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We’re pleased to introduce you to the Kia Customer 360° Service Experience. This exciting initiative is about a new way of doing business for everyone at Kia. So, what does this mean for you? This is about a fundamental shift in our fixed operations focus; a shift that puts our customers first. A shift that will:

• Improve the Kia customer experience• Increase our customer retention• Create more opportunity for all of us• Provide more money to our bottom line

You will notice a new logo for this initiative to symbolize to our customers our long-term approach and commitment to them:

“Service centered around you” is the essence of the Kia Customer 360° Service Experience. It’s meant to remind us of why we are here and what the key ingredient is to Kia’s success — our customers. The goal of this initiative is simple: we must do everything with the customer in mind throughout the ownership cycle. From new car to new car and everything in-between.

This isn’t a 30-day program. It’s a long-term initiative. It’s a mindset shift. So, why now? We all recognize the challenges we are faced with today. Fortunately, our product is strong. In fact, our quality has significantly improved as we are driving toward zero defects. We are poised for tremendous growth as we shift to less warranty work and more customer-pay work. But, we have work to do. There is a large gap between our actual quality and our perceived quality. We also must improve our CSI, service retention, and customer-pay sales.

The time is right. We have a plan.

The time is right. We must do something now. You’ve been asking KMA to help improve your fixed operations profitability. We have a plan. The Kia Customer 360° Service Experience is designed to provide you with the tools, processes, and training support to help you retain your current customers and regain your lost customers. We’ll do this by exceeding customer expectations at every service visit. The foundation is simple:

• Value and competitive pricing • Fair treatment • Convenience and respect for every customer’s time

Kia is committed to making this our foundation for moving forward. It’s not a “program of the day,” but rather the way we approach our business and our customers into our future together.

This initiative focuses on the things customers really care about, and it supports your efforts for making it happen. We have developed a comprehensive, long-term program that includes communication elements, Web-based training, in-dealership workshops, best practice sharing, ServiceSmarts® Online market information, and more. Now is the time to establish your Game Plan, and you can start by exploring the following pages to learn why the Kia Customer 360° Service Experience can help you, the service elements it focuses on, and first steps for starting to implement it in your service department. You may already have some or all of these elements in place; no matter where you are, this program will help you improve.

We’re giving you a dealership self-assessment called the Customer-Pay Service Scorecard. Please take the time to complete the scorecard and get ready to implement your new Game Plan.

Good luck as you consider this exciting approach to your business and how you handle our customers. Remember, it all centers around you.

Sincerely,

John CroweVice President, Service

THE KIA CUSTOMER 360° SERVICE EXPERIENCE?

WHY

WHY THE KIA CUSTOMER 360° SERVICE EXPERIENCE?

The purpose of the Kia Customer 360° Service Experience is simple. It’s a fact — Kia owners have choices when it comes to servicing their vehicles. As a result, in order to obtain this business we must do everything we can to convince these customers to choose, and continue to choose, Kia dealerships for their vehicle service. We have to retain current customers and regain lost customers by providing an experience that revolves around our customers and exceeds their expectations for vehicle service. The Kia Customer 360° Service Experience is based on the following key drivers:

• Value and competitive pricing• Fair treatment• Convenience and respect for every customer’s time

Focusing on these drivers will provide you with the following business results:

IMPROVED CUSTOMER

SATISFACTION

IMPROVED DEALERSHIP

FIXED OPERATIONS

PROFITABILITY

INCREASED DEALERSHIP

CUSTOMER-PAY PARTS AND

LABOR SALES

INCREASED SERVICE

RETENTION

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“Fixed ops are the key to survival these days … and a dealer’s ability to sell preventative maintenance is the key.

– AutoExec Magazine, August 2008“

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WHY IS THIS IMPORTANT?

Today’s service and parts opportunities are significant, but we’re not retaining the percentage of service customers that we should because we’re missing opportunities to keep our customers away from the competition.

HOW WE’RE DOING

Poor processes and customer handling are leading to low CSI scores … and customers who go to the competition for service.

CSI INdEX RANKINg

Source: J.D. Power and Associates, 2008 Customer Service Index Study

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dEAlERS’ SHARE OF SERVICE VISITS bY YEAR OF OWNERSHIP

Kia has a below-average share of service visits in the first three years of ownership, and customers are being lost to the aftermarket.

Source: J.D. Power and Associates, 2008 Customer Service Index Study Note: Based on five years of UIOs.

PROFIT IMPACT

• Lost Service Revenue = $152,916,553• Average Lost Service Revenue per Dealer = $235,256• Lost Service Gross Profit = $107,041,587• Lost Service Gross Profit per Dealer = $164,680

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AVERAgE HOURS OF “REgUlAR SERVICE” SOld PER MONTH PER dEAlERSHIP

Kia dealers are near the bottom of the industry for generating customer-pay service sales.

2006 Service Monitor Policy by Industrial MR Inc.

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REASONS CUSTOMERS gO TO KIA FOR SERVICE

Perceived higher cost and lack of convenience are top reasons customers leave Kia dealerships for the aftermarket.

Source: J.D. Power and Associates, 2005 Service Usage and Retention Study

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RETENTION bENCHMARK dATA

Kia service retention scores are well below the non-premium average. The Kia Customer 360° Service Experience is all about what you can do to retain more of your customers who are going elsewhere for service.

Benchmark company data IMR Inc. 2000 – 2005

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A CHAllENgE TO YOU TO MANAgE THESE THREATS:

• Shift away from a warranty-repair business model; change your fixed operations thinking from a warranty-repair to a retail profit-center perspective

• Be actively involved in growing your business• Embrace what customers expect

Kia customers who stay with us for service through their vehicle ownership

Kia customers we lose to a service competitor at some point during vehicle ownership

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INgREdIENTS FOR KEEPINg YOUR CUSTOMERS

We can’t say it enough. There are three key ingredients for retaining and regaining your customers.

Here are tips from dealers who are doing it the right way.

Key ingredients for retaining and regaining customers dealer tips

1. Provide value and competitive pricing.

Shop the competition. “One of the keys is to know what my competitors are charging and then being able to explain to my customer why our service department’s pricing is the way it is. It’s about the value we provide beyond just the price. And, that’s worth something!”

Have well-trained Kia technicians. “All of our technicians are exclusive Kia technicians … we are high on training and send our techs to training classes.”

Under promise and over deliver. “Our service team is trained to under promise and over deliver … Give the customer an estimated time that is 50% greater than the time needed to do the work. Try to have the vehicle dropped off for the whole day. Notify the customer of any delays.”

2. Treat customers fairly. Tell your customers the truth. “Sometimes a repair isn’t needed and there’s nothing wrong with telling the customer that. They appreciate it, and for us it builds long-term creditability and happy customers who keep coming back to us.”

Make customer satisfaction a priority. “Our goal is to be #1 in customer satisfaction in the District, the Region, and the U.S. Our pay plans are designed to reward employees if we attain this goal.”

People make a difference. “Our Service Writers are among the best I have ever worked with. They are personable and have a sincere desire to see that all of our customers are satisfied. We recognize the importance of Kia to our success and our Kia customers are treated accordingly.”

Go the extra mile. “ …we know our customers better. We offer loaner cars when needed and always call and let them know when their car is done.”

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Key ingredients for retaining and regaining customers dealer tips

2. Treat customers fairly. (cont.)

Cover all the bases. “Have detailed written explanations on the repair order … each and every customer is called with an explanation of all repairs. If the customer is not available, a message is left or a note is written.”

Respect the customer’s right to be informed. “Explain repair and maintenance needs in non-technical terms. And describe repair or maintenance alternatives in an objective, straightforward manner. Always ask the customer if he or she has any questions.”

3. Make the service experience convenient for customers and respect their time.

Treat each customer as an individual. “Everyone is busy in today’s world — that means we need to put our customers first and think about their crazy schedules. We always ask customers how they want us to communicate with them and we treat each of them individually.”

Take the vehicle to the customer. “Have service porters bring customers’ vehicles to them at the service entrance or part the vehicles in designated service pickup spots by the service entrance.”

Provide “after-hours” pickup. “If a customer is going to pick up his/her vehicle after hours, make sure the customer knows for whom to ask, check the paperwork to make sure it’s complete and correct, and deliver the paper-work to the person who will deliver the vehicle to the customer … or offer to deliver the vehicle to the customer, if appropriate.”

Make sure the customer lounge and other customer areas are comfortable and inviting. “We have a room located off the Service Drive equipped with a coffee maker, comfortable chairs, television, restroom, and toys for the kids. We also use the area to feature a display case showing currently available accessories. These areas are cleaned daily.”

Contact customers when their vehicles are done. “Without exception, every customer is contacted upon completion of the repairs. The customer is not contacted until the work is done and the paperwork is completed. By doing this, there is no confusion, delay, or hassle at the cashier’s window.”

Stagger pick-up times. “Stagger times when customers pick up their vehicles. This allows Service Advisors the time they need to review, with the customers, the work that was done.”

Dealer quotes from 2008 Best Practices study

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“Advertise your service department more aggressively now than ever before. gather your fixed ops management and discuss customer retention, service traffic, up-selling, how to answer the phone to get more customers in, competitive service pricing, and the need to get every single customer you can in for service. Remind everyone at your store how important it is to ‘wow’ every customer, every time ... Remember, you don’t make any money on the customers that go somewhere else for service.

– Fixed Ops Magazine, January 2008

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IS THE KIA CUSTOMER 360°

SERVICE EXPERIENCE?

WHAT

WHAT IS THE KIA CUSTOMER 360° SERVICE EXPERIENCE?

IT’S A MINdSET SHIFT

Kia’s vehicles are getting better and better. As a result, our customers have changed, which means we all need to change the way we view them.

We’re familiar with doing things a certain way — it’s human nature. But when our vehicles and our customers change, we need to change along with them. Take a look at these common myths. Did you believe them too? It’s time to shift our minds to the truth.

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MYTH TRUTH

I don’t make any money just selling fac-tory scheduled maintenance.

Rather than high prices with big discounts, provide competitive everyday value pricing.

MYTH TRUTH

Kia customers don’t spend money on scheduled maintenance.

Kia customers do spend money on scheduled maintenance — but they don’t always spend it at the Kia dealership. Around 80% of Kia vehicle owners are spending money … but somewhere else. Think about who the Kia customer is today. With Kia’s new vehicle lineup, these customers are spending more and more on vehicle maintenance.

Customers don’t buy tires from dealerships.

Many customers don’t realize that dealerships sell tires. 78% of customers will buy tires from the first person who offers them! (Boston Consulting Group, Automotive News, December 3, 2001)

Technicians won’t do inspections without compensation for their time.

Vehicle inspections will increase revenue by 2% per vehicle and are a sure way to increase customer satisfaction and retention. When technicians realize this, they understand that the free inspection increases their overall pay.

To make money, my Kia dealership needs to sell additional services, such as flushes.

Sell your customers what they need, when they need it. This is one of the best ways to build trust, leading to long-term, satisfied customers. In fact, small, incremental revenue earned on needed service will ultimately result in more long-term profit for your dealership. Keeping customers for a longer time period will prove to be more profitable than maximizing one visit.

dealerships are more expensive than the aftermarket for maintenance and service.

Many aftermarket shops don’t provide the same service when compared to the dealership service departments. When you compare apples to apples, the price is usually close to the same. When you look at the overall value provided by the dealership, the aftermarket is more expensive!

It’s not worthwhile to spend money marketing my service department.

Many customers aren’t aware of the vast number of services offered at a dealership or the value associated with having maintenance completed at the dealership. So when you think about where you’re spending your dealership’s marketing dollars, consider spending in areas that will generate strong profits and recurring revenue.

Kia doesn’t want technicians to find maintenance repair items.

It’s important to present realistic information to customers on their actual maintenance issues. For example, telling the customer he’ll need brakes in 3,000 to 4,000 miles.

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IT’S A FOCUS ON PROCESSES

The Kia Customer 360° Service Experience is all about developing an ongoing, integrated process to market and promote scheduled service maintenance to Kia owners. The key elements are illustrated here. This program will focus on these five areas, and we will introduce you to all the elements of the program later in this Game Plan. Detailed information on each of the five steps will be provided throughout all the program communication and learning elements.

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The first step in the Kia Customer 360° Service Experience begins with the customer handoff to service at the point of new vehicle delivery. This simple step will set the foundation for a positive service relationship that is focused on the needs of the customer. Every dealership needs a process to introduce sales customers to the service department and to set up their first service appointments.

“I’m really happy I was introduced to service when I bought my car. The first time I needed something done, I knew exactly where to go and who to speak with.

– Sedona owner since 2007, Chicago, Ill.

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SaleS-to-Service handoff

The easiest thing you can do to retain a customer for life is to introduce him or her to the service department and schedule the first appointment during the sales process.

If it’s not possible for the service manager to meet the customer at the time of delivery, the service manager should call the customer within 1 to 2 days to introduce him or her to the benefits of the service department, your competitive pricing, and schedule the first visit.

The goal of the handoff is to alleviate any objections a customer may have to using your service department.

A free first service is a great way to get customers into your service department; take care of them and they’ll be customers for life.

Each customer you keep coming in for service will provided you $3,400 on average for that one customer!

The perfect time for a sales-to-service handoff during a scheduled delivery is between the delivery greeting and the F&I process.

The perfect time for a sales-to-service handoff during an on-the-spot delivery, if the service department is open, is while the customer is waiting for: - Final pre-delivery clean-up - Paperwork to be completed

Conduct the vehicle delivery on the service drive so the customer becomes familiar with the drive.

Include the service consultant or service manager on the delivery walk-around.

Have service consultants give the customers their business cards.

Schedule the first service appointment before a customer leaves the dealership with a new vehicle.

Provide the sales consultant a script to inform the customers who their service contact will be.

Consider rewarding the sales and service team for conducting an effective sales-to-service handoff (e.g., have the service consultant or customer sign off indicating that the handoff occurred).

Note: 1° pointers are interesting tips, best practices, and useful information.

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Using regular and ongoing service reminders will secure customer-pay parts and service opportunities with current and lost customers. Use printed maintenance schedules as effec-tive sales and learning aids, and be sure service consultants use these aids to counsel customers about their scheduled maintenance and light repair needs.

“ I’m busy and it’s hard for me to remember when my car needs servicing. So getting something in the mail helps jog my memory. All of the information is there so I can call and set the appointment.

– Amanti owner since 2008, Fort Meyers, Fla.

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SCHEdUlEd MAINTENANCE/SERVICE REMINdERS

Make sure that scheduled maintenance is being promoted by the dealership through all marketing channels and the Internet.

Create point-of-sale materials to effectively merchandise scheduled maintenance throughout the dealership and, in particular, the service drive.

Ensure that service and parts consultants can and do present maintenance requirements and benefits to custom-ers; use the Maintenance Web site to print the vehicles’ needs and/or the maintenance brochures/booklets.

Make the first oil change free.

Don’t forget to schedule the customer’s first visit during the sales-to-service handoff.

Respecting your customer’s time is vital; do that and the customer will keep coming back.

Your customers purchase Kia vehicles because of their great value. Customers should receive that same value when it comes time to service their vehicle.

Everyone in the dealership needs to play a role in educating customers about the importance of scheduled maintenance — sales, service, parts .…

Show customers the maintenance schedule in their owner’s manual (it’s a good idea to do this during the sales-to-service handoff).

Be assumptive when scheduling a service. Don’t ask, “Would you like to set up an appointment?” Instead, ask, “Are you available next Tuesday for your appointment?”

Emphasize the VALUE of factory-scheduled maintenance: low costs of ownership, maintaining Kia warranty coverage, and vehicle safety.

Use consistent service reminders to help keep your customers coming back.

Ask customers how they would like to be contacted about service reminders: phone, email, direct mail, etc.

Offer a loyalty discount and tell your customers, “If you do your service here, you’ll get our loyalty discount.”

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Be sure to complete standard vehicle inspections on every customer’s vehicle, at every visit, at no charge to the customer. This is a great way to develop a trusting relationship as you keep your customers informed of the condition of their vehicles.

“ I should know what’s happening with my car, and I appreciate being able to make an informed choice over time with the information they give me.

– Rio owner since 2006, Bowling Green, Ky.

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VEHIClE INSPECTION

Free vehicle inspections are a great way to keep your customers informed of the condition of their vehicle — an inspection must be completed at every visit.

Tell the customer: (1) the service he needs, (2) why he needs it, and (3) what happens if he doesn’t get it.

Keep customers informed of potential items that will need repair in the future. Customers won’t be as surprised and more willing to accept the repair if they were told about it a visit or two ago.

Use the Kia Service Evaluation Form for your vehicle inspections — it will make it easier, faster, more consistent, reliable, and credible!

Involve the technicians in the vehicle inspection with the customer.

Give customers the good news first.

If an item is yellow on the inspection form, tell the customer how long before it needs to be replaced or repaired. This is an important part of educating your customers. This includes helping them establish priorities.

The value of the inspection is building trust. A customer will be more likely to believe you in the future if you show him green on the inspection report when you find that the vehicle is in good condition.

Don’t be afraid to tell a customer that nothing needs to be done — that will single-handedly build trust faster than anything else you can do. Also, ask new customers if they have any questions on the vehicle’s features; this will help identify and address potential initial quality (IQS) issues.

If customers have appointments, then you can effectively prepare by filling in the top portion of the Kia Service Evaluation Form and review previous inspection sheets for reference in advance of their arrival. It’s a best practice to do this at the end of the previous day for all customers expected tomorrow. For example, if you look at a prior report that showed 30% on brakes or worn tires and it has been six months since the previous visit, you have clues about what to look for and can be prepared with educational materials if needed.

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Successful service pricing can happen only after you conduct a thorough competitive analysis. This is the key ingredient for creating attractive pricing strategies for customers. Be competitively priced with the aftermarket on comparable services and post those prices so customers can clearly see and understand them.

“ My Kia dealership does a great job explaining their prices to me. I always know exactly what I’m paying for and why. Plus, it makes me feel better that someone who works only on Kia vehicles is fixing my car.

– Sportage owner since 2005, Fresno, Calif.

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VAlUE PRICINg

When customers go to different places for service, they may be comparing apples to oranges. There are two things you should consider when a customer is shopping around: (1) Is he comparing the same services?, and (2) Are your prices competitive for the same services?

Even if you are competitive on price but not on everything else, such as hours, appointments, and time for completion, you still won’t get the business. Pay attention to all these factors that impact customer satisfaction. Also, make sure your customers know the value they’re getting for the price.

Remember if you have other competitive advantages, a higher price might be okay, but you need to be able to communicate that value to customers so they understand why they’re paying more.

Remember that conversations with customers should never be just about price; conversations need to include what you get for the quoted price and how your dealership provides greater value than your competitors. For example, if a customer calls to ask for the price of a 30K and the conversation never gets beyond “30K for $ ...” as a comparison point, then you risk an apples-to-oranges comparison and the chance to tell the customer, “Yes, while it appears we are $20 more, we’re including X as part of the service, they are not. X by itself would cost you $35.”

It’s not just about price. Consider all factors that impact customer satisfaction/retention: price, hours of operation, repair time, respect for customer’s time, etc.

No surprises and accuracy counts. A customer wants to know how much the repair will cost and when the vehicle will be ready. You need to be as accurate as possible.

Understand how much your local competitors are charging for services and what they include. You need to be able to explain to your customers what is included in the service you are providing so they are fairly comparing prices.

Just because you are charging more for a service isn’t bad. You have to explain the value you are providing.

Mystery shop your competitors!

Bundled pricing is effective, but make sure everyone in the dealership knows the price so they can give it to the customers. This prevents customers from having to call around to the different departments.

Using weighted cost averaging is based on the average price weighted on the parts you sell the most. It is an effective way to keep your prices competitive.

Remember, if you lower a price, it’s to keep customers coming back. It’s better to make a 30% profit forever than a 45% profit today only.

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Make sure tires are adequately stocked with effective displays and merchandising. Selling tires will help you keep customers coming to your service department (i.e., prevents defection). Include tires in your service maintenance reminders too.

“What, my Kia dealership sells tires too? That’s great — now I don’t have to go to different places to take care of my car.

– Spectra owner since 2007, Kalamazoo, Mich.“

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MERCHANdISINg ANd SEllINg TIRES

Replacement tires for passenger vehicles and light trucks represent a $22-billion-per-year retail market. Boston Consulting Group, Automotive News, December 3, 2001

Every day, 13% of the tires coming through your dealership are in need of immediate replacement … they will buy from someone. Boston Consulting Group, Automotive News, December 3, 2001

Customers need tires two to three years into vehicle ownership.

Many customers don’t know you sell tires — display them!

Provide service and parts consultants with a list of inventoried tires so they will sell existing inventory.

Offers such as buy 3, get 1 free are very effective.

Offer free minor repairs and lifetime rotations!

Customers don’t understand tire wear. Build credibility by explaining/showing them tread depth and wear patterns.

Explain the safety issue and relationship between tire tread and braking distance.

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IT OFFERS THE SUPPORT YOU NEEd

As we stated earlier, this is not a short-term project. We’re committed to this initiative and new way of doing business. Our customers have to come first. We feel strongly that it will be important to provide on-going support for this program. Here are some of the resources we’ll provide to help you implement and sustain the Kia Customer 360° Service Experience in your dealership.

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Kia customer 360° Service experience Web-based training on www.KiaUniversity.com

Additional parts and service training courses available on www.KiaUniversity.com

ServiceSmarts® Online

This new tool provides service retention information and other key data, including:

• An interactive map that shows all Kia owners in your market area who have not been to a Kia dealership for service in the last 12 months

• The ability to download customer information for direct marketing to those customers• An on-going management performance system to measure your dealership’s progress in

capturing and retaining your customers’ service and parts business

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“It costs four to 10 times as much to attract a new customer than to retain an existing one. So, it’s imperative to keep the ones you have happy.

– Fixed Ops Magazine, May 2005

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dO YOU gET STARTEd WITH THE KIA CUSTOMER 360° SERVICE EXPERIENCE?

HOW

HOW dO YOU gET STARTEd WITH THE KIA CUSTOMER 360° SERVICE EXPERIENCE?

cUStomer-Pay Service ScorecardLet’s get started! Here’s the scorecard you read about earlier. Taking a snapshot of how you’re doing is the first step to implementing the Kia Customer 360° Service Experience.

PART 1: YOUR STATS

We suggest that the dealer principal and fixed operations managers work together to enter this data. Then, think about what would happen if you improved each number by 10%. Be prepared to share these numbers with your Kia DPSM.

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THE NUMbERS benchmark Your dealership

What’s your score if you improve by 10%?

How will this affect your profit?

customer-pay effective labor rate as a percentage of door rate(The actual collected customer-pay labor rate vs. the fixed customer-pay labor rate)

95%

customer-pay labor as a percentage of total labor(Customer-pay labor divided by total labor sales)

70%

flat-rate hours per customer-pay repair order(The average number of flat-rate hours generated at a customer visit)

1.7

Overall shop technician output percentage(The percentage of flat-rate time generated vs. attendance time)

100%

Parts to customer-pay labor ratio(Customer-pay parts dollars sold for every $1 of customer-pay labor sold)

$0.80

Mechanical shop parts sales gross profit margin(The amount of gross profit remaining after paying for the cost of the part)

40%

customer-pay repair order count – did it increase or decrease year over year?(from 2007 – 2008)

(circle one)

INCREASE

DECREASE

Overall Kia Customer Satisfaction Score 90%

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PART 2: YOUR SERVICE PROCESS REPORT CARd

Now that you’ve examined your numbers, think about how you’re doing with the five key service process-es. Think about this as a report card and give yourself a grade for each service process. Give yourself an “A” if your process is well-defined and implemented consistently each and every time; give yourself an “E” if you don’t have a process. Be prepared to share these grades and the reasons behind them (strengths and limitations) with your Kia DPSM. If you need more help assessing your service department’s strengths and weaknesses, use the Mystery Shop Checklist in this Game Plan.

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PROCESSES YOUR gRAdE (circle one)

Sales-to-service handoff A B C D E

My service department’s strengths in this process include:

My service department’s limitations in this process include:

Value pricing A B C D E

My service department’s strengths in this process include:

My service department’s limitations in this process include:

Vehicle inspections A B C D E

My service department’s strengths in this process include:

My service department’s limitations in this process include:

Schedule maintenance/service reminders A B C D E

My service department’s strengths in this process include:

My service department’s limitations in this process include:

Merchandising and selling tires A B C D E

My service department’s strengths in this process include:

My service department’s limitations in this process include:

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PART 3: YOUR gAME PlAN

Check each box, indicating you will set goals and you’re committed to improving each of these service processes. Sign the bottom of the checklist when your DPSM is with you.

Sales-to-service handoff: I agree to work with my Kia DPSM to evaluate my sales-to-service handoff process, ensure my dealership participates in all available training, and make every effort to achieve the following goal(s) for 2009:

Value pricing: I agree to work with my Kia DPSM to evaluate my pricing process, review my competitors’ pricing, ensure dealership participation in all available training, and make every effort to achieve the following goal(s) for 2009:

Vehicle inspection: I agree to work with my Kia DPSM to evaluate my vehicle inspection process, order vehicle inspection forms (instructions for how to order the forms are provided next), conduct vehicle inspections on every vehicle per the guidelines, ensure dealership participation in all available training, and make every effort to achieve the following goal(s) for 2009:

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(Dealer Signature) (Date) (DPSM Signature) (Date)

Scheduled maintenance/service reminders: I agree to work with my Kia DPSM to evaluate my scheduled maintenance/service reminder process, ensure dealership participation in all available training, and make every effort to achieve the following goal(s) for 2009:

Selling and merchandising tires: I agree to work with my Kia DPSM to evaluate my tire sales and merchandising process, enroll in the tire program (instructions for how to enroll are provided next), ensure dealership participation in all available training, and make every effort to achieve the following goal(s) for 2009:

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SIgN UP FOR ANd SEll TIRES

Contact your Kia Tire Source Team Lead:

Kareem Miller

KareemM@dealertire.com

1-866-KIA-TIRE

ORdER VEHIClE INSPECTION FORMS

Order this form using part number UM050 PB010.

HOW TO gET STARTEd

Here are some immediate actions you can take to get your Kia Customer 360° Service Experience started.

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lEARN THE KIA CUSTOMER 360° SERVICE EXPERIENCE

Have all dealership personnel (service manager, service advisor, parts managers) take the Kia Customer 360° Service Experience Web-based training course on www.KiaUniversity.com.

MYSTERY SHOP

Service managers can mystery shop their own service department for more information about how the service department is doing. If the answer is “Yes” for 80% or more of the items on the checklist on the following page (22/28), it means you’re doing well with those things customers are looking for:

• Value and competitive pricing • Fair treatment • Convenience and respect for every

customer’s time

If the answer is “No” on more than seven, it means that you have some work to do to improve how your customers perceive your dealership.

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MYSTERY SHOP CHECKlIST DATE:

PHONE EXPERIENCE YES NO

1. Was the phone answered within three rings?

2. Did the person answer the phone with a friendly greeting, indicating the dealership name, department, and his/her name?

3. Was the person on the other end of the phone knowledgeable?

4. Was the person able to answer your questions without transferring you to someone else?

APPOINTMENTS YES NO

5. Was it easy to make an appointment?

6. Were you offered at least two alternative appointment days or times?

7. Were you able to get an appointment within at least two days of your request?

ARRIVINg AT THE dEAlERSHIP YES NO

8. Were you greeted immediately upon arrival?

9. Was the greeting warm, friendly, and with a smile?

10. Was the inspection form/repair order already started using your information?

11. Was the service consultant a good listener, asking sufficient questions to clarify your wants and needs?

12. Was the service consultant patient, allowing you to explain concerns in your own words?

13. Was the service consultant knowledgeable and able to answer your questions?

14. Did the service consultant recommend additional work that could be done while your vehicle was at the dealership, including pending recalls?

15. Were you provided with an accurate time and cost estimate for the work?

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AlTERNATIVE TRANSPORTATION YES NO

16. Were your alternative transportation needs met?

UPdATES ANd NOTIFICATIONS YES NO

17. Did you receive an update phone call?

18. Were you notified when the vehicle was ready for pickup?

VEHIClE PICKUP EXPERIENCE YES NO

19. Did the dealership offer the ability to pick up vehicles after hours?

20. Were there no surprises in terms of the cost and work done?

21. Was paperwork ready when you arrived at the dealership, with little or no waiting required?

22. Was the service consultant available to review all work done and answer any questions you had?

23. Were you provided with future service requirements and timing?

24. Was the cashier friendly and courteous?

25. Was your vehicle ready within five minutes of seeing the cashier?

26. Was your vehicle clean with no evidence of service personnel being in or working on it?

EXPERIENCE WITH qUAlITY OF WORK YES NO

27. Was all required work completed and done right the first time?

28. Was work done within the timeframe outlined for you?

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NOTES

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