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Gaining Control and Managing Reputation Bryan Long | Senior Manager, Social Media Customer Strategy

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Agenda

Key Challenges

01Actions Taken

02Results

03Key Takeaways

04

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Key Challenge

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Key ChallengeFrictionless Customer Service

Understand issues and pain points, change processes and positively impact the Customer Human Experience, creating an environment where customers perceive dealers and the brand are more connected.

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Provide dealers with the ability to see, review and fix problems early in the sales and service process

Resolve issues before the diagnostic survey goes out

Resolve all issues before customers go to social to complain

Discourage coaching of (any) surveys

Desired Outcome

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Actions TakenDefine the Approach–“Strategy”

Quick Survey No compensation tied to survey

Diagnostic SurveyCompensation tied to performance

Social Reviews Create awareness of what customers are saying and educate

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Actions TakenReputation Alert Summary

Reputation Alerts–Sales 2%, Service 7%

Responding to Reputation Alerts has a positive impact on NPS

Resolving Reputation Alerts has a tremendous positive impact on NPS

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Results and Findings

What the brand looks like from the ground up

Level of knowledge/receptiveness from dealers

Preparedness to deal with crisis

Dealership personnel? Who handles at dealerships?

RESOURCES

Webinars

Best Practices

Online Dashboard

Social Alerts

Support (helpline)

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Results

High response rates on quick pulse

Low impact to response rates for diagnostic survey

Addressing reputation alerts efficiently has a very strong impact on satisfaction

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Social Media

Continue to Monitor Dealer Brand ReputationOwner Loyalty Manager and Digital Quarterback

Respond to All Customers…Handling “hot alerts” only meets expectations, and doesn't get you to loyalty!Temkin Research

Establish Dealership PoliciesEducate Employees

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ResultsSocial Review Scores

Regions

Dealer Average March R3M: January 2017 – March 2017

4.4 - 5.0 50% 55% 59% 45% 54% 44% 50% 28%

4.0 - 4.3 19% 19% 14% 30% 19% 21% 20% 22%

1.0 - 3.9 31% 31% 27% 25% 27% 35% 30% 50%

# of Dealers With 0 Reviews 18 11 13 9 12 7 13 3

Nation

Dealer Average Sep R3M March R3M

4.4 - 5.0 40% 50%

4.0 - 4.3 17% 19%

1.0 - 3.9 43% 31%

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JD Power SSI/CSI Non-Premium RankingsNissan-Toyota-Honda

16

1011

89

11

6

109

8

6

4

10

89

10

6 65

910

2010 2011 2012 2013 2014 2015 2016

Nissan Toyota Honda

16

11

5

8 8

54

14

11 11

5 5

7 78 8

7

11

8

10 10

2011 2012 2013 2014 2015 2016 2017

Nissan Toyota Honda

SSI Non-Premium Rankings CSI Non-Premium Rankings

Nissan Leads Toyota and Honda in SSI/CSI for the First Time Ever!

Excludes: MINI, Scion and Fiat

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Results and Findings

Increase in NPS

Reduction in the number of Social Media cases at the national level

JD Power CSI Results

Nissan leads Toyota-Honda-Hyundai in both CSI and SSI for the first time ever!

JD Power CSI/SSI/ Results

CSI

SSI

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Key TakeawaysUnderstand–Listen

Follow up with “Meets” and “Exceeds” Customers

01Deeper Understanding of VOC in Real Time–Sales and Service

02Continually Review Survey Strategy and Follow Up

03Combine Social Presence

04

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Questions