned around customer and employee net promoter score in an integrated fashion. Last one here, employee focus. So the really cool thing, if you do employee satisfaction surveys, much like the customer location, this is employee location. Location is each one of the columns. And I can see trends that go clearly across. Like for example, if I look at this one, I feel well-informed about important decisions at my company. It's red all the way across the line. I know in our organization today that we have a problem with informing our staff about important decisions. So you can go through and look at this type of stuff as well. Pay is fair for the work that I do. All of that type of stuff, right? Just a general way to look at this. It's a great tool, love it. Do something like it in your own organizations. So next steps, like I said, takeaways. I'm going to leave you with some ideas here, considerations, and I'm going to be very upfront and say we can help you with this type of stuff, but if you choose not to use us, that is absolutely fine. I have no trouble with that. I'm happy to answer questions. I would encourage you to make sure you have a voice to customer process if you don't have one today. I would encourage you to have a voice of employee process. Do mystery shops, there's plenty of companies out there that do them. Add a dealer website assessment survey. You should have some type of assessment on your website to make sure you're listening to your web customers. That's becoming an ever increasingly important part of your business. Take our free best practice self-assessment. It's a fantastic tool. Like I said, it'll just shoot back to you once you complete it. Hire a coach. And then as you think about, if you hire these professional development resources that are coming in and doing sales training and doing customer support training, I'm trying to think of the key ones that I've met at AED, but there's some great training resources out there that a lot of you may have hired already. Use the information that you're collecting from the assessment process to give those trainers the tools that they need to understand the gaps. It'll really be a great integration into your overall process. And so with that, I'll say thank you and Rebecca, maybe open it back up to you in case anybody has any questions. Thanks, Ryan. I don't see any questions on the docket at this time, but I do wanna encourage you to contact Ryan directly. He's obviously got his contact information right there if there are any questions on anything he discussed today. And I just wanna thank Ryan for a great presentation. Thanks very much. I hope everybody has a great day. And like I said, I'm happy to answer questions and direct you in however I can help. All right, thanks everybody. Have a great day.

customer satisfaction program

customer experience management

employee engagement

customer surveys

setting goals

customer experience maturity model

integrating customer feedback

customer acquisition

customer retention strategies