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Este trabalho é resultado daquilo que produzi ou ajudei a produzir, na sequência de uma reunião no Grupo Soauto, na qual assinalei: “Houston we have a problem”.
O problema era demasiado evidente e simples de enunciar: consistia na perda, em quatro anos, de perto de 40% das horas vendidas e algo menos na venda de peças de substituição. O que me pediam era para parar com esta “sangria” e retomar um caminho de sustentabilidade.
Escutar os clientes, aprender com eles e ter uma equipa que entendesse bem o que estava em causa era essencial para termos clientes felizes, os fidelizarmos e conquistarmos outros.
Utilizamos questionários para conhecer os desejos e necessidades dos nossos clientes, estudamos relatórios, com estudos de mercado, realizados por empresas especializadas, relativos a satisfação de clientes, debatemos os resultados do Inquérito Telefónico produzido pelas nossas Organizações, fizemos a análise detalhada do CSS (customer satisfaction survey) promovido pelas marcas, definimos planos de ação e métricas para avaliação das mesmos e os resultados são inequívocos: a queda de venda de horas continua, tal como a venda de novos, contudo, há sinais de que “estancamos a hemorragia”, já que estamos a conquistar mercado e, não menos importante, temos taxas de fidelização muito animadoras que indiciam que o negócio continuará a ter futuro.
This work is the result of what I produced or helped to produce, following a meeting in the Soauto Group, in which I pointed out "Houston we have a problem". The problem was too obvious and simple to enunciate: it consisted of the loss, in four years, of close to 40% of service hours sold and a little less in the sale of spare parts. I was asked to stop this "sangria" and return to a path of sustainability. Listening to clients, learning from them and having a team that understood what was at stake was essential to having satisfied, loyal customers and to win others. We used questionnaires to ascertain the wishes and needs of our customers, have studied reports with market studies carried out by specialized companies regarding customer satisfaction, discussed the results of the Telephone Survey produced by our Organizations, did a detailed analysis of the CSS (customer satisfaction survey) promoted by brands and define action plans and metrics to evaluate them and the results are unequivocal: the fall in sales of service hours continues, as well as the sale of new cars, however, there are signs that we have stopped the hemorrhage, we are already conquering the market and, not least, we have very encouraging loyalty rates which indicate that the business will continue to have a future.
This work is the result of what I produced or helped to produce, following a meeting in the Soauto Group, in which I pointed out "Houston we have a problem". The problem was too obvious and simple to enunciate: it consisted of the loss, in four years, of close to 40% of service hours sold and a little less in the sale of spare parts. I was asked to stop this "sangria" and return to a path of sustainability. Listening to clients, learning from them and having a team that understood what was at stake was essential to having satisfied, loyal customers and to win others. We used questionnaires to ascertain the wishes and needs of our customers, have studied reports with market studies carried out by specialized companies regarding customer satisfaction, discussed the results of the Telephone Survey produced by our Organizations, did a detailed analysis of the CSS (customer satisfaction survey) promoted by brands and define action plans and metrics to evaluate them and the results are unequivocal: the fall in sales of service hours continues, as well as the sale of new cars, however, there are signs that we have stopped the hemorrhage, we are already conquering the market and, not least, we have very encouraging loyalty rates which indicate that the business will continue to have a future.
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Gestão Pós-venda Mercado automóvel Fidelização de clientes