fleet news customer service special

52 I What support do you want from suppliers?

56 I Selecting the right suppliers for your fleet

61 I Nine steps to a successful tender

64 I Managing successful supplier relationships 68 I Striking a balance with suppliers – sharing the fleet burden

72 I Reasons for choosing – and leaving a brand

77 I Satisfying the needs of your drivers

84 I What to do if the relationship goes wrong

I N S I D EFleet &customer serviceTo operate efficiently, fleets need the support of their supplier partners. Over the next 36 pages, Fleet News shows how you can get the best level of customer service which results in meaningful supplier partnerships

he traditional mantra of customer service is that ‘the customer is always right’, but is this really the key to happy clients?

Experts argue that a more fitting motto for the B2B sector would be ‘the customer is always

understood’.Rather than blindly following customer requests, fleets are

looking for suppliers that can think for themselves and engage in proactive two-way communication with a common goal in mind.

This doesn’t mean suppliers have a licence to do as they please, or adopt a ‘we know best’ attitude to fleet customers.

Instead, suppliers and fleets agree that empathy is one of the most important factors in a successful customer service relationship.

A supplier must reassure customers that it understands their needs, that its employees are engaged and genuinely keen to help and that the basis for working together is long-term mutual gain, not short-term profit.

In return, a supplier should have the right to expect fair compensation for its commitment. Nailing every last penny out of a supply contract, to the detriment of everything else, is not a strategy for a positive working relationship.

As one industry supplier comments: “When departments, such as procurement, get involved and drive every penny out of a deal just so they can get their bonus or meet their targets, there is no concern about what will happen two or three years down the line. They are just worried about the headline news that they saved money.

“This short-sighted approach undermines relation-ships and service levels, as suppliers will have to look at ways they can improve revenues during the life of a contract. This, in turn, might damage customer satisfaction. In the end, the customer and supplier might achieve their aims, but neither party is likely to enjoy a positive business relationship.”

RISING UP THE AGENDAAccording to the Institute of Customer Service (ICS), the issue will rise up the business agenda during 2015 as growth becomes harder to come by, following initial post-recession earnings improvement for much of the industry.

A spokesman says: “Sustainable success will be achieved by those organisations that recognise the impact of service

‘The customer must be unde

TSuppliers will need to prove to fleets they understand their needs and are prepared to work hard to keep their business, says John Maslen

52 March 19 2015 fleetnews.co.uk

on their business performance, but also make customer service integral to their whole business model.”

It argues that there are a number of characteristics of such organisations. They differentiate themselves through service and they innovate ahead of customer expectations, even ahead of what the competition is doing. The entire organisa-tion, its strategy and its ways of working are driven by a customer-focused ethos which everyone understands as being critical to brand value and business success.

There is also a warning for companies that don’t make customer service a core part of their business model:

The gaps between what they offer and what customers expect will grow and become increasingly obvious, as will the gaps in customer satisfaction and business performance between leading and lower-performing organisations.

“Once we realised we had issues, we moved as quickly as we could to get the phones answered and to fix bugs in the system” Callum Gibson, managing director of AllStar owner FleetCor UK

FLEE TS AND CUSTOMER SERVICE: COMMUNICATION

derstood’

120comments about Allstar’s

customer service on the Fleet News website in 2013

More on customer service at: fl eetnews.co.uk/fl eet-management

CUSTOMER SERVICE IN THE UK: KEY TRENDS FOR 2015

fleetnews.co.uk March 19 2015 53

The result will be poor service and lost customers, while they will struggle to acquire new business, resulting in a negative impact on their financial performance.

Moreover, this is less likely to be an internal issue. With increasing use of social media to share opinions, the woes of a company and its customers are more likely to become public and be shared within the industry.

Poor service will carry a greater reputational risk than ever before.

EXCEED CLIENTS’ EXPECTATIONSA recent example is the very public airing of dissatisfaction with changes at fuel card provider AllStar.

In January 2013, Allstar fuel card customers revealed they were becoming increasingly frustrated with accessing online information and contacting call centre staff as the firm introduced new systems following a change of ownership, including a new administration charge.

Customers took to internet message boards, including fleetnews.co.uk, to express their concern.

A subsequent news story reported on the Fleet News website became the most commented on in its 17-year history – more than 120 views were expressed.

Callum Gibson, managing director of AllStar owner FleetCor UK, said at the time that the company “didn’t meet the high standards we set ourselves”.

However, he added: “My view is that once we realised we had issues, we moved as quickly as we could to get the phones answered and to make sure we fixed any bugs in the system.

“By the end of February, we got everything back to where it should be regarding the call centre and software.”

Since resolving the issues, the firm has signed a string of new contracts as a result of business investment, proving it still has customer confidence, including the UK’s biggest leasing company, Lex Autolease.

For Gordon Stephen, managing director of FN50 leasing firm Ogilvie Fleet, the solution is simple: “Exceed clients’ expectations every time across the entire business.”

Source: Institute of Customer Service

He says: “To compete, to grow, to make a profit that allows us to reward investors and then also invest in our own future, we have to be different – be better. The way we do that is through great staff and a complete and total commitment to providing the best customer service and solutions.”

The second most important aspect of customer service is the way problems are handled when they occur, he argues.

“True customer service means taking ownership of the situation; it is all about empowering staff to take ownership of a situation and going back to the customer with one or more solutions,” he adds.

“All members of staff should be able to make decisions including spending money to resolve an issue when neces-sary, and worrying about whose fault it is later.”

According to the Institute of Customer Service, the pace of change is likely to accelerate in 2015, as customers expect suppliers to consistently deliver high service levels in return for their business.

A spokesman says: “The ability to move fast and introduce service innovation is critical to customer satisfaction and business performance. Organisations need to ensure they have the agility to implement changes rapidly.

“For many this will mean addressing existing corporate culture, structures and processes, and enabling more decision-making power, closer to the frontline.”

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LACK OF CUSTOMER FOCUS WILL HIT BRANDS AND PERFORMANCEBusiness performance is linked with customer service. In 2015, as customer

expectations continue to rise, organisations that deliver poor service will lose existing customers, struggle to acquire new customers and experience a negative impact on their financial performance.

CUSTOMERS’ EXPECTATIONS OF CONVENIENCE AND SPEED WILL RISECustomers today feel ‘time poor’ and their tolerance of delay and slow

service is decreasing fast, driving down average ratings in customer service benchmarking scores. Key priority areas are ‘ease of doing business’ and ‘speed of response to issues and resolution’.

CUSTOMERS WILL EXPECT CO-CREATIONOrganisations that don’t listen to and consult with their clients – and take

appropriate action – will increasingly look out of touch, and run the risk of losing customers.

SERVICE AGILITY WILL BE CRITICAL TO SUCCESSSupplies need to listen to customers to co-create new services and use the

insight gained to identify the right innovations for customers, before implementing changes rapidly.

PERSONALISATION: PEOPLE WILL MAKE THE DIFFERENCEAccording to ICS research, the conduct of staff is a critical factor driving

customer satisfaction and buying decisions. Organisations need to ensure the skills and behaviour of colleagues are appropriate for the demands of doing business in 2015 and beyond. ‘Human factors’, such as emotional intelligence and the ability to empathise, are increasingly vital to the quality of service delivered.

SERVICE WILL ELEVATE UP THE BUSINESS AGENDA2015 will bring further evidence of the impact of the service agenda on

business strategy, culture and structures. Sustainable success will be achieved by organisations that recognise the impact of service on their business performance, and also make customer service integral to their whole business model.

Find out how we can keep you and your employees smiling, call 0844 848 9311 or email [email protected]

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A one-stop shop for all fleet requirementsManaging, meeting and exceeding customer expectations are important to Zenith

We minimise customer effort and create seamless, hassle-free processes. Removing unnecessary obstacles and bureaucracy enables the customer to achieve their objectives quickly and easily. This has also been shown to really help drive customer loyalty.

Managing, meeting and exceeding customer expectations and resolving issues effectively are all important to us. Customers have expectations about how their needs will be met, set by the best brands they have encountered. However, even with the best processes and procedures, things can go wrong. We have a process that not only puts the customer back in the position they should have been in as quickly as possible, but also makes the customer feel really good about the experience.We provide a friendly and personal

experience. Personalisation involves demonstrating that we understand our customers’ specific needs and circumstances, then adapting the experience accordingly. Use of name, individualised attention, knowledge of preferences and past interactions all add up to an experience that feels personal. All of which makes the customer feel important and builds an emotional connection.

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Advertisement feature

eep tenders simple, with the process objective clearly in the spotlight and adopt a collaborative approach by utilising skills and expertise from across the business.

These are among the key principles of tendering; yet too often organisations have little idea of what the ultimate aim of the tender is, make the process too complex, and fail to ask key questions – particularly in rela-tion to operational delivery – thus wasting significant time and money and, perhaps, ultimately appointing the ‘wrong’ supplier.

Nigel Trotman, head of strategic consulting at leading contract hire and leasing provider Alphabet, says: “A good tender document will focus on what’s important to you, your operation and your organisation. Whatever process you follow and whatever documents you issue, it must be appro-priate to the business.”

Unnecessary questions generate unnecessary informa-tion that has to be sifted through to find the answers needed. It is in both sides’ best interest to focus on quality rather than quantity.

Companies must decide their aim and what is to be achieved by going out to tender. A critical step in evaluating the need to go out to bid is to define opportunities for improvement.

The key is to determine if these issues can be rectified with the current supplier, or if there is a quantifiable benefit to switching.

Stewart Whyte, managing director of consultancy Fleet Audits, says: “The best forms of tender are output based – you define the problem, what you want to achieve and let the bidders offer their overall solutions.”

COLLABORATE WITH STAKEHOLDERSTo avoid messy scenarios – information and data obtained but not required and vital information and data missing – experts recommend a collaborative approach to tender compilation and a pre-qualification stage.

This means bringing together all stakeholders where applicable: from finance to health and safety, legal to envi-ronmental.

It is also vital that potential suppliers tendering for your business have knowledge of the organisation and under-stand the vehicle set-up. That is why a pre-qualification stage embracing a ‘request for information’ from potential suppliers is essential.

Trotman says: “Ultimately, the tender shortlist should consist of six to eight contenders that you’re comfortable can do the job they say they can do. Then it becomes a discussion about pricing and culture.”

Price versus service is a conundrum as old as the hills, but it remains one that organisations frequently fail to get right when going out to tender.

Selecting a supplier is crucial tmaking savings for your fleet

K


For more on tendering, visit: fl eetnews.co.uk/

tendering

Make the tender process work for you, says John Charles

Too often, the emphasis in the final decision-making is given to price when a greater focus should be on issues such as value added service delivery, account management and product innovation.

A tender response scorecard should have price between 25-50% of the total. Anyone placing it at more than 50% – unless for a very simple commodity – is making price too important and risks ignoring other important elements key to the supplier relationships.

Never is this truer than when it comes to tendering for vehicles.

A Fleet Audits’ assessment of tender responses will typically include about 60 separate lines dedicated toward analysis, all weighted and scored in agreement with the client.

“In general price should seldom be more than 50% of the total weightings in the scoring,” says Whyte.

“Whatever process you follow, and whatever documents you issue, it must be appropriate to the business”Nigel Trotman, head of strategic, Alphabet

FLEE TS AND CUSTOMER SERVICE: TENDERING

l to t

50% maximum weighting that should be given to price

10% estimated savings over

three-to-four years, using multiple suppliers

KEY ISSUES

TOP TIPS


■ Project organisation ■ Contract background ■ Relevant legislation■ Trade union consultation ■ Commercial competition ■ The evaluation process ■ Evaluation findings ■ Financial issues ■ Contract

management ■ Audit trail

■ Do your research and make sure you have an idea of the market prices■ Take a wholelife costing approach■ Consider the whole service package■ Take recommendations, reviews and customer testimonials into account

Source: Chartered Institute of Purchasing and Supply

“For services like contract hire or accident management the quality of delivered service is very important and needs to be factored in.

Do not underestimate the ongoing need to monitor contract performance against measurable standards. The account management aspects of the contract are a critical part of the whole deal.”

It is always worth investigating how a supplier may be able to deliver value for money, especially when compared to its nearest competitors.

For instance, says, Steve Whitmarsh, managing director of RunYourFleet.com, an organisation for smaller businesses which uses its collective buying power to secure best terms while also taking account of service: “Technology may be employed to reduce overheads thus passing savings on to customers.”

Fleet Operations’ founder and managing director Ross Jackson calculates that savings of up to 10% over a three- or four-year vehicle operating cycle are typical through the delivery of managed multi-supplier fleet solutions.

CREATING A PARTNERSHIPA tender process is about selecting suppliers that will help a company achieve its aim.

It must be a partnership and one that is adaptable to meeting specific challenges.

If the relationship is not right then the whole tender process will have proven to be a waste of time and money.

That’s why it is vital for pre-qualification meetings to occur and a dialogue to be in place with potential suppliers that enable them to ‘get under the skin’ of the organisation and truly understand its goals and not simply deliver an off-the-shelf response.

Alongside cost, companies should be looking at value for money, service levels, innovative ideas and expertise when deciding if a supplier is suitable.

Trotman believes it is vital for fleets to visit the shortlisted companies.

He says: “Meet them and talk to the people that your organisation will be interacting with to make sure you are comfortable they are the calibre of person that will fit in with your culture.

“You can also get a feel for the company itself, and how its culture will fit with your own.”

At the end of final presentations by the handful of short-listed suppliers, those leading the tender process should know each suppliers’ capabilities, pricing and their ability to be a ‘good fit’ culturally.

Using a ‘full balanced score card approach’, appropriately weighted and measuring key criteria, including capability, risk, financial stability and corporate social responsibility issues as well as price, the organisation with the highest score should win the contract.■ Nine steps to a successful tender – page 61

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and value. Your partner should be happy to fit their solution around your company’s particular needs, which surprisingly few suppliers will even attempt.

Grs has 20 years’ remarketing expertise and gives its clients a hassle-free experience, whether you’ve got a few dozen vehicles or tens of thousands. Grs’s service is easy for you to access and is of the highest professional standard. It sells discreetly and quickly, and doesn’t insist on exclusive deals – so if you just need a short-term channel for your excess stock, grs may be the best move you ever make.

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Remember, you don’t need an exclusive deal with grs, just a few cars to give us a try. Call Phil Deegan, remarketing director, on 0844 22 55 477

GRS responds to your company’s needs20 years’ experience of remarketing and a focus on hassle-free service

As a pioneer of direct vehicle remarketing you’d expect grs to have all the right contacts. And it certainly does. Its database has been built-up over 20 years, constantly being cleansed, qualified and developed to give you access to an unrivalled marketplace. But it’s not only who buys that’s important – it’s what they buy. Grs talks to retailers on a daily basis, making sure they know each customer’s buying habits. When you’re looking to maximise your returns, grs is the perfect place to start.

Grs insists that the sale is not the end of the transaction, which is why it puts so much emphasis on its experienced customer services team.

Their role is to deal with any queries arising after delivery so, as a vendor, you know that issues are dealt with professionally and promptly, minimising any potential impact on your brand.

Grs ensures it understands your strategic needs and transforms them into the best tactics for the job. Whether you need to drive long-term residuals or maximise this month’s sales volume, grs’s flexible approach keeps you in the driving seat. Once you’ve discussed their recommendations and agreed the way forward, they’ll get on with hitting your targets.

Grs don’t just sit back and take customer orders, they go out and make the sale happen. Field and office sales staff know their customers, employing sophisticated relationship-management techniques. Close customer relationships allow grs to report the emerging trends and market feedback that can have just as much impact on your sales as statistical data. Their expertise means they sell your cars for the maximum return. It’s pro-activity in action and will directly impact your bottom line.

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steps to... a successful tender

KNOW WHAT YOU WANT

PUT VALUE BEFORE PRICE

WATCH LATEST TECHNOLOGY

QUESTIONCOLLEAGUES

DON’T FALL FOR FREEBIES

FIND SOMEONE YOU TRAUST

DRAW UP A PRIORITY LIST

RESEARCH THE MARKET

LOOK BEYOND THE FIGURES


Drawing up proper guidance and efficiently managing the selection can pay dividends, says Louise Cole 9

Do you need to go through a tender process? If the service you require is very specific or you only have a few vehicles, you could contact suppliers directly. However, the thought process before you start must be the same either way; knowing what you want is crucial.

Start by examining your current provision.

Speak to key stake-holders – such as other directors and staff – to identify what is important. Taking a collaborative approach means you can utilise the skills and expertise from across your business.

Prioritise. Everything on your wish list will come with a cost, and not just financially. If time is critical, broaden the definition of vehicle you will accept. If product is critical, then longer lead times may be needed. Think what you are willing to pay for each element.

If price is the most important element for you, say so upfront; but usually it’s best value rather than price alone that matters. Companies should also be looking at service levels, value for money, innovative ideas and expertise when deciding if a supplier is suitable.

Look at the whole package and not just the free extras.

Free extra services will save some money, but your company will save a lot more if you focus on ensuring the structure is right in the first place.

Make sure you are aware of all the key companies in the marketplace. Ask for testimonials from those you decide to select for the tender process – and ensure you follow them up. Check their financial security – you need suppliers that have a strong balance sheet.

Future proof. If you need a supplier that can offer continual improvement or contract enhancement as technologies change, say so.

You need a supplier that understands the latest market developments, including the emergence of new technology.

Meet face to face – even before the suppliers have put in their tenders.

This is the first step in a relationship – make sure you shake hands with someone you like, can trust and can work with. Ask whether their business culture fits with your own ideologies.

Identify those elements which are not vehicle related such as corporate social responsibility, company ethos, a supplier’s financial stability and reporting capabilities. Explain clearly what kind of company you are looking to deal with.

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FLEE TS AND CUSTOMER SERVICE: TENDERING

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TMC is Europe’s leading fuel card and mileage expense management specialist. We are a service company

and the customer service team, based at TMC’s head office is, literally and metaphorically, the heart of the business.

Day-to-day, the team members “are” TMC to more than 200 corporate customers and over 140,600 drivers’ accounts. Both those figures grow month by month. The team has grown with the company since 2002 and we are enormously proud of TMC’s success.

To TMC, outstanding service means that customers – both corporates and drivers – immediately feel that they are important to us, that we listen to them and that we do our job in an open, friendly and efficient manner. We want them to feel they are dealing with someone who really cares about their issue and who is empowered to help and advise – not someone who is simply reading from a script.

Our role with drivers is to provide help and support with using the Mileage Audit system and explain the importance of compliance. It’s important that drivers use the TMC system properly, because our corporate customers count on us to foster the reporting behaviours and disciplines that hugely drive down their fleets’ fuel and mileage bills.

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TMC empowers its customer service teamCollaboration, personality and owning customers’ issues are key to success

Some companies talk a good game about looking after their customers but they still outsource responsibility for talking to their drivers to a third party. Great customer service comes from the heart of your business. That is where the customer service team needs to be.

We went to the top experts when we defined TMC’s customer service values and standards – our own team. Who better to distil TMC’s service vision into a perfect framework for solving our customers’ issues? They can tell they are talking to someone empowered and trusted to own each interaction.

Two customers who take the same product may have completely different cultures and goals. Taking time to share knowledge and insights into what makes each customer tick means that, if their usual contact isn’t available, any colleague can pick up the conversation seamlessly whenever customers call.

When customers call us, they need a fast, accurate answer from a capable, confident person. Scripts and system prompts are no substitute. That’s why our staff train with us for six weeks before they go near a phone. And why TMC’s customer service ethos promotes knowledge, empathy and teamwork.

Great service begins at home

It’s all about empowerment and trust

Caring means sharing

Knowledge is the key

“Thank you very much once again for your support. What would I do without you?” South East Coast Ambulance Service


TMC’s customer service team does not use scripts

nowledge is power when managing suppliers. And the more you can educate them, the better they can perform.

Clarity is critical at the outset when it comes to making sure both sides of the supplier relation-

ship know what can be expected, fleets argue.Phil Redman, IBM UK fleet manager and ACFO board

member, believes this use of clear, unambiguous standards should be based on helping both sides succeed, rather than being focused on creating legal barriers in the event of failure.

“A clear contract complete with SLAs, KPIs, rectification methodology and rectification escalation is important,” he says. “The contract should primarily be built for success, not a long list of ‘what ifs’ for failure. You also need a jointly developed procedures manual setting out who does what and how it is measured.”

Importantly, Redman informs suppliers that no change in working practice can take place without approval. This is supported by regular meetings that are fully minuted, with assigned actions.

He adds: “Work as a partnership, with common aims to receive an excellent competitive service, and to look for opportunities for ongoing improvement and development. There are no winners in an adversarial relationship and stagnation often results, so it is best avoided.”

An important factor in this positive relationship is the use of KPIs that make a difference – fleets shouldn’t just measure everything for the sake of it. If a report from a supplier arrives and is put to one side, it’s simply a waste of time and resources. Instead, managers need to concentrate on what makes a difference and educate the supplier.

HONESTY IS KEYOne fleet operator comments: “We ensure the supplier is aware that if they begin to impact on our business then they are at risk of losing custom, thus impacting their own busi-ness and reputation.

“You have to be honest with suppliers – and demand honesty in return. If they cannot supply in time, or at the right price, they will understand why you may need to use an alternative provider and will work with us to address issues to improve their competitiveness and service level.”

Other fleet operators agree that taking customer service from good to great involves going beyond SLAs and KPIs. What takes customer service to the next level is good people,

Managing a successful relationship

K


Clarity of communication needs to be at the forefront if you want a solid long-term relationship with suppliers, finds John Maslen

strong relationships and great communication.Val South, fleet manager at Xerox, argues that communi-

cation and clarity are important factors in ensuring a supplier has the tools to deliver at its best, particularly when it comes to ownership of problems.

She says: “Communication is key, along with clear goals and regular meetings. For example, the customer service team at Zenith are always available on the phone. They are always knowledgeable and they take ownership of any issue to resolution.”

This partnership approach also involves recognising that problems are an opportunity to improve, rather than some-thing that turns a business partnership sour. Furthermore, praising the people behind the scenes who do a good job is one of the biggest motivators for any supplier.

Malcolm Ward, fleet and facilities manager for Chesterfield Borough Council, says: “Be a giver as well as a taker. Have trust and open discussions, and make sure they know when they’ve done a good job, as well as when they haven’t.”

This positive approach can work wonders, particularly as it will encourage back-office staff to go above and beyond in the knowledge that their work will be appreciated.

Each year, at the FN50 Customer Service Awards, the passion to serve created by these strong relationships is revealed. Examples include team members working evenings and weekends or taking personal responsibility for getting vehicles to drivers to get them back on the road.

In one case, members of a maintenance control team left the office to deliver minibuses to a breakdown to ensure children weren’t left stranded at the roadside.

Following a fridge vehicle breakdown one weekend, a leasing team member had the fridge vehicle plugged in at their house until all the food could be transported safely to a replacement van.

In another case, a leasing company team member stepped in to take over the fleet manager’s role while they were on sick leave. They are all examples of suppliers going that little bit further.

For Sean Gallivan, head of indirect procurement at JTI, it is all about mutual understanding: “Ensure you clearly understand the supplier’s position in your supply chain and yours in theirs. Understanding your suppliers is a key first

“A clear, contract

complete with SLAs, KPIs, rectification

methodology and escalation is important”

Phil Redman, fleet manager at IBM UK

FLEE TS AND CUSTOMER SERVICE: SUPPLIERS

More on customer service at: fleetnews.co.uk/ fleet-management


step before you venture into meetings, SLAs and KPIs. “If you don’t understand your supplier and their relationship

to you and the business needs and goals, the rest is too late.”Chris Haynes, fleet manager of Ricoh, agrees, saying: “I

essentially ensure that they want to look after me as a customer. I ensure that any SLA and KPIs are in my compa-ny’s favour, but I do feel that it is a ‘partnership’ – they need my business and I need their support.”

In other words, flexibility is also part of the relationship.“You cannot just expect a supplier to be the one to adapt,”

says Glenn Ewen, fleet manager at Clear Channel.“Set parameters, but be flexible. If you are prepared to

bend a little, they’ll often go that bit further to help you.”

PUTTING CUSTOMERS FIRSTWho supplies the suppliers? It is an important question to answer if a fleet is to guarantee the customer service it expects at all levels of the business.

Suppliers agree that listening and engaging with customers is the first step on the path to profit, but their own providers also need to offer quality support.

At Thrifty, there is a four-point plan that summarises the critical role customer service plays. It is based on simple but effective commitments, covering ‘listen to customers’, ‘put the customer first’, ‘provide solutions through a consultative approach’ and ‘go the extra mile’. In turn, it closely monitors its own supplier arrangements, particularly where it could have an impact on the service it provides to fleets.

National Windscreens recently agreed a new supply deal to support Thrifty, following a competitive tender.

Alison Chadwick, director of fleet operations at Thrifty Car and Van Rental, says: “Thrifty has a reputation for delivering

excellent customer service. We work closely with all of our service providers to ensure our customers get the best value for money, without compromising on quality.”

A key benchmark is ‘time to serve the customer’. For the work National Windscreens does on Thrifty’s vehicles this is 28.5 hours, with 80% of all jobs completed either on the same day they were booked, or the following day.

Chris Thornton, managing director, at Auto Windscreens, says: “Appointing a service provider shouldn’t be about price alone.

“Many of our customers are as concerned with the level of service and ensuring that they receive the best possible one available.”

Ian Hughes, commercial director at Zenith Vehicle Contracts, adds: “Good customer service means putting your customers first at all times.

“It involves managing, meeting and exceeding customer expectations and building strong personal relationships.

“As well as being delivered by the people, great service also involves the innovative use of software which is aimed at addressing core business needs and issues.”

Just as the fleet-to-supplier relationship is key, so is the quality of supplier-to-supplier partnerships.

“We want our suppliers to be successful; we want long-lasting relationships with our suppliers; we want them to understand that, from time to time, there will be losses but, equally, also gains,” says Ross Jackson, chief executive of fleet vehicle management consultancy Fleet Operations.

“We want our suppliers to be like we strive to be – best in class, delivering an outstanding experience to us and all of our clients.

“Anything we can do that supports and promotes this, we should do and, indeed, we try to do.”

Jackson believes historic poor or mediocre service is often cited when they change suppliers at any level. If they are saying ‘it’s ok’ about service levels, when they should be delighted, that is a warning sign.

He adds: “So for us, great service and positive customer experiences are core differentiators. There is no place for mediocre service levels in our business.”

80% of all National

Windscreens’ jobs for Thrifty are completed either the same day or

the following day

National Windscreens’ total commitment to maintaining

the largest fitting centre network in the UK is based on

the belief that truly excellent customer service can only be

delivered through local presence and local stock holding

throughout the UK.

Our record speaks for itself:

ÇWe are contracted to 95 of the UK’s top 100 HGV fleets

ÇWe are primary supplier to over 30 car fleets in FN50

ÇWe are primary supplier to three of the top five daily

rental fleets

ÇWe provide 30+ years’ experience in the fleet sector

Whilst the overall market trend is to cut operating costs by

having fewer branches, National Windscreens recognises

the vital role multiple physical locations play in providing a

quality customer experience.

Find out more at www.nationalwindscreens.co.uk

Market leading customer satisfaction

(NPS) score of 88

0800 622 [email protected] House, Galena Close, Tamworth, Staffordshire B77 4AS

108 fitting centresholding in excess of £3million of glass stocks

800 mobile technicians

On average the UK motorist is never more than 11 miles / 20 minutes away from a National Windscreens technician

Customer focus brings national success

National Windscreens 2015 Transport monthly 3.indd 1 3/3/2015 9:52:03 AM

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National Windscreens, the UK’s largest independently-owned windscreen repair and replacement

specialist, has more than 30 years’ experience of working with fleet customers.

Its dedicated fleet support service provides the best service possible for fleet operators by helping to minimise whole life costs and maximise profitability.

The market trend is to cut costs with fewer branches, but National Windscreens believes truly excellent customer service can only be delivered with a local presence and stock holding. 108 fitting centres holding in excess of £3 million of glass stocks, supported by more than 800 mobile technicians, means a UK fleet motorist is never more than 11 miles or 20 minutes away from a National Windscreens technician - a key factor in achieving a market-leading customer satisfaction (NPS) score of 88.1. The result of this customer-focused strategy has been market-leading ‘time to serve’ statistics – a significant factor in fleet account wins, as well as retention of existing clients.● Primary supplier to over 30 FN50 fleets, including three of the top-five daily rental fleets● Contracts with 95 of the UK’s top 100 HGV fleets

nationalwindscreens.co.uk 0800 622 122

Local service at the heart of business strategyNational Windscreens has 800 mobile service technicians across the UK

● Latest Customer Satisfaction Net Promotor Score (NPS) 88.1● UK call centre open 24 hours a day, 7 days a week, 365 days a year● 90% of calls are answered within 10 seconds● Dedicated fleet telephone lines● Fleet vehicle check service offered● Active social media customer satisfaction monitoring ● Local and national account management

● Comprehensive management information (MI)● EDI ensures seamless invoicing● Service level agreements are rigorously applied and managed at all levels● 100% rectified complaints● Detailed management of service delivery at local and national levels, against key performance indicators and service level agreements

“We work closely with all of our service providers to ensure our customers get the best value for money, without compromising on quality. Over the past few years, National Windscreens has provided a level of service we are confident in for all of our vehicle glazing requirements.”Alison Chadwick, director of fleet operations at Thrifty Car and Van Rental

● Same day or next day job completion targets● Average ‘time to serve’ currently 1.6 days● 108 fitting centres across the UK● £3m glass stocks● 800 mobile glazing technicians – all trained at or working towards NVQ Level 2● Specialist glazing division for bus and coach, plant and agriculture● European coverage through Automotive Glass Europe partnership

Customer facing organisation

Supply chain management Customer Testimonial

Service capability

“National Windscreens’ customer-focused business strategy has resulted in industry leading time to serve and customer satisfaction scores” Graham Furneaux-Porter, fleet sales manager (national)


Technicians are never more than 11 miles or 20 minutes away

hat most fleets want from their suppliers is nothing: no problems, no hassles, no driver complaints, no unexpected changes or mistakes and, ideally, no surprises on invoices. These are among the most valued

aspects of a good supplier relationship.Even for the best supplier, that’s an impossible task, but as

an aspiration for good customer service, it needs to be considered. But the picture is more complicated.

Fleets appoint suppliers to eliminate the demands of key tasks from having to be carried out internally so, if that outsourced process or product fails, it isn’t achieving its aim.

From vehicle supply to servicing, tyre replacement, fuel management or licence checking, the challenge is the same: a fleet and its parent company should be better off because it uses that supplier.

It should also feel that the supplier is an integral part of the business, taking away some of the burdens that come with operating a busy fleet.

For David Perry, general manager at Scobie Foodservice, who also has responsibility for fleet, a good relationship with a supplier is critical.

He says: “I need reassurance that someone is always there to help.”

As an example, he cites an occasion when he turned to a supplier for help after a vehicle broke down on a motorway at 6pm. After being let down by his existing supplier, he turned to another leasing company in the hope it could help.

Perry says: “The new supplier was able to deal with the issue, and arranged recovery of the vehicle and delivery of a replacement van to the driver’s home by 8am the following day. A fantastic service.”

A few days later, a second Scobie Foodservice vehicle broke down in Yorkshire and Perry turned to his alternative provider immediately to arrange a recovery truck to collect a replacement vehicle on the way to the broken down van. It meant the driver was able to continue his work with virtu-ally no interruption.

As a result, Perry awarded his leasing and fleet manage-ment supply contract to the new company in response to the level of support it offered.

It is a view echoed by Ian Leonard, group fleet services

W


FLEE TS AnD cuSTomEr SErvIcE: rEL ATIonSHIPS

“The more our suppliers know about our business the more efficient we all become. The effect is better results and effectiveness for all”Ian Leonard, group fleet services manager,Speedy Hire

manager at Speedy Hire, who prioritises the close relation-ships he has with his three principal suppliers – a manufac-turer, leasing company and dealer – and believes that it would be impossible to run a fleet of his size (1,800 vehicles) without their full cooperation, support and understanding.

“It’s a four-way relationship,” says Leonard, who has managed the company fleet since 1998.

“The more our suppliers know about our business and the more they become embedded in it, the more efficient we all become. The net effect is that the results are better in terms of cost and effectiveness for all parties.”

As a result, he favours sole supply and believes the commitment shown by providing quality service should be rewarded by loyalty from the fleet operator.

“We tell our salespeople to embed themselves into our clients’ businesses and it’s the same for our supply chain,” Leonard says. “It’s not about price – anyone can buy the cheapest contract hire. It’s about their understanding of our business and what we are about. The relationship has to add value.”

value is a key term in a strong supplier relationship and this is recognised by many fleets who want to move beyond simply achieving the lowest headline price and actually consider areas such as return on investment and lifetime costs of a service.

When fleet managers identified what they wanted from their leasing company, in analysis by Sewells, a number of themes appeared that apply in most industry sectors.

There are seven key points, ranging from IT to customer service, but they are in the main driven by previous experi-ence of the problems caused when these services area are not up to scratch. These are:n Provide customer-focused service that is moulded to an individual organisation.n Adopt a ‘can-do’ attitude towards customer requests.n Provide good value prices with no back-end loading of costs.n offer high-quality management information.n maintain service levels with existing customers during periods of growth or change.n If a customer has only a few vehicles with a supplier, but is a large fleet, treat them like a large fleet rather than a small business.n Develop a good IT interface that includes new technology.

These key areas were identified during face-to-face inter-views with large fleets, carried out by Sewells, and formed part of a large scale analysis of future industry trends.

Fleets point out that their loyalty is driven by, firstly, the consistent delivery of great service and, secondly, commit-ment to resolving issues quickly when they arise.

When more than 100 fleet operators gave their views to Sewells on leasing company performance, the highest scores were achieved by suppliers that met these two KPIs.

Detailed analysis of fleet comments shows that references to service dominate their views when it comes to explaining why they are so happy with their leasing company.

other key words from the analysis emphasise the impor-

Best suppliers will share fleet burdensFleets call for ‘reassurance and fantastic service’ from their supplier partners, John Maslen reports


tance of long-term consistency at the highest level, with ‘excellence‘, ‘always’, ‘reliable’ and ‘great’ appearing as key adjectives by fleets to describe their ideal relationships.

The difficulty for suppliers is that some customers expect this approach from the industry, but they aren’t prepared to pay for it.

Indeed, leasing companies may need to benchmark them-selves against rivals, even if other companies may offer inferior service, just to start the conversation about becoming a supplier.

While fleet managers may be persuaded, the difficulty often lies in explaining this additional expense throughout the management chain, where a manager with less knowl-edge of fleet may only see a cost line and ignore the hidden savings in management time and disruption that good service can bring.

one survey respondent points out: “I am delighted with the great level of service and overall support that I receive, because it makes so much difference to the business. I know the leasing company could be more competitive on cost, but the very high level of quality of service makes that extra cost tolerable.”

reaching the stage where customers think in this way can take many years. Additionally, when there is a service failure, and it isn’t rectified properly, customers who are used to very high service levels could be quick to review competitors, even if it is just to reassure them that they are still with the right supplier.

When companies are asked to identify how their suppliers could improve, if they don’t already rate them extremely highly, the focus returns to improving service levels.

one fleet operator says: “I want them to be more pro-active, rather than reactive, when they are dealing with my business. They should take more interest in helping develop our fleet.”

Another fleet manager calls for leasing companies to be less reliant on call centres, adding: “It would be really helpful if they were proactive with my fleet and rang me to show me they were in control of everything, rather than waiting for me to ring them.”

Good communication is a key factor in many comments from fleets, including one who says: “I would like to see an improved frequency of progress reports when it comes to vehicle orders and delivery times. I also want them to be more proactive in dealing with manufacturers on this issue.”

Without evidence of improved service levels, fleets tend to fall back on the clearest benchmark that could improve how they feel about their supplier: cost.

many companies responding to the Sewells research refer to “value for money” or “cost-effectiveness”, but the under-lying message still seems to relate to the headline leasing rates.

one fleet adds: “I feel my leasing company knows our price guidelines and works to those rather than offering us the best deal.

“If they offered greater value for money, I would have rated them more highly.”


“Fleets a

ppoint

supplie

rs to

elimina

te the

demand

s of ke

y

tasks

from ha

ving t

o be

carried

out in

ternal

ly“

n Customer comments were gathered as part of

Fleet Operator Attitude Survey from Sewells,

which assessed the attitudes of more than

2,000 fleet operators to vehicle providers and

leasing companies. Email: sewells@bauer-

media.co.uk, or call 01733 468254

FP_FLEETNEW_FullPageA4.id1678051.pgs >>AdRocket<<

H appy drivers are the product of a well-managed fleet and that is invariably the result of ensuring

chosen suppliers are in tune with the demands of the business.

Appointing the ‘wrong’ suppliers will invariably lead to unhappy drivers, which can undermine business performance.

Testimony as to Ogilvie Fleet’s success in working with fleets to ensure happy drivers is demonstrated by a string of fleet industry customer service awards.

All contract hire companies promise to deliver excellent customer service, but it isn’t until organisations become clients that they truly experience whether or not the leasing provider is true to their word.

Customer service is an intangible quality that takes into account reliability, responsiveness and the promise to deliver on time every time. Failure in any of those areas will result in unhappy drivers and inefficiencies for fleets.

Ogilvie Fleet’s customer service record is second to none. That’s not a corporate boast, but a fact based on being the winner of numerous industry awards. Ogilvie Fleet’s primary business objective is to deliver sensational customer service, an aim underpinning the company’s success as the fastest growing independent contract hire and leasing company in the UK in the past 12 years.

0330 333 5678 ogilvie-fleet.co.uk [email protected]

Top customer service delivers happy driversOgilvie Fleet says choosing the right suppliers is key to fleet driver satisfaction

● Ogilvie Group, an independent privately-owned company that celebrated its 60th anniversary in 2014.● An organisation with a turnover of more than £200 million, with six divisions, including Ogilvie Fleet.● Debuted in 2014 in The Sunday Times Grant Thornton Top Track 250 chart of Britain’s leading private mid-market growth companies by sales.

● Ogilvie Fleet has almost 12,000 company cars and vans on its books.● HSBC backs Ogilvie Fleet with 2015 £100 million vehicle funding facility to underpin five-year expansion plan.● Almost 400% growth – all organic – 2002-2014 (source: FN50) the best of any privately-owned leasing company.● Staff recruitment in 2015 to target small, medium and large public and private sector fleet business.

● Experteye Fleeteye CSI (customer satisfaction index) winners 2010-15.● Fleet Service company of the year, Business Eye Northern Ireland Fleet Industry Awards 2014.● FN50 Customer Service Award 2012 and 2013.● Best Customer Service 2012 Fleet News Awards and finalist 2015.● Leasing and Contract Hire Company Business Car Fleet Technology Award 2013 and 2014.

● MiFleet Showroom is the most innovative online award-winning reporting tool in the industry, available free of charge to all customers.● The Ogilvie Fleet App ensures fleet managers and drivers have access to excellent customer service, 24/7, in the easiest possible way.● Driver Quotes Portal empowers drivers to select new vehicles in line with company car policies cutting fleet administration.

A 60-year pedigree Expansion plans

Award-winning solutions Online solutions

“Delphi awarded single supplier status to Ogilvie Fleet in 2014 and is looking to transfer the entire process, from order to disposal, to them in 2015”Mike Butterworth, EMEA HR manager, Delphi


Ogilvie Fleet: a multi-award-winning company

e want suppliers that can deliver more than just metal – and we will switch brands to get the customer service levels we want.

That is the warning to manufacturers from fleet operators, who have identified

where suppliers are succeeding and failing when it comes to customer service.

Customer service is so important to fleet operators that they have named it as their most likely reason to consider a new manufacturer brand, putting it ahead of traditional issues such as vehicle reliability, build quality and residual values.

It is likely that in the harsh light of a direct negotiation with a manufacturer that these priorities would change, but the importance that is placed on customer service at the outset shows the impact poor service can have on a fleet.

Delivery delays and vehicles being off-road for repairs are inevitable, no matter the brand, but it is how these issues are treated that matters most – issues such as the speed of

Poor customer service most likely reason for brand swap

WSewells surveys show that fleet managers are quite prepared to switch manufacturer if service levels are not up to standard, finds John Maslen


To read the Sewells report, email:

[email protected] or call 01733 468254

answering calls, the knowledge of staff within the manufac-turer and the competence of their dealer networks when it comes to sorting out problems.

Fleets are most concerned about the issues that affect the quick resolution of questions or problems.

This includes areas such as the competence of call centres and how useful the manufacturer’s website is, particularly when it comes to tax calculators and fleet-specific pricing.

Fleets give a similar story when turning their attention to dealers. They tend to want more frequent contact and greater levels of expertise, so dealers can advise them on key issues.

However, there is little sign of an improving trend across the industry in response to the importance fleets place on customer service.

For example, when it comes to satisfaction with the efforts that manufacturers put into understanding fleets’ specific business needs, there has been no movement to improve satisfaction in the past year, according to Sewells.

Flee T anD CuSTomer ServICe: manuFaCTurerS

Deliver what you promise, be flexible and understand our business needs. These are the three golden rules set down by fleet operators for suppliers who want to keep their business.

Suppliers which meet these criteria have been commended for their support by fleet operators in recent research. Among companies to receive unprompted praise are top-10 leasing firm

Leasedrive, for its support with launching a new salary sacrifice scheme with a large fleet; Audi, for its support of out-of-warranty vehicle issues; and Vauxhall, for its professional focus on helping with fleet operations.

In both the car and van sectors, Mercedes-Benz wins praise for

the efforts of a field sales team member to support fleets.

One fleet says: “Good people, competitive pricing and a can-do approach.”

Volkswagen Group is praised for bringing its varied brands together to meet fleet needs when negotiating contracts, while BMW

35

30

25

20

15

10

5

0

the three golden rules for suppliers if they want to keep a fleet’s business

n Market n Premium n Volume n New Generation

Availability of fleet staff Competence of field force Call centre competence Frequency of contact Product knowledge

% of respondents very satisfied with manufacturer fleet support staff40

35

30

25

20

15

10

5

0Aftersales support

% of respondents very sat

Sour

ce: S

ewel

ls

would you recoMMend your leasing coMpany?


Its Fleet operator attitude Survey reveals there is no year-on-year improvement when it comes to manufacturers’ ability to give expert advice on fleet issues or other key indi-cators of customer service satisfaction, such as ‘making me feel like a valued client’.

It must be noted that the overall score does not account for individual improvements, and there are some brands showing year-on-year growth in the proportion of most satisfied drivers.

For example, fleets have assessed brands for how valued they make them feel. among the manufacturers showing the most substantial year-on-year improvements are Citroën, Honda, land rover, lexus, mazda, nissan and volkswagen – not all of which are traditional fleet players.

For the future, fleets are showing their loyalty has to be earned, and their initial interest in alternative providers is driven by customer service levels.

new generation, or so-called ‘challenger’, brands are more likely to be considered. This is because of the perceived level of customer service provided, the Sewells research shows.

Challenger brands include manufacturers such as Kia, Hyundai, Seat and Škoda and they are consistently the highest scoring for overall satisfaction when it comes to customer service.

For example, with regard to the perceived standards of fleet support staff, new generation brands lead the way in four out of five areas.

even in the dealer network, fleet operators are most likely to give new generation brands the highest satisfaction score, beating both volume and premium brands.

The results show that fleet managers are teaching manu-facturers an important lesson – that their business cannot be taken for granted and customer service needs to remain high to retain their loyalty for the long-term.

A satisfaction gap between the best and worst performing leasing companies is being driven by the failure of some suppliers to understand their customers’ needs.

Hundreds of fleet managers have been asked how likely they would be to recommend their leasing company. The proportion of those most likely to be recommended was taken from those least likely, creating a Net Promoter Score.

When it comes to fleets who would definitely recommend their supplier – advocates – the best performers are generating double the number of happy customers compared with those at the bottom.

In the best performing leasing company, Hitachi Capital Vehicle Solutions, 25% of customers provided the highest 10 out of 10 rating.

For the worst performing large leasing company, the proportion was much lower (10%), hinting at a much more transient customer base, with lower loyalty levels.

Across the large fleet sample, 20% of fleets are classed as detractors (those scoring six or less), representing a total of 229 customers within the research sample.

In the worst performing leasing company, 28% of customers who responded to the survey were detractors, whereas the best performing leasing company had 13%.

In the UK, overall Net Promoter Score leaders include Apple, with an NPS of 67 and First Direct, with a score of 61. Leasing companies overall have a score of 20, although this is boosted by the strong performance of two companies in particular, Arval with an NPS of 41 and Hitachi at 43.

If the two strongest scoring companies are removed, the average leasing company rating drops to 13, with individual NPS ratings ranging from -4 to 27.

Hundreds of fleet operators give their views on their leasing suppliers each year, which Sewells claims is the country’s biggest independent fleet customer survey.

The Sewells Fleet Operator Attitude Survey has engaged with more than 2,000 fleet managers in companies operating a range of fleets, from small businesses through to the country’s biggest brands, to discover what fleets think of manufacturers and their leasing suppliers.

Among the responses, more than 1,000 fleets rate their leasing supplier, providing views on leasing company service in 20 areas and their overall likelihood to recommend their supplier.

and Motiva win praise for their flexibility in handling a vehicle that arrived with the wrong interior and was taken back as a goodwill gesture.

Vehicle reliability, particularly when linked to poor customer service when fixing issues, generates the most

dissatisfaction, directed at both manufacturers and their dealer networks. One fleet operator complains: “A car was delivered with faulty steering. It took over a week to fix. The problem ought to have been found during the pre-delivery inspection, especially as it was a prestige model.”

One respondent warns: “Our premium manufacturer supplier is still missing the point when it comes to customer service and the dealer network is reflective of that. Our account manager is not replying to emails or phone calls.”

Encouragingly, many problems seem to be resolved with good

management processes, but the experience of one respondent reveals just how costly long-term service failures can be.

The fleet manager of a 200-vehicle fleet says: “My experience with my leasing company was so bad that it put me off leasing for good.”

top reasons for choosing a brand

42% Good customer service

41% Good vehicle reliability

33% Good build quality of cars

27% High residual values

26% Good choice on new models

25% Good value for money

23% High driver desirability for brand

22% High profile within the fleet market

17% Good flexibility on service offering

16% Wide vehicle range and choice

n Market n Premium n Volume n New Generation

Availability of sales staffort Professionalism Frequency of contact Product knowledge

ery satisfied with franchised dealer fleet support staff

Live chat facilities are available on individual

Retailer websites and any questions are sent to the

Retailer for their BMW and MINI Geniuses or Sales

Executives to respond to. This gives the customer

the opportunity to interact directly with their local

Retailer, delivering a more personalised experience.

It all starts with our Corporate Sales team and our Corporate Sales Support

Centre. While many other vehicle manufacturers rely on call centre staff,

BMW Group has a dedicated in-house team to deliver a bespoke service.

Our Corporate Sales team regularly communicate with customers and have

a wealth of specialist knowledge, which allows them to give fleet customers

advice about individual needs as well as assisting with queries and booking

demonstrator vehicles.

CHATTING ONLINE.

TEAM PLAYERS.

MORE THAN WORDS.

CUSTOMER SERVICE THAT GOES ABOVE AND BEYOND.

BMW Group Fleet & Business Sales

That’s why we have established one of the most rigorous and

sophisticated programmes in the industry for talking to fleets,

understanding their operational needs and determining how

we can help. It is a platform for speaking to drivers when they

need a fast solution to a problem, as well as keeping in touch

to ensure all stakeholders know what’s new, what’s important

and what is going to aid their business to be smarter, more

effective and more efficient.

At BMW Group, exceptional customer service is about clear

and regular communication, backed up with robust systems

and innovative solutions, to help you run a more effective fleet.

Every action from BMW Group stems from that first contact;

from the advice we give, the cars we build and the service we

give you and your drivers.

Advertisement Feature

Matt Bristow General Manager,

Corporate Sales

It doesn’t matter what industry you are in,

it is important to remain accessible and

in constant contact with your customers,

who should be serviced promptly with

appropriate quality. That’s at the core of everything we do and why

some of the actions we have taken are unique in the fleet market.

The Five Star Retailer rating with attendant comments section and

the BMW Group Genius programme are two bold steps towards

YOU HAVE SPOKEN – WE HAVE LISTENED. fully transparent and trustworthy customer service. For a

customer to be able to openly rate, in words and numbers, the

customer service they receive from a Retailer is revolutionary

in an industry that usually likes to keep such things close to

their chest.

Then there’s the Genius staff, who are there to help, advise

and consult, without the pressure of sales negotiation.

Ultimately, to them it doesn’t matter whether that customer

will get their car from a leasing company or any other channel.

Genius staff are simply there to help your drivers find out what

they need to know. This is without doubt a first for the motor

industry, and a real step forward for customer service.

For more information on how BMW Group can help your business, please visit www.bmwcorporate.co.uk

A constant dialogue is essential to upholding outstanding

customer service. We have instigated an innovative Five Star

rating system, the first of its kind in the industry, throughout

the BMW Group Retailer network. Following contact with a

Retailer, each customer is asked for feedback, including a

score, and the results are published openly on the Retailer

websites.

Our customers are also encouraged to comment on their

experiences via the Retailer website, where their views are

published without editing, so long as there are no offensive

words or language. In the past year we have received 100,000

comments and that number is rising, with a hugely satisfying

positive response.

Only by allowing this public, rigorous and transparent process

can we, and of course our customers, be certain that BMW

Group is providing the very best service.

TIME FOR LAUNCH.

The BMW and MINI Corporate Launchpad is a portal that

supplies Fleet and Business Sales customers with product

information, factual content and videos. It includes everything

from pricing information to video content, in addition to

constant updates on fleet industry news, vehicle range

brochures, factsheets and important fleet driver information.

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appy drivers make for stress-free fleet managers, but how do you keep them satisfied when they are so frequently the cause of their own problems?

Mis-fuelling, tyre damage, accidents, dented metal and missed services are all part of their daily lives – and that’s before you even look inside the car.

Yet in the world of good customer service, the driver is the ultimate end-user. The billions of pounds of products and services that support the fleet industry are ultimately designed to keep each employee mobile.

For fleet managers, the challenge is finding suppliers who are as committed as they are to supporting drivers by providing great service, while also managing out poor performance and waste.

As Debbie Floyde, fleet manager at Bauer Media says: “Service levels are key. Our drivers are our customers and we want to provide them with a good level of service. We expect the same level of service from our suppliers.”

Drivers, like their fleet managers, want hassle-free vehi-cles, advice and information, problem-free servicing and maintenance and support, when needed, via a helpline.

In a recent survey, nearly two-thirds of fleet managers ranked hassle-free vehicles as the most important factor in delivering driver satisfaction; the second most important factor was seamless support on demand.

H


Flee TS AnD cuSTOMer ServIce: DrIverS

And, considering hassle-free vehicles are their chief concern, it is perhaps unsurprising that problem-free service and maintenance is ranked third.

Gordon Stephen, managing director at Ogilvie Fleet says: “Happy drivers are the product of a well-managed fleet, and that is invariably the result of ensuring chosen suppliers are in tune with the demands of the business.

“Organisations that appoint the ‘wrong’ suppliers will invariably have to manage unhappy drivers, which can undermine business performance.

“customer service is an intangible quality that takes into account reliability, responsiveness and the promise to deliver on time, every time. Failure in any of these areas will result in unhappy drivers and inefficiencies for fleets.”

Fleet operators agree that it’s often the commitment to making sure a driver’s day isn’t ruined that makes all the difference, and this may involve putting to one side who might have caused the problem in the first place until later.

Good experiences include suppliers driving demonstra-tors many miles to personally deliver them to potential customers, or goodwill gestures to help with sudden changes in car orders. By contrast, the worst experiences include losing orders, slow response times, delayed deliveries and poor aftersales service.

In one case, a leasing company re-negotiated the monthly contract hire rate for a prestige

Delivering to drivers who have great expectationsHassle-free approach essential for those who drive fleets, John Maslen reports

Happy drivers make

for stress-free fleet managers

“Organisations that appoint the ‘wrong’

suppliers will invariably have

to manage unhappy drivers”

Gordon Stephen, managing director,

Ogilvie Fleet

Hands-on approach to

INDUSTRY LEADING TRAINING

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Brice BahlajAuto Windscreens technician

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Auto Windscreens is a leading UK automotive glass repair and replacement company. We operate

a nationwide mobile repair fleet, backed up by a network of 34 fitting centres and a dedicated 24-hour contact centre in Chesterfield, Derbyshire.

A seamless customer journeyWe have one overall goal – Total Customer Satisfaction. We don’t just want to meet expectations; we want to exceed them. This mantra is at the heart of all our operations. As a result, 97% of customers say they would recommend us.

A passion to be the bestBehind this desire to deliver 100% satisfaction is Auto Windscreens’ drive to be the best in our industry, a title firmly held by us when it comes to service.

Perfect partnershipsThe same customer-oriented thinking applies to corporate partners – Auto Windscreens is an extension of our partners’ brands. We endeavour to be a ‘sign up and relax’ service, providing peace of mind, going above and beyond to deliver the best possible glass repair and replacement solution.

autowindscreens.co.uk 0800 999 5000

This is why we are No. 1 for customer serviceAuto Windscreens has one overall goal and that is Total Customer Satisfaction

Every customer is important, so any sign of dissatisfaction needs to be acted upon quickly and efficiently. We constantly review satisfaction levels, and the overall customer journey, to ensure that we continue to provide a superb service every time.

Incorrect information can delay the repair, or replacement process, and cause inconvenience, worry and dissatisfaction for the driver. Our call advisers use advanced HPI Screen Check technology to identify the right windscreen for the right vehicle – the technology has boosted first-time glass replacement fitting rates to an industry-leading 97%.

Customers are encouraged to share their experiences through many channels, with the popularity of independent online review sites growing rapidly. We are pleased to be ranked number 1 across all ‘Car Service and Repairs’ providers on Review Centre, and carry an industry leading 4.8 out of 5 stars on Reviews.co.uk.

We find people with a damaged windscreen want to speak to someone as quickly as possible. Highly-trained contact centre advisers at Auto Windscreens aim to answer 80% of calls within 20 seconds. Since 2014 we have answered 86% of calls within this timescale.

Identify and act on sources of dissatisfaction

The devil is in the detail

Encourage feedbackAct quickly

“Auto Windscreens’ customer satisfaction strategy is about constant communication with our customers, making sure they’re looked after at every touch point.” Jim Hannah, Operations Director, Ogilvie Fleet


Auto Windscreens aims to answer 80% of calls

within 20 seconds

FLEE TS AND CUSTOMER SERVICE: DRIVERS

company car so that an employee could have her favourite choice of company vehicle within her allowance threshold.

“We now have one very happy and motivated employee,” the fleet manager says.

In interviews carried out by Sewells with fleets and drivers, there are several references to suppliers taking ownership of problems to get them resolved directly with drivers, rather than passing the buck.

This is particularly the case when it comes to resolving delays in vehicle deliveries or vehicle services in the field.

One fleet operator underlines the type of service he expects: “One of our lease providers has provided us with demo vehicles, at no cost, to cover delays with build times.”

Another fleet operator adds: “A driver had a problem with the car he ordered where the lead time kept being put back further and further until it reached seven months down the line. The leasing company offered the driver a full tank of fuel upon delivery and £100 in gift vouchers, which the driver was over the moon with.”

Fleets point out that the answer to great customer service isn’t rocket science, it is just putting the customer first and ensuring they are happy.

One fleet executive sums the issue up when he says: “I rang up, they listened to the problem, explained what they were going to do and did exactly what they had promised. They also kept me up-to-date, which is just what I wanted.”

Sadly, not all communication with customers is as successful, and fleets have identified some of the most chal-lenging issues they have faced. Negative issues often relate to poor communication with drivers.

Jeremy Rochfort, national sales manager at Autoglass says: “Clients expect us to be able to provide a repair or

10 TIPS FOR KEEPING DRIVERS HAPPY1. Get to know drivers: Talk to them regularly about what they want and need.2. Drive satisfaction with innovation: Constantly update the services you offer through developments – with the driver in mind.3. Respond immediately to problems: Quick response times are important to keep drivers happy.4. Stay in touch: Don’t let drivers go too long without hearing from you. They don’t want to be bombarded, but knowing you are there to support them is important.5. Follow up: Don’t assume a problem has been resolved. Check-in with drivers to make sure they are happy, particularly if a supplier was tasked with handling an issue.6. Make their jobs easier by reducing complexity: Drivers don’t want to carry six phone numbers and complex instructions for every eventuality. Think about their needs when choosing suppliers.7. Find out what drivers want and provide it, within reason: Listen to driver requests and see if they could improve your service to them.8. Over-deliver where possible: Choose suppliers who create delighted drivers and motivated employees.9. Praise, don’t preach: Drivers respond to positive praise. Highlight best practice and promote the actions of good drivers as an alternative to dictating terms.10. Emphasise your value: It is worth reminding drivers now and again just what great service they get from their fleet team.

In a recent survey, nearly two-thirds of fleet managers ranked hassle-free

vehicles as the most important factor in delivering driver satisfaction

More on customer service at: fl eetnews.co.uk/fl eet-management

“If one of our drivers needs help with anything, they simply phone the supplier directly so I don’t need to spend time acting as a go-between”Wendy Smith, fleet administrator, Manheim

replacement at a time and place that is convenient for them. So we are reshaping our business around a fully mobile operating model. Also, we know that customers increasingly expect to be able to contact us via multiple channels.”

Drivers don’t want to spend hours waiting to be called back, or constantly chasing a response from a fleet manager or supplier, particularly if they have to keep repeating the same information to a different contact each time.

Paul Jackson, managing director of The Miles Consultancy, says: “A driver wants somebody very capable at the end of the phone. Somebody who knows the product, not someone who has never come across that query before.

“Drivers don’t want to be told to go online and look up a frequently asked question. They won’t do it. They want a fast answer and a named person to go back to if they need to. They don’t want to be passed from pillar to post.”

That is the a view supported by Manheim’s fleet adminis-trator Wendy Smith, who wants to be certain that drivers have a helping hand available as soon as they need it.

She explains: “If one of our drivers needs help with anything, they simply phone the supplier directly so I don’t need to spend time acting as a go-between.”

The importance of providing drivers with this level of inde-pendence increases when employees are working in time-sensitive sectors. Brian James is fleet and home delivery manager for Well, formerly Co-operative Pharmacy, which plays a critical role in delivering prescriptions to patients.

He says: “Failure is not an option for us – peoples’ lives depend on us delivering the goods 100% of the time.”

As Nathan Lockett, transport manager at Production Resource Group argues, the common theme to all issues that relate to happy drivers is vendor selection. Get that right and the job becomes much more straightforward.

“Vendor selection is key,” he says, “Only use vendors that share your ethos and standards; who treat the commercial relationship as a partnership to achieve shared goals.”


For more information please ask for Hilary Barden, Head of Fleet Research, call: 01733 468254 or email: [email protected]

Dedicated to improving fl eet services

As a way to thank you for taking part in future research initiatives, Sewells will be increasing the value and number of prize draw gifts to reward participation. Also, for the fi rst time, survey participants will be able to benchmark their own experiences against companies in their industry sector, providing them with invaluable, independent market intelligence.

Please keep a look out for invitations to take part in future Sewells fl eet insight programmes.

Last year Sewells Research and Insight undertook more than 6,000 interviews with fl eet decision-makers in the UK.

This level of ongoing support from fl eets remains vital for the improvement and development of fl eet supplier products and services.

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Thrifty Car & Van Rental has become synonymous with exceptional service in our market and we are the

supplier customers turn to when they need a flexible professional partner to support them at their most critical times of need. We deliver on our promises and always have the customer at the very heart of everything we do. You haven’t experienced great service and best-in-class value until you have tried Thrifty.

Customer service is at the forefront for us. Not being the largest rental company in the UK has meant we have to be recognised in the industry for other reasons and, for us, that is customer service. We have built our reputation on our excellent service delivery and have built our customer base on recommendation – and now recognition – as we become a force to be reckoned with in the market.

Building trust with our customers means that, when we say we are going to do something, they know we will follow through on our word. We have never lost a customer on service, and going the extra mile is the norm for Thrifty.

[email protected] 01494 751550

Thrifty loves to go the extra mile for customersA consultative approach to account management leads to client satisfaction

Our philosophy is simple: customer service is at the top of our agenda and this is how we have built our reputation within the industry. When we say we are going to deliver, we do just that. The culture at Thrifty is one based on total customer satisfaction and, as a result, we have benefitted from customers rewarding exceptional service with increased volumes, becoming the largest rental supplier in several instances purely due to service.

We understand that customer service is key: long-term customer satisfaction outweighs short-term gains in profit, and a consultative approach to account management allows for continual improvements in KPI achievement and cost reduction. Our overall attitude is focused on giving our clients an exceptional experience every time they come into contact with us.

Whatever the requirement is, we have a willingness to look outside the box, understand the challenge and deliver the best possible solution.

Thrifty has aligned itself with the corporate rental market, and its accolades and awards are testament to this. The key with Thrifty is that, from branch level to senior management, we really wrap our arms around our customers, who stay with us for years. This is driven by the ethos that the customer truly comes first and we have never lost a customer on service. Leaseplan Rental Supplier of the Year, 2014. Nexus Best Contribution to a Partnering Relationship 2014. Nexus Overall Winner 2014.

We recognise that one solution does not fit all. This is why we listen to our customers’ requirements and tailor a solution which works for all. A dedicated account manager is provided, and customers are placed with one of our specialist reservation teams, where procedures are written for each client. We have regular review meetings to understand customers’ requirements, systems and processes.

Above and Beyond

No Problems only Solutions

Putting the Customer FirstPersonalised Service/ Listening to Customers

“Thrifty has been the constant reliable supplier for all of 2014. They have also demonstrated flexibility in their approach, particularly with bespoke requirements, helping us to secure new long-term business.” Neil Dixon, head of procurement and supplier management, LeasePlan


Thrifty writes separate procedures for each client

f a fleet has followed best practice in selecting suppliers and managing the relationship, then the partnership should ideally not break down.

However, there are many reasons why fleets part company with their suppliers, and having the right

processes in place when relationships are good can make things much easier when businesses decide to go their separate ways.

For example, a common complaint among fleets that change suppliers is that the incumbent seems to lose interest and become difficult to contact once the chance of retaining the contract is lost, particularly when it comes to extracting data.

It is vital to ensure that, if exiting a partnership with a supplier, that you clearly understand your contractual position before serving notice. For example, in relation to fleet software – even if the software is licensed – your data will always belong to you, and the supplier should provide reasonable help extracting that information if necessary.

It should already be clear to management that the client/supplier relationship is not working as a result of a length-ening list of action points at review meetings.

However, experts warn that it is important not to ‘jump from the frying pan into the fire’. Prospective new suppliers will always promote themselves as the best in the market and will not focus on their weaknesses.

Therefore, do not make any assumptions around a new supplier. Instead, analyse why the partnership broke down, because the selection process may have been flawed and will need to be amended before appointing a new company.

Ian Hughes, commercial director at Zenith says: “Main-taining a close relationship, and monitoring it at all times, should flag-up any issues before they escalate. However, if a contract has to be left, it is key to review what went wrong and why, and put in place any measures to ensure success going forward. An alternative provider who is able to meet the needs of the business and its customers will need to be found and put in place as quickly as possible.”

With the right preparation, the new supplier should even be able to manage the changeover including working with the existing partner to avoid problems.

I


Flee Ts And cusToMer servIce: e xIT Pl Ans

“Maintaining a close relationship should flag-up any issues, but if a contract has to be left, it is key to review what went wrong and why”Ian Hughes, commercial director at Zenith

If the current supplier does not cooperate, it is worth reminding them that an amicable split is not only preferable, but also critical to having a chance of successfully regaining the customer at a future date.

After all, fleets still have a business to run and they need the pro-active support of the existing supplier as well as the new partner.

To avoid problems such as this, fleet decision-makers should have this in mind at the outset, at the point when contracts are first signed. Termination clauses have grown in length and in terms of what they require.

It is essential that the contract clearly maps out the process: if you come to an acrimonious end, it is likely that neither party will be able to agree on basic issues, let alone on matters such as cooperation with new suppliers and compensation if the contract does not spell this out.

It is vital for the customer’s business continuity that there is an orderly transition of the relevant services to either the customer or a replacement supplier without any undue disruption to such services.

To achieve this, the parties need to recognise that robust and comprehensive exit plans must be put in place.

What to do when your relationship goes wrongBreaking up shouldn’t be hard to do if a company has the right procedures in place, John Maslen reports

five tips for Managing relationshipsn What is going wrong? Pinpoint the cause of the problem, where it falls in work processes, who is involved and map what the resulting issues are.n Can it be fixed? Assess whether everything has been done to address these issues with the supplier in an open and honest discussion.n Prepare a contingency. Don’t make decisions that force you to find new suppliers under pressure. Have all the groundwork ready before changing.n Agree access terms. Have a clear and jointly agreed plan regarding access to key information, such as processes and data in place for long after contract termination.n Leave them hungry to impress in future. Have an open discussion to make clear you are interested to hear how they would work differently with you in future, and that your door is always open.


There are three parts to drafting termination clauses:n Planning for exitn When exit occursn Post-exit

The contract should be clear as to what a termination event is and what the exit plan should contain.

since the exit plan will need to change at various stages during the life of the contract you need to ensure your supplier is maintaining and updating the plan.

As the customer, if you want the right to audit the draft plan throughout the term then put this in the contract.

When exit occurs, or is about to occur, it would be good practice for your supplier to have a dedicated exit team for this purpose. How the exit plan is implemented should not be left to chance and a process, including a governance framework, is essential.

An outgoing supplier will have concerns about issues such as intellectual property and confidentiality when providing documentation to a new incumbent.

Arguing about what is to be provided when exit is taking place could delay transition and affect your business, so establish this at the outset.

Why do soMe custoMers leave?Triggers for reviewing suppliers tend to fall into two broad categories: immediate requirements and long-term influence.

The biggest trigger for an immediate review is typically external influences such as tax changes, while internal influences, such as the need to find a better deal and cut costs, tend to take effect over in the longer term.

Suppliers may feel some level of complacency generated by long-term contracts, yet this does not protect them from the risks of losing a customer.

Sewells’s interviews with fleet operators show that fleet decision-makers may absorb a range of information over a long period of time before they reach the stage of actively looking for new providers. As a result, suppliers may have already missed the opportunity to influence the outcome of a tender when the time comes to invite bids for future contracts.

In its recent report on large fleets, Sewells warns: “To counter this risk, suppliers need to understand how the customer is measuring operational performance levels and how they are measuring the supplier’s contribution to this, not just in black and white KPIs, but in difficult to measure areas such as quality of relationships with key decision-makers.”

Speaking about his funding arrangements, one manager of a major fleet says: “If a leasing company contacted me I’d want to know what its product is, its offer; what it would do differently to any other company

we work with. We’d then maintain a level of interest with them until three years’ time, when we would go out to bid again for the car scheme.

“We don’t dismiss any companies, but we certainly don’t rip up our contract with our current provider because another company has rung us up.”

Key triggers for a review of leasing companies include a supplier consistently failing to meet KPIs, costs and finding savings and interest in new products such as salary sacrifice. There may also be changes such as new legislation, senior management direc-tives to change funding methods and the end of the current contract period.

How the outgoing supplier should be compensated during an exit period can also be a source of dispute.

consider exit milestones to keep the process on track, helping to frame the parties’ obligations at each step of the process and the value of services received.

Fleet managers need to consider the information they need from their supplier, such as processes, resources, assets, documentation and other key items used in the provision of the services which will not be handed back by the supplier and therefore will have to be introduced with a new supplier.

There also need to be clear, objective exit completion criteria, establishing when the relationship is formally ended. This will prevent disputes and ensure both parties know exactly what is required of them.

contracts should include post-exit obligations, particularly as you may require ongoing use of previous supplier’s assets, such as data centres.

Finally, consider whether just a part of the services could be terminated rather than the whole, as this could minimise disruption and ensure the incumbent supplier maintains an interest in serving your business.


For vehicle glass, demand...

2164 We Dont Cut Corners-A4-Ad.indd 1 10/03/2015 17:04

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Autoglass® is the UK’s leading vehicle glass repair and replacement (VGRR) specialist and

part of Belron®, the world’s leading VGRR company. We are proud to work with eight of the top ten FN50 leasing companies.

Great customer service sits at the very heart of our culture. We have a rich heritage of game-changing innovation, driven by customer insight. Over 95% of our customers choose to benefit from our mobile service, at a location of their choice. In 2015 we’ll transition from 80 branches to 130 glass stock points, providing the largest stock of vehicle glass – right where fleet drivers need us.

Investment in technology is also fundamental to our strategy. We’ve implemented both new scheduling and workforce management solutions to improve availability of customer appointment times. Plus, we’ve rolled out our innovative wet weather solution – the Vanbrella® – to our entire fleet.

Our commitment to customer service was integral to our 2014 Fleet News Supplier of the Year award win.

autoglassbusiness.co.uk [email protected]

Our customer care starts and ends with peopleCulture at Autoglass® is underpinned with strong values

● Measure customer service robustly – an online and independent Net Promoter Score (NPS) gives more accurate results, as undue customer pressure is removed.● Customer verbatims and NPS scores can be attributed to individual front-line employees, helping to instil a service culture throughout.

● Service recovery and customer outreach, via social media, can surprise and delight. Have dedicated social media customer service experts and be transparent when dealing with negative feedback.● Use social to collaborate and thank partners – we regularly engage in brand protection activity for our business partners.

● On the rare occasion that things do happen to go wrong, it is advisable to operate a single-step complaint process that adheres to the FCA’s Treating Customers Fairly principle● See complaints as opportunities – to learn and improve processes and to turn potential detractors into promoters and brand advocates

● Great systems and processes are one thing, but it’s customer facing employees that really make the difference in service.● Service-culture is underpinned with strong values, ethics and expertise. For Autoglass® customer service training is as important as ATA accreditations and technical excellence.

Seek, measure and act on customer feedback

It’s good to be social Effectively solve problems

Great service starts and ends with people

“Great service comes from both big and small decisions – bold strategic leaps that deliver innovation in service design, plus the 1000s of moments every single day where front-line staff do exceptional things”Jeremy Rochfort, National Sales Manager


Customer-facing employees make the difference

fleet news customer service special

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