soa dealer report tutorial soa...2020/07/02 · 2. reputation management report 3. purchase...

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TABLE OF CONTENTS

The Importance of Customer Loyalty ...................................................................................... 1 Calculating the KSI and Satisfaction Scores ........................................................................... 3 Purchase and Service Experience Report Walkthrough......................................................... 4 Loyalty Performance ................................................................................................................ 5

Purchase Loyalty ........................................................................................................... 5

Purchase Conquests ...................................................................................................... 6

Purchase Conquest / Defection Ratio .......................................................................... 7

Purchase One-and-Done .............................................................................................. 8

Service Pulse ................................................................................................................. 9

Reputation Management Report ............................................................................................ 10 Purchase Experience Report ................................................................................................... 12

Executive Summary – Purchase .................................................................................. 13

Purchase Experience Net Promoter Score® ................................................................ 15

Enhancing Customer Satisfaction with the Purchase Experience ............................ 16

Purchase Experience Additional Questions ............................................................... 17

Percentiles by Sales Consultant/F&I Manager ........................................................... 18

Your Sales Consultants ................................................................................................ 19

Service Experience Report ..................................................................................................... 20

Executive Summary - Service ...................................................................................... 21

Service Experience Net Promoter Score® ................................................................... 23

Enhancing Customer Satisfaction with the Service Experience ............................... 24

Service Experience Additional Questions ..................................................................25

Percentiles by Service Representative ....................................................................... 26

Your Service Representatives ..................................................................................... 27

Special Reports ....................................................................................................................... 28

Combined, Purchase, and Service Survey Quality Index .......................................... 28

Comments ................................................................................................................... 28

1 Updated: July 2, 2020 © Subaru of America, Inc. 2020 v10.0

UNDERSTANDING THE RETAILER REPORT: LOYALTY PERFORMANCE AND PURCHASE & SERVICE EXPERIENCE

The Subaru Owner Loyalty Program (OLP) provides retailers with the information and tools needed to improve their store and to help acquire and keep customers. OLP gives retailers valuable information on the complete customer experience collected via a suite of surveys where the three primary surveys are: Purchase Experience (PE), Service Experience (SE), or Express Service survey. Sample surveys are provided on the OLP web site.

At the end of every quarter, a paper report is created that includes survey data for the past quarter as well as trend and comparison results. The trend data shows how your scores change from quarter to quarter and the comparison data shows you how you stand compared to your Sales Zone.

This document describes how the survey data is interpreted and provides a walkthrough of the Retailer Purchase and Service Experience Paper Quarterly Report.

THE IMPORTANCE OF CUSTOMER LOYALTY

The retention of customers is critical for the success of any business and Subaru is no different. Loyalty is an excellent measure of retention and reflects the quality of the relationship with a customer.

For every interaction, a customer inevitably walks away with an impression of that interaction (level of satisfaction). Each interaction (whether a new vehicle purchase or having service work performed) has an impact on that customer’s overall relationship with and loyalty to your store and the Subaru company brand.

Higher customer satisfaction and loyalty contributes to a healthy and more engaged customer base that produces higher revenue and better profitability over time.

How do we measure Customer Loyalty?

Customer loyalty is measured by looking at Subaru owner and non-Subaru owner households. A household that is loyal, purchased their new vehicle from the same Subaru retailer where they had previously purchased a new vehicle.

UNDERSTANDING THE RETAILER REPORT


How do we measure Customer Satisfaction?

The OLP scores consist of one overall score (Satisfaction Score) and scores for most survey sections (Key Satisfaction Indicators). The Satisfaction Score reflects customers’ satisfaction with the overall experience. Key Satisfaction Indicators (KSIs) measure customers’ satisfaction with key components of that overall experience. The highest value of Satisfaction and KSI scores that can be received is 1000.

Purchase and Service Survey KSIs

There are five Key Satisfaction Indicators (KSIs) for the Purchase Survey: Sales Consultant, Purchase Process, Sales Facility, Vehicle Delivery, and Online Experience. There are five Key Satisfaction Indicators (KSIs) for the Service Survey: Appointment and Drop-off Process, Service Representative, Service Facility, Vehicle Pick-up Process, and Service Quality.

What is the Satisfaction Score?

Each survey has a Satisfaction Question at the beginning (e.g., Overall Purchase Experience). This question is the ONLY question that is used in calculating the Satisfaction Score.

What are diagnostic questions?

The diagnostic questions follow the KSI Questions. Owners are asked to select the items that need improvement. The OLP surveys are designed such that as important items are uncovered, they can be inserted into the surveys without impacting scoring. The diagnostic items do not count towards scoring (KSIs or Satisfaction Score) and are for informational purposes only. The image below is an example of the KSI Questions and diagnostic items format.



CALCULATING THE KSI AND SATISFACTION SCORES

The Purchase Experience (PE) and Service Experience (SE) surveys (including the Express Service survey) have a response scale with five possible positions. The first position is labeled with a “Poor” response anchor, the middle response anchor is “Very Good” and the fifth position has the “Extraordinary” response anchor. The Satisfaction Score and 5 Key Satisfaction Indicators (KSIs) each are calculated with only one question.

The Satisfaction Score is calculated from the responses to the Satisfaction Question only. The table below shows the PE and SE Satisfaction Question used to calculation the Satisfaction Score.

Survey Satisfaction Question

Purchase Experience (PE) Taking everything into consideration, how would you rate your OVERALL EXPERIENCE purchasing your vehicle from this sales facility?

Service Experience (SE) & Express Service (SEO)

Taking everything into consideration, how would you rate your OVERALL service experience?

The KSIs are calculated from the KSI Questions only. The table below displays the KSI Questions used in the KSI calculations.

KSI KSI Question

PE Sales Consultant Your overall rating of your interaction with the Sales Consultant.

PE Purchase Process Your overall rating of how the sales staff handled the finance, insurance, and registration process.

PE Sales Facility Your overall rating of the sales facility.

PE Vehicle Delivery Your overall rating of how the sales staff delivered your vehicle to you.

PE Your Online Experience Your overall rating of your online experience with your retailer.

SE Appointment & Drop-off Process Your overall rating of the entire process of getting your vehicle in for service.

SE & SEO Service Representative Your overall rating of your interaction with the Service Representative.

SE & SEO Service Facility Your overall rating of the service facility.

SE & SEO Vehicle Pick-up Process Your overall rating of your experience picking up your vehicle.

SE & SEO Service Quality Your overall rating of the quality of work performed on your vehicle.



PURCHASE AND SERVICE EXPERIENCE REPORT WALKTHROUGH

At the end of every quarter, a paper report is created that includes survey data for the past quarter as well as trend and comparison results. The trend data shows how your scores changed from quarter to quarter and the comparison data shows you how you stand compared to other retailers in your geographic region.

The quarterly report has five sections: 1. Loyalty Performance Report 2. Reputation Management Report 3. Purchase Experience Report 4. Service Experience Report 5. Special Reports

There are two ways to obtain your report: 1. Hard copy mailed directly to you. 2. Download an electronic copy from the OLP site. You can get to the OLP site from

Subarunet.com.

On the OLP site, the quarterly report is provided. Click on the quarter in which you are interested and view it on your computer or print out a copy.



LOYALTY PERFORMANCE

The Loyalty Performance Section includes both Purchase and Service Loyalty. Purchase Loyalty data were gathered from motor vehicle registration data collected by IHS Markit. Service customer loyalty performance is gathered using the Service Pulse program. The OLP survey response data is not used in the Purchase or Service Loyalty report sections.

PURCHASE LOYALTY

In the Purchase Loyalty section of the report the data collected by IHS Markit reflects sales from four quarters but lags a quarter behind the OLP data. For example, a Quarter 1 OLP Report will have data gathered from January to December of the previous year. This delay is necessary to allow for the time to gather and compile motor vehicle registration data from all 50 States.

On the first page of the Purchase Loyalty segment, the percent Loyal in AOR is displayed. Loyal in AOR is the number of households in your AOR who purchased a new Subaru again from your store divided by the number of households in your Area of Responsibility (AOR) who previously purchased a new Subaru vehicle from your store, came back to market, and purchased another new vehicle in the same market segment as Subaru. Vehicles sold or customers moving beyond your AOR are not included in this report.

In the circle chart, a green arrow indicates an increase in Loyalty from last quarter, a red arrow indicates a decrease. The amount of change is shown next to the arrow. If you are ranked in the top third, there will be a green circle next to your rank. A rank in the middle third of all retailers is indicated with a yellow circle. A red circle means you rank in the bottom third.



Purchase Loyalty is continued to the next page. The paragraph at the top of the page, has the number of households in your AOR who previously purchased a new Subaru from your store but then purchased a new Subaru or a competitive vehicle (in the same market segment as Subaru) from another retailer in bold. The top ten retailers to which your customers defected are listed in the table. Due to different restrictions by State and several manufacturers, the display of information will vary (e.g., Retailer name versus vehicle brand only).

The Percent Retailer Loyal metric, which is the Retailer Loyal number over the Returned to Market number, is plotted over time in the chart at the bottom of the page.

PURCHASE CONQUESTS

The percent Conquest Customers is the number of households in your AOR who had previously purchased a new Subaru or new vehicle in the same market segment from another retailer but then purchased a new Subaru from your store divided by the number of households in your Area of Responsibility (AOR) who purchased a new Subaru from your store during a specific timeframe. This is an adjusted number and does not include businesses, first time buyers, or other customers that cannot be tracked for loyalty purposes. The top ten conquest retailers are listed in the table.

The number of these customers who were also previous Subaru owners can be found in the text.

In the circle chart, a green arrow indicates an increase in Conquest Customers from last quarter, a red arrow indicates a decrease. The amount of change is shown next to the arrow. If you are ranked in the top third, there will be a green circle next to your rank. A rank in the middle third of all retailers is indicated with a yellow circle. A red circle means you rank in the bottom third.



Purchase Conquests is continued to the next page.

The Percent Retailer Conquest metric, which is the Retailer Conquest number over the Number Purchased, is plotted over time in the chart on this page.

PURCHASE CONQUEST / DEFECTION RATIO

The Number of Conquests and the Number of Defections are compared to get the Conquest / Defection Ratio. A score of one indicates that for every customer gained, one customer was lost (business is not showing signs of growth). Scores greater than one indicate that customer conquest is improving (growth). Scores less than one indicate defection is increasing (no growth).

The Conquest / Defection Ratio is compared to Zone and plotted over time.

This is a very good indicator of the overall health of your store.

Retailers should strive for a Conquest / Defection Ratio greater than one.



PURCHASE ONE-AND-DONE

One-and-Done households are conquest customers who purchased at another retailer. That is, they purchased one time from your store and then were done. The Purchase customer loyalty performance data was gathered by IHS Markit in the previous four quarters.

Conquest customers are your customers that were new to the Subaru brand (within the last 10 years). One-and-Done (O&D) customers are customers in your AOR who were conquest buyers and then purchased a new Subaru from another Subaru retailer or a competitive brand (in the same market segment as Subaru). Your Percent Total O&D is the percent of your original conquest customers who left your store after just one purchase and are now considered to be One-and-Done. The lower your Percent Total O&D, the better.



SERVICE PULSE

Service Pulse is a tracking tool designed to help you retain service customers and maximize customer lifetime value. The tool enables you to measure your effectiveness in converting new-vehicle buyers into service customers during the first year of ownership and retaining service customers throughout the vehicle ownership lifecycle.

First Maintenance measures the percentage of VINs with a qualifying first maintenance RO within 12 months of their deal date.

Ongoing Service Retention measures % of VINs with two qualifying visits1 within 18 months among all VINs in your Area of Responsibility (AOR).

In the circle chart, a green arrow indicates an increase in First Maintenance from last quarter, a red arrow indicates a decrease. The amount of change is shown next to the arrow.

If you are ranked in the top third, there will be a green circle next to your rank. A rank in the middle third of all retailers is indicated with a yellow circle. A red circle means you rank in the bottom third.

1 Two visits with either RDR or Subaru Oil Filter used or Customer Pay >= $5



REPUTATION MANAGEMENT REPORT

The Reputation Management Program Report complements the OLP Report sections by enhancing the Purchase and Service Experience Survey responses with feedback from customers that OLP is unable to reach – owners who did not complete a survey and potential customers that visited a Subaru retailer, but did not purchase a Subaru.

The Subaru Reputation Management Program compiles, in one easy location, your customers’ ratings and reviews from a variety of popular customer review websites. Your ratings for the last quarter are displayed in your quarterly report.

The report begins with the Reputation Score for the last quarter. The chart on the right compares the last four quarter Reputation Scores compared to the Zone. Next, your Reputation Score ranking compared to the Zone is listed.

The pie chart on the bottom of the first page displays the breakdown of the percentage of reviews that come from each review site.



The second page of the Reputation Management Report shows two charts. The first chart displays the star rating by each review site compared to the Zone.

The second chart exhibits the star rating by review site compared to the previous quarter.

The final pages of the report list the reviews from the last quarter that received a one star rating. The review site and date posted are provided for each review.



PURCHASE EXPERIENCE REPORT

The Purchase Experience Report consists of the following sections:

Executive Summary

Purchase Experience Net Promoter Score®2

Enhancing Customer Satisfaction with the Purchase Experience

Purchase Experience Additional Questions

Percentiles by Sales Consultant

Select Questions by Sales Consultant

Percentiles by F&I Manager

2 Net Promoter, Net Promoter System, Net Promoter Score, NPS and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.



EXECUTIVE SUMMARY – PURCHASE

The Executive Summary provides information about your Areas of Opportunity, your annual response rate compared to the national response rate, your Satisfaction Score compared to the Zone, and your Satisfaction Score percentile.

Executive Summary Item One includes a table that clearly highlights up to five diagnostic items that need attention. Focus on the longest bars first. Items that are new to the areas of opportunity chart are marked with the symbol.

The next page (Item Two) lists essential best practices for the diagnostic items where you have the most opportunity for improvement. For more Best Practices see the OLP Reporting site.



The Executive Summary Item Three provides information about your annual response rate compared to the national response rate. An annual response rate is reported because it is more stable and will fluctuate less than the quarterly response rate.

Item Four displays the Satisfaction Score percentile compared to the Zone. Percentiles allow you to see easily where your score falls compared other retailers’ scores.

For example, if you have the 4th highest Satisfaction Score in a group of 20 retailers, 80% have a lower score than you. That means you are at the 80th Percentile.

Executive Item Five shows your Satisfaction Score compared to the Zone. In addition, four quarters of Satisfaction Scores are shown. If your trend line decreases or is below the Zone trend line, then this could be an area of opportunity. This score includes many survey topics so focusing on improving a few specific topics will help the overall score.

Finally, the Key Satisfaction Indicators (KSIs) percentiles compared to the Zone are graphed. Areas of opportunity could be found by looking for KSIs with low percentiles. To start, pick one area to focus on and turn to the report page that lists that KSI and diagnostic items.



PURCHASE EXPERIENCE NET PROMOTER SCORE®

The Net Promoter Score® (NPS®)3 is a customer loyalty metric calculated from the responses to one question (How likely are you to recommend buying/leasing from this dealership to your family or friends? (PE)) with an 11-point scale. Based on the response to this question, customers are placed into one of three groups. Those who respond with a 9 or 10 are called Promoters, those who respond with a 0 to 6 are labeled Detractors, and those with responses of 7 or 8 are labeled Passives. NPS is calculated by subtracting the percentage of your unhappy customers (Detractors) from the percentage of your happy customers (Promoters). The result is a number ranging from -100 to +100.

The Net Promoter Score® was introduced by Fred Reichheld in his 2003 Harvard Business Review article "One Number You Need to Grow". NPS is a well-established metric that is widely used across different types of major businesses. About two thirds of Fortune 1000 companies have adopted NPS. Along with being prolific, the NPS is easy to use (has only one question), measure (has a simple calculation), and benchmark (many are available online for free).

In the image above, the numbers in red, yellow, and green above the people represent the response scale number, where 0 = Not at all likely and 10 = Extremely likely. The black numbers below the people are the number of survey respondents who selected that response. For example, 45 people selected the 10th response on the scale.




ENHANCING CUSTOMER SATISFACTION WITH THE PURCHASE EXPERIENCE

Each Key Satisfaction Indicator (KSI) is displayed along with corresponding diagnostic items. The chart at the top of each page shows the Retailer and Zone overall KSI scores. The Purchase Experience KSIs are: Sales Consultant, Purchase Process, Sales Facility, Vehicle Delivery, and Online Experience. Diagnostic item results are displayed in tables. Focus on diagnostic items frequently selected as needed improvements. The longest bars are areas of opportunity. The image below is an example of the KSI and diagnostic item report page.



PURCHASE EXPERIENCE ADDITIONAL QUESTIONS

The Additional Question section of the report includes results for the following questions.

8. Based on this purchase experience, are you likely to use this retailer for service at some time in the future?

9. Did you receive a follow-up phone call, text or email about your purchase experience? 9a. Level of concern for your satisfaction.

10. Were you introduced to the service department or given an overview of the service process? 11. Before acquiring your new vehicle, had you or other household members ever owned/leased a Subaru?



PERCENTILES BY SALES CONSULTANT/F&I MANAGER

Satisfaction Score percentile and Key Satisfaction Score percentiles within your Zone (four quarters combined) are displayed on this report page. Red shading indicates percentiles that are 20th or below and percentiles that are 80th or above are shaded in green.

Percentiles indicate the percentage of scores lower than the Sales Consultant/Service Representative’s score. For example, 60th percentile means that 60% of all the Sales Consultants in the Zone have a lower score.

Percentile are calculated for Sales Consultants with at least six returns in the rolling four quarters. Only Sales Consultants with a return in the most recent quarter are shown in the table.



YOUR SALES CONSULTANTS

The quarterly paper reports provide select diagnostic item results by Sales Consultants. The red shading in the tables indicates the diagnostic item is greater than the Zone.

The Sales Consultant tables can help you interpret your results in two ways: 1. The results in the table can help you identify areas of opportunity for individual Sales

Consultants. 2. The shaded tables help identify retailer processes that are not customer friendly.

The patterns in the table shading indicate a question or group of questions is an area of opportunity. The first report page example shows a pattern of red shaded cells in a vertical column. A majority of the employees have scores that are substantially different than the Zone score for this question. Most of your employees need to improve on this item suggesting that store wide improvements (e.g., training, clearer processes, better communication of policies) could be

made in this area.

On the other hand, the second report page example shows a horizontal pattern of red shaded cells. The area of opportunity is not for a specific survey question but for an individual employee. This employee may need additional training, coaching, or mentoring.



SERVICE EXPERIENCE REPORT

The Service Experience Report consists of the following sections:

Executive Summary

Service Experience Net Promoter Score®4

Enhancing Customer Satisfaction with the Service Experience

Service Experience Additional Questions

Percentiles by Service Representative

Select Questions by Service Representative

The Service Experience Report includes results for both the Service Experience (SE) survey and the Express Service survey combined.




EXECUTIVE SUMMARY - SERVICE

The Executive Summary provides information about your Areas of Opportunity, your annual response rate compared to the national response rate, your Satisfaction Score compared to the Zone, and your Satisfaction Score percentile.

Executive Summary Item One includes a table that clearly highlights up to five diagnostic items that need attention. Focus on the longest bars first. Items that are new to the areas of opportunity chart are marked with the symbol.

The next page (Item Two) lists essential best practices for the diagnostic items where you have the most opportunity for improvement. See the OLP Reporting site for more Best Practices.



The Executive Summary Item Three provides information about your annual response rate compared to the national response rate. An annual response rate is reported because it is more stable and will fluctuate less than the quarterly response rate.

Item Four displays the Satisfaction Score percentile compared to the Zone. Percentiles allow you to see easily where your score falls compared other retailers’ scores.

For example, if you have the 4th highest Satisfaction Score in a group of 20 retailers, 80% have a lower score than you. That means you are at the 80th Percentile.

Executive Item Five shows your Satisfaction Score compared to the Zone. In addition, four quarters of Satisfaction Scores are shown. If your trend line decreases or is below the Zone trend line, then this could be an area of opportunity. This score includes many survey topics so focusing on improving a few specific topics will help the overall score.

Finally, the Key Satisfaction Indicators (KSIs) percentiles compared to the Zone are graphed. Areas of opportunity could be found by looking for KSIs with low percentiles. To start, pick one area to focus on and turn to the report page that lists that KSI and diagnostic items.



SERVICE EXPERIENCE NET PROMOTER SCORE®

The Net Promoter Score® (NPS®)5 is a customer loyalty metric calculated from the responses to one question (How likely are you to recommend this dealership for service to your family or friends? (SE)) with an 11-point scale. Based on the response to this question, customers are placed into one of three groups. Those who respond with a 9 or 10 are called Promoters, those who respond with a 0 to 6 are labeled Detractors, and those with responses of 7 or 8 are labeled Passives. NPS is calculated by subtracting the percentage of your unhappy customers (Detractors) from the percentage of your happy customers (Promoters). The result is a number ranging from -100 to +100.

The Net Promoter Score® was introduced by Fred Reichheld in his 2003 Harvard Business Review article "One Number You Need to Grow". NPS is a well-established metric that is widely used across different types of major businesses. About two thirds of Fortune 1000 companies have adopted NPS. Along with being prolific, the NPS is easy to use (has only one question), measure (has a simple calculation), and benchmark (many are available online for free).

In the image above, the numbers in red, yellow, and green above the people represent the response scale number, where 0 = Not at all likely and 10 = Extremely likely. The black numbers below the people are the number of survey respondents who selected that response. For example, 45 people selected the 10th response on the scale.




ENHANCING CUSTOMER SATISFACTION WITH THE SERVICE EXPERIENCE

Each Key Satisfaction Indicator (KSI) is displayed along with corresponding diagnostic items. The chart at the top of each page shows the Retailer and Zone overall KSI scores. The Service Experience (including Express Service) KSIs are: Appointment and Drop-off Process (SE only), Service Representative, Service Facility, Vehicle Pick-up Process, and Service Quality. Diagnostic item results are displayed in tables. Focus on diagnostic items frequently selected as needed improvements. The longest bars are areas of opportunity. The image below is an example of the KSI and diagnostic item report page.



SERVICE EXPERIENCE ADDITIONAL QUESTIONS

The Additional Question section of the report includes results for the following questions.

Service Experience

12. Based on this service experience, are you likely to purchase a new vehicle from this retailer?

13. Before acquiring this vehicle, had you or other household members ever owned/leased a Subaru?

14. Did you receive a follow-up phone call, text or email about your service experience? 14a. Level of concern for your satisfaction.

Express Service

10. Based on this express service experience, are you likely to use this retailer for repair work in the future?



PERCENTILES BY SERVICE REPRESENTATIVE

Satisfaction Score percentile and Key Satisfaction Score percentiles within your Zone (four quarters combined) are displayed on this report page. Red shading indicates percentiles that are 20th or below and percentiles that are 80th or above are shaded in green.

Percentiles indicate the percentage of scores lower than the Service Representative’s score. For example, 60th percentile means that 60% of all the Service Representatives in the Zone have a lower score.



YOUR SERVICE REPRESENTATIVES

The quarterly paper reports provide select diagnostic item results by Service Representatives. The red shading in the tables indicates the diagnostic item is greater than the Zone.

The Service Representative tables can help you interpret your results in two ways: 3. The results in the table can help you identify areas of opportunity for individual Service

Representatives. 4. The shaded tables help identify retailer processes that are not customer friendly.

The patterns in the table shading indicate a question or group of questions is an area of opportunity. The first report page example shows a pattern of red shaded cells in a vertical column. A majority of the employees have scores that are substantially different than the Zone score for this question. Most of your employees need to improve on this item suggesting that store wide improvements (e.g., training, clearer processes, better communication of policies) could be made in this area.

On the other hand, the second report page example shows a horizontal pattern of red shaded cells. The area of opportunity is not for a specific survey question but for an individual employee. This employee may need additional training, coaching, or mentoring.



SPECIAL REPORTS

The last section of the quarterly paper report is Special Reports.

The following Special Reports are in this section:

Combined, Purchase, and Service Survey Quality Index Purchase Experience Owner Comments Service Experience Owner Comments

COMBINED, PURCHASE, AND SERVICE SURVEY QUALITY INDEX

The Survey Quality Index is the percent “No” responses to the following question: In an attempt to get more accurate results, we are asking our retailers not to mention this survey. Did anyone at this dealership show you, talk to you about, or mention this survey?

COMMENTS

Alert comments (shaded red) and negative comments are provided in the report. For more comments see the OLP Reporting site.

Back page

The Importance of Customer LoyaltyCalculating the KSI and Satisfaction ScoresCalculating the KSI and Satisfaction ScoresPurchase and Service Experience Report WalkthroughPurchase and Service Experience Report WalkthroughLoyalty PerformancePurchase LoyaltyPurchase ConquestsPurchase Conquest / Defection RatioPurchase One-and-DonePurchase One-and-DonePurchase One-and-DoneService Pulse

Reputation Management ReportPurchase Experience ReportExecutive Summary – PurchasePurchase Experience Net Promoter Score®Enhancing Customer Satisfaction with the Purchase ExperienceEnhancing Customer Satisfaction with the Purchase ExperiencePurchase Experience Additional QuestionsPercentiles by Sales Consultant/F&I ManagerYour Sales Consultants

Service Experience ReportService Experience ReportService Experience ReportExecutive Summary - ServiceService Experience Net Promoter Score®Enhancing Customer Satisfaction with the Service ExperienceEnhancing Customer Satisfaction with the Service ExperienceService Experience Additional QuestionsPercentiles by Service RepresentativeYour Service Representatives

Special ReportsSpecial ReportsCombined, Purchase, and Service Survey Quality IndexComments

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