Download - car service audit
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Table of Contents:
Introduction ----------------------------------------------------------------------------2
Services Provided ----------------------------------------------------------------------3
Literature Review ----------------------------------------------------------------------10
Overview of customer service audit------------------------------------------------14
Service Audit ---------------------------------------------------------------------------17
Conclusion ------------------------------------------------------------------------------19
Reference -------------------------------------------------------------------------------20
EXECUTIVE SUMMARY
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This Report is an attempt to provide a analysis of service audit project
done for Akshay Motors Service station.
During the service audit task i realize that periodic service audit
analysis helps creating customer satisfaction and smooth offering of
the respective services
During the audit I found that majority of customers are not aware of
the all services provided for, and however majorly are the satisfied
with the services they consume, specifically of the car spa, involving
car washing services.
Finally, creating awareness of service audit might be help to
implement successfully service and increase more satisfaction level
among customers and employees.
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Introduction:
Company Profile:
Akshay Motors is a professional car service centre, dedicated to
Automobile Beautification and Preservation. Service station use the
best car care products, machines/equipments manufactured by the
Maruti Suzuki. These products, machines/equipments are approved by
eight of the topmost automobile manufacturers of the world. Our
personnel are trained in the latest techniques from abroad, using
sophisticated machines, ensuring that your treasured possession
always looks as good as new. You can also purchase car care products
from us to maintain your car in showroom conditions.
Services Provided:
Physical Inspection
The benefits
Qualified, Experienced Engineers
Nationwide, our network of engineers
Standardised reports, consistent approach
Communication improved with on line diary system
Easy Data Access, reports, images, market research
Secure web service
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24 hours desk top and 48 hour service level agreement
Management Information, a range of K.P.I.'s
Flexible and diverse to our clients requirements
Proactive process management
Technicians: Akshay motors has a nationwide team of highly trained
engineers qualified in a large range of specialities. Ensuring that we
deliver on time every time. Many are recruited from bodyshop
supervisory positions. They must have gained relevant experience
within their field and all are experienced with various estimating
systems. Our network of engineers ensures the correct method, cost
and feasibility of repairs ensuring quality and safety. All engineers
must hold a recognised diploma qualification.
Non Cash Claim flow:
In case of accident damage vehicle service:
The First step: The company has tie up with Royal Sundaram
insurrance company, and which major dealers opt for, for the maruti
vehicle while purchase from their showroom. During the claims process
jobs often fell into a black hole when entering the engineering process.
The client didnt know where the jobs was, what stage it was at, if
there were any delays, who was responsible for delays or even when
they would receive the report. A system where we could communicate
with the client, keep the client informed at all stages, be diverse in
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assisting engineers, reduce human intervention and engineering costs,
improve productivity and efficiency but always user friendly.
Commitment:
Due to Akshay motors commitment in not only recognizing the clients
needs but acting upon those needs Claim Flow has evolved into a
complex yet user friendly engineering and Claims handling package
able to handle the whole claims process from cradle to grave. Claim
Flow will always remain under constant development maintaining the
ever increasing demands of our clients, keeping up to date with
technology and to ensure the most efficient paths in handling the claim
and engineering process.
The benefits
Instant vehicle check Previous Total loss etc
Vehicle data agency linked - ensures correct data
On line documents no more lost documents
Instant Physical deployment No typing instructions
Instant access - claims handlers, managers etc Cost control Reduced admin & engineering costs
Improved performance
Post Repair:
After accident repairs it is extremely difficult for the average person to
check with the vehicle has been repaired to a satisfactory standard.
Indeed if you have suffered damage to your vehicle it is usual practice
to get you to check over the vehicle prior to being released. An
inexperienced person who has no clue about vehicle repairs could miss
critical faults with the repairs which may only come to light when you
come to sell the vehicle, which may be too late.
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The benefits
Qualified, Experienced Engineers
Checkall parts fitted as estimated
Checkall repairs as per estimate
Estimate validation
Mediation Process
Images supplied
The experienced engineers are able to physically inspect the vehicle
after accident damage repairs to your vehicle. On arrival they will have
usually examined the repair estimate to acquire a good indication of
what repairs have been carried out and what components should have
been replaced. The engineers will then examine the vehicle to ensure
repairs have been carried out to an acceptable standard and all
components invoiced have been fitted. The engineer will also inspect
the remainder of the vehicle for other defects and address any
concerns which you may have with the vehicle.
Car Spa Service:
Exterior Steam Wash N Wax
Experience the hi-tech latest STEAM vapor technology to give your
Cars exterior, a sparkling new look. Heat & pressure combination
creates a powerful cleaning solution that melts away dirt, grime, oil,
tar, bird droppings and various types of dirt. Our fully imported steam
vapour washing machines cleans your car as well as waxes it
simultaneously to give your car a washnshine you always wanted.
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Interior Steam Wash N Wax
Carpets, fabric seats, side panels, roof tops and whole interior are
cleaned with steam, shampoo spray extraction, which is practically the
only way to get rid of dirt and stains. Steam Vapour system is used to
flush out & kill dust mites from air ventilation & ducts. Steam Vapour is
used to flush out small particles from edges & corners while killing
germs & bacteria from food/drink spills. Steam vapour extraction notonly cleans better, removes stains from the seats , carpets, but it also
disinfects and kills bacteria-germs that causes bad odour. Further it
sterilizes interior helps purify the air quality in car cabin, thus helping
you prevent any health risks.
Antirust Treament
Modern vehicle bodys are assembled from a large nos. of formed steel
parts / sections. The sheet metal is less than one millimeter thick & in
some areas even thinner due to the press operation. Individual
sections are spot-welded or bonded to form a single, integral body.
Consequently, there are a large number of gaps, flanges and cavities,
where dirt and moisture can collect and start the process of rusting. In
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the heat affected zone of welding, the steel undergoes changes
increasing the vulnerability to corrosion.
Carz Spa treats you car with special solvent based antirust coating with
life time* warranty.
Carz spa sourced Anti Rust compound is scientifically formulated to
protect hard to reach areas against rust and corrosion. It is a wax
based treatment that protects unpainted surfaces and recessed
cavities where rust can occur undetected
Glass Treament:
More than 3 years old vehicles windscreen develops a flim due to sun
exposure and other environmental damages. The windscreens plastic
elements tend to pale (bluish) over the period of time. This causes
spreading of headlight beams of oncoming other vehicles.
Special imported chemical powder is polished by glass polishing
equipments to give brand new finish to windscreen and remove the
film. The renewed glass gives crystal clear view in nights. Antiglare
effect stays on renewed windscreen for next 3 years
Anti Rain (Water repellent + dust repellent) Nano Glass
Coating
Based on chemical nanotechnology, the synthesized product contains
specially modified functional nano particles that are specially linked
into a silicon matrix in a solvent base. Nano glass coating material,
when applied on glass surface forms a thin layer with excellent roll off
behaviour for water and oil liquids. Simplifying the removal of diet and
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scaly residue.
Advantages
Water repellent (hydrophobic) and dirt repellent
Better Vision in Rains
Water beads up, even if wipers are not on
Low cleaning and maintenance required
Many time, front windscreen gets affected by small stones from the
tyres of other vehicles, Glass cracks or may be small chips come out.
These cracks or bull eye type chips can be easily repaired. No need to
replace the expensive windscreen.
Benefits and Advantages:
Original company seal and fitting of front windscreen can be retained
1. Saving in no claim bonuses of insurance ( 20% to 50%).
Even in case of insurance claims of Rs. 1000 to Rs. 2000 aspolicy holder bears fitting charges, rubber biddings etc.
2. Sometimes refitted windscreen leaks air and water fixing
solution.
3. Save the environment as windscreen cannot be recycled.
No one can identify repaired cracks
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Literature Review:Organizing Successful New Service Development: A LiteratureReview11. IntroductionServices constitute a major part of total economic activity andemployment in most Western economies (OECD 2000; Anxo & Storrie,2001). A large share of innovative efforts in business is related to the
development of new services (OECD, 2000; Howells, 2000). Despite itssignificance, many service firms still struggle with their innovativeefforts. In financial services, for instance, new service development(NSD) is usually organized in a sequential manner (Vermeulen, 2001;Vermeulen & Dankbaar, 2002). This approach results in longdevelopment lead times, communication problems, and increasedcosts. Similarly,Hart and Service (1993) discuss the lack of functional integration in adistributioncompany. Moreover, many service entrepreneurs refrain from explicitlyorganizing new service development. Rather than developing more
formal structures to elicit ideas for new services, develop and selectamong them concurrently, service entrepreneurs regard it as an adhoc process (see, for instance, Reidenbach & Moak, 1986; Gallouj &Weinstein, 1997; Martin & Horne, 1993; Kelly & Storey, 2000; Sundbo,1997). Yet, it seems to be worthwhile to explicitly organize the processof developing new services.Firms being most successful in providing new services prevent theirinnovation
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process from being ad hoc (De Brentani, 2001; Kelly & Storey 2000).Many theorists have recognized this, resulting in a plethora ofliterature on how to organize new service development.Particularly in the past few years a rapid increase in the number ofstudies can be identified. Figure 1 below provides the reader with an
idea of the number of studies on NSD over the last 15 years.1 We would like to thank Joris Meijaard, Anne Bruins and WilfredDolfsma for their contributions to previous versions of this article.
6 Due to the plethora of publications, an integral overview of what hasbeen studied seems to be lacking. The main goal of this paper is toprovide an overview of the current literature on organizing new servicedevelopment. Except for organizational characteristics, currentliterature also discusses product-based and environmentalcharacteristics that can affect NSD (e.g. Johne & Storey, 1998; De Jonget al., 2002). We do not elaborate on these; our focus is on
organizational characteristics only. The current body of researchusually focuses on some particular sectors. Financial services are wellcovered (e.g. Storey & Easingwood, 1996; Johne & Harborne, 1985;Vermeulen), and the same applies to transport (e.g. Nijhof et al.,2002), telecommunications (e.g. Hellstrm & Hellstrm, 2002) andwholesale (e.g. Hart & Service, 1993). Most findings on organizing newservice development are related to so-called production-intensiveservices. These services put considerable effort into the simplificationof their service offerings, but are also keen on the adaptation ofstandardised services to particular user needs (Soete & Miozzo, 1989;Evangelista & Savona, 1998). Examples of production-intensive
services include banks, insurances, telecommunications, transport andwholesale services. They should be distinguished from services whereinnovation is dominated by suppliers (such as personal services,hotels, restaurants and retail stores; these consumer-orientedservices are often considered to be less innovative) or whereinnovation has a continuous, incremental nature due to highknowledge-intensity, such as in scientific, engineering and IT services(Soete & Miozzo, 1989). Thus, the scope of our review is limited toproduction- intensive services.
7 In this paper we will first define innovation and discuss what
innovation in services implies. Subsequently, we will explain our searchmethods. Next, we will classify current literature on organizing NSDinto two evolutionary stages: managing key activities in the NSDprocess, and creating a climate for continuous innovation. For bothstages we have made an inventory of relevant organizationalcharacteristics. We will discuss their effects on the initiation andimplementation of new (production-intensive) services. Our paper ends
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with implications for managers, limitations and suggestions for futureresearch.2. What is innovation in services?Nature of services. The differences between services and physicalproducts have been well covered in the existing literature. Generally
speaking, services tend to be intangible, heterogeneous,simultaneously produced and consumed, and perishable (e.g. Levitt,1981; Zeithaml, 1981; De Brentani, 1991; Ennew et al., 1992; Johne &Storey, 1998; Avlonitis et al., 2001). As a consequence, innovation inservices mostly involves small and incremental changes in processesand procedures, and innovations in services are easier to imitate(Atuahene-Gima, 1996). It does not require much R&D nor do servicefirms invest much in fixed assets to support innovations or spend muchmoney on buying patents and licenses (Brouwer, 1997). Dimensions ofinnovation in services. All definitions of innovation include thedevelopment and implementation of something new. Apart from that,
King and Anderson (2002)conclude that an innovation is aimed at producing some kind of benefit(profits, personal growth, etc.). It is restricted to intentional attemptsto derive benefits from change. An idea is a necessary condition for aninnovation, but cannot be called an innovation in itself. Finally,innovation involves an application component, so just developingsomething new cannot be regarded as an innovation unless it is used.Authors like Cook et al. (1999), Den Hertog (2000), Avlonitis et al.(2001), Gadrey et al.(1995) and Chase et al. (1998) have stressed that innovation inservices can be related to
changes in various dimensions. Some examples include innovation inthe service concept, the client interface, the delivery system andtechnological options. Innovation in the service concept includeschanges in the characteristics of the service itself. This dimension ismost widely recognized.Innovation in services can be related to a new client interface as well.Service offerings are increasingly marketed and produced in a client-specific way (even with client-specific pricing). Often, thecharacteristics and desires of existing and potential clients tempt aservice firm to make adjustments in the client interface. Thisdimension of innovation can even entail clients acting as co-producers
of the service offering (e.g., Van der Aa & Elfring, 2002). One exampleof an innovation in the client interface is electronic data interchange(EDI).Innovation in the delivery system refers to the internal organizationalarrangements that have to be managed to allow service workers toperform their job properly, and to develop and offer innovative services(e.g., Cook et al., 1999; Gadrey et al., 1995; Den Hertog, 2000;Avlonitis et al., 2001). It could be interpreted as the internal work
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processes and arrangements. This type of change is often the directresult by the preceding ones (the linkage between the service providerand its client, and/or the service concept). Also, the capabilities,skills and attitudes of existing co-workers can make any necessaryadjustments in the service delivery. One example of innovation that
led to changes in the delivery system is the introduction of e-commerce, which required serious business process re-engineeringefforts. E-commerce may have a substantial impact not only on theway in which the actual 9 commercial transactions occur, but also onthe processes preceding and following the transaction.Although it was argued that service innovations are often non-technological, this is still the center of much analysis and debate (e.g.Kandampully, 2002). It is clear that service innovation is possiblewithout technological innovation (Cooper & De Brentani, 1991).Nonetheless, in practice, there is a wide range of relationshipsbetween technology and innovation in services. Examples of
innovations with a strong technological component include trackingand tracing systems, enabling transport service providers to monitorthe progress of their fleet and thus to manage their transport servicesmore closely. Following Den Hertog (2000), we stress that in real life itis difficult to provide pure examples of the above-mentioneddimensions. Most new services will involve a combination of changes invarious dimensions at once. Results of innovation in services. The bodyof literature that focuses on the effects of having introduced newservices is still low. Current research usually focuses on manufacturing(e.g., Loof et al., 2001; Arvantitis & Hollenstein, 2002). This is partlydue to the fact that services are poorly covered by innovation statistics
(OECD, 2000). Besides,the intangible and simultaneous nature makes the impact of serviceinnovations harder to trace than in manufacturing. Service innovationstypically transform the state of customers (Tether & Metcalfe, 2001).Financial performance in services is believed to benefit from innovation(Kelly & Storey 2000; De Brentani, 1989). Klomp and van Leeuwen(1999) provide some empirical evidence.Based on quantitative data gathered in Dutch firms, they conclude thatinnovation in general, and in service industries in particular, leads tobetter company performance in terms of revenue growth. In the caseof more mature and established services, sales growth 10 does not
simply come from being able to offer low prices but also from a varietyof nonprice factors, such as design and quality (Baden-Fuller & Pitt,1996). Apart from financial benefits, the literature reveals some otherbenefits for service firms, like creating customer value (e.g. Narver &Slater, 1990) and increasing strategic success (Kay, 1993).
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Overview of Customer Service Audit:
The Customer Service Audit would generally focus on discovering
answers to the
following key questions.
1. Who are your customers? Values, beliefs. What will they pay for?
2. Who in your company are your customer service reps/contacts?
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3. Understand the current situation, expectations of customers, current
sales cycle / delivery cycle.
4. What are the customer service standards for your company today?
5. What would you like the customer service standards to be? What
can they be? What are the barriers to get there? What are the steps?
Who needs to get
involved?
6. What do your customers think today about customer service in your
company?
7. Customer satisfaction survey following the new process. Is it
working? How
can we improve? Customer Service is a continuous improvement
program/process/project?
Follow up:
Based on the observations in the audit, suggested follow-up activities
might
include: training for staff; changes to the physical surroundings (such
as
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providing more parking spots); increased communication with staff of
the
importance of being a customer-focused organization; and/or focused
training
around your customer service goals.
Evaluation Tools for Customer Service:
Storefront Audit: How does your customer see your company when
they walk
through the door? We observe, evaluate and report on your customers
experience when they visit your store. When your customer shops on-
line for your products, how does your customer see your company from
the internet?
Our STOREFRONT REPORT documents the observation of the front-of-
shop activities, including all points of contact with the customer from
finding a parking spot and walking through the front door, to
transacting the business and leaving the building. Throughobservation, we identify and document the experiences of your
customers and provide a report highlighting the good activities and
recommending solutions for improvement where appropriate.
Our 3e-report evaluates and reports on your website, e-mail
communication and e-commerce facilities (if applicable).
Customer Service Code: A more in-depth evaluation process would
start with
developing a Customer Service Code of Practice and then evaluating
the
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performance of each employee against this Code (which is different
from a job
description). This process of Performance Testing is specific to the job
and
specific to the individuals performance.
Customer Satisfaction Surveys: Customer satisfaction surveys are also
a useful
tool for gathering information and testing whether your customer
service is on
target with customers expectations. Through discussion, we determine
the size
of the survey required, timing and goals of the survey for your
company.
Approach
Kick-off Meeting: The objective of the Customer Service Audit is to
provide
valuable information to the Manager. Therefore, at the beginning of theproject
the consultant will meet with the Manager to review the companys
goals with
respect to customer service and the style of service they would like to
provide.
Data Gathering: Data gathering and performance measurement can be
done
through surveys, testing or observation. In the STOREFRONT REPORT,
the observation time is about half a day, possibly divided into separate
events to capture busy periods or different shifts. A schedule will be
developed to incorporate observation times and locations as discussed
and determined by the Manager
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Reporting: A document will be submitted to the Manager at the end of
the
project including: the results of the data gathering; trends identified;
good
practices highlighted; and solutions recommended for areas of
improvement.
Service Audit:
The audit carried is for study purpose and is observational type. About10 interviews are carried for a formal short question answers that
included as below
Who are the customers?
The customers coming are professionals within age group of 26 50
years, Major customer base are retained over a period of time. For car
spa service, the young jobbers are more attracted and they visit the
station periodically.
Who in the company are customer service representative?
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Companys customer service representative initially represent the
company to the customer when they first visit the company. After
when the service consumed, Akshay motors has an ERP system
through which it allocates each customer to specific technician and
provides a reference number of that respective technician to the
customer for the future consultation. This reference is msg to customer
by a formal sms and or email.
Understand current situation, expectations of customer and delivery
time
When compared a service of accident repair for Akshay motors with a
well known Maruti Station of Ahmedabad, the later informed to take
exactly the double time as compared to Akshay motors, and this is
benefited by non-cash claim facility of Royal Sundaram insurance.
What are customer service standards for the company?
Customer service standards includes
In time delivery cycle
A separate one to one, technician customer relationship
Satisfying the want of customer at an minimum cost without
comprising the service quality
What do the customers think about the service today provided?
When interviewed 10 customers, almost everyone were satisfied with
overall service atmosphere of the company, however about 7
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customers are unknown of the car spa service and its costs. Out of rest
3 only 1 customer is regular consumer of car spa service.
Price of the service: all the customer interviewed didnt have any
questions regarding the price of the service offered, indicating that the
company is offering at a moderate and acceptable priced service.
Quality of the service: The car repair service provided had an
approximately 20% revert back ratio, i.e. about 20% customers had a
minor complains about the repair made.
One to one relationship with technician : Customer are extremely
satisfied with this strategy of the company, because this helps the
professional consumers let their earlier complains automatically known
to the technicians and helps in quick response to the consumers.
Conclusion:
The overall audit process revealed that the customer satisfaction ratio
is about 75 80 % with Akshay motors services. And it has a massive
client base of existing customer retention. That is a good indication of
satisfactory services.
However the newly developed car spa service is to be introduced to
the customers with any of the preferable marketing channel, through
which the share of customer can be increased.
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References:
www.google.com www.yahoo.com www.amonavi.com/resources/8-cusomer_service_audit.pdf Service marketing, by Christopher LoveLock, John W I Rez.
http://www.google.com/http://www.google.com/http://www.yahoo.com/http://www.yahoo.com/http://www.amonavi.com/resources/8-cusomer_service_audit.pdfhttp://www.amonavi.com/resources/8-cusomer_service_audit.pdfhttp://www.google.com/http://www.yahoo.com/http://www.amonavi.com/resources/8-cusomer_service_audit.pdf