5.1 Routinely review financial statements with dealer Aftersales management to monitor operation efficiency, increased profitability to support Aftersales absorption ratio, as well as compliance with company standards.
These SOPs are to be audited once in a quarter.
9.1 Monitor staff levels to ensure the appropriate number of staff is maintained & with compensation plans supporting manageable level of employee turnover
10.1 Maintain awareness of competitive dealership actions (Pricing, campaigns or network actions)
-
EXPECTED END RESULTS
MAJOR ACTIVITIES
KPIs
- Aftersales Revenue
- PMD includes Aftersales revenues (retail level at dealer or at wholesale level to dealer)
- PCP monitoring, Dispersion management ratio
-
- Identify opportunities and performance gaps on an outlet level related to key NSC revenue initiatives such as Express Service, Service Contracts, tire program, CRM, etc
- EW+DC Penetration
-
- Review Dealer and Service Advisor performance in terms of retention and sales per unit received including analysis for Lost customers activities
- Loyalty ratio
- Sales / unit
-
- Review Parts wholesale opportunities
- Key Parts sales volume
-
- Review dealer appointments ensuring healthy appointment ratio to ensure workshop balance
- Service Absorption rate (SAR)
-
- Works with dealer sales personnel to ensure dealer meets accessory sales targets
- Accessories Offtake / NVS
-
- Provide forecast of month-end and future Parts sale per assigned dealers
- Parts sales volume
-
- Support in the development of outlet level annual business plans including periodic reviews on progress (PDCA)
- .
- .
-
-
- Monitor Dispersion Management
- Dispersion Management ratio
-
- Increase Network expansion in Tier 3 / Tier 4 (through MSV Mobile Service Van)
-
-
- Marketing
- Explains NSC s Aftersales related marketing communication programmes
-
-
- Review outlet service marketing plans including advertising spend as well as assess the effectiveness of their efforts. Include reviewing dealer CRM program, service reminder calls, seasonal campaigns, and other related activities
-
-
- Provide recommendations on new & innovative ways to enhance service marketing efforts to increase customer retention
-
- Support NSC in national efforts like annual roadside assistance programme, trade shows, Aftersales display in motorshows, etc.
-
- Incentives
- Support NSC Aftersales leadership to develop incentive programmes to meet revenue and CSI targets. Also responsible for cascading this program to the dealers.
-
- Help Service Manager to formulate local dealer incentive programmes to promote sales/UR, CSI, Accessory sales, Technician productivity, etc
-
- Parts Inventory management
- Review dealer inventory to ensure retails parts fill rate target is achieved
- Mechanical CLPV
- BP CLPV
-
- Assist dealer in tracking aging parts back orders
-
- Support dealer in part number information (use of systems, basic part number knowledge training, etc )
-
- Business Management
- Service Absorption Ratio (SAR)
-
- Provide dealer management with benchmarking information in order to showcase potential P&L and Balance sheet related areas of improvement with monthly follow-up plan.
-
- Customer Satisfaction
-
- Review CSI scores (e.g. CS survey, Audit, Mystery shop) at an outlet & employee level to identify deficiencies and support the development of countermeasures, in order to ensure customer satisfaction and delight for all Customers
- OS-NPS (Overall Satisfaction Net Promoter Score)
- CPTV (Complaint per thousand vehicles)
-
- Address with management specific customer complaints to resolve quickly in compliance with ART
- ART (Average Resolution Time)
-
- Ensure quality closure of all complaints with complete customer satisfaction
- Explain to dealer latest recall campaign and technical service bulletins
-
- Provide Technical assistance to dealers for difficult repairs / diagnostics (long pending vehicles management)
- Clearance of Long Pending Vehicles (Mech., BP)
-
- Ensure dealers meet fix-it-right-first-time targets by reviewing dealer PDCA process
- SDD ratio (Same Day Delivery)
- FRFT ratio
-
- Conducts regular audit of warranty parts
-
- Provide field approval of warranty claims has the authorisation to do when required
-
- Ensure dealers clearly understands NSSW and AS-DOS and are compliant to the defined SOPs at the respective dealerships to minimise Customer s dissatisfaction and control Customer Complaints.
- SAMBHAV open action point result
- CPTV (Complaint per thousand vehicles)
-
- Facility
- Ensures dealers have enough work bay capacity to fulfil mid-term demand requirements
-
- Work with dealer to ensure sufficient Technician capacity in the short and mid-term
-
- Understand dealer agreements as it pertains to Aftersales, required performance and policy compliance for outlets
-
- Routinely document outlet performance via contact reports. Follow the requirements for minimum frequency of documentation as per the dealer performance management process in place
-
- Manage infrastructure renovation with DND support to align with DND Nissan policy
-
- Training
- Recruitment of dealership manpower as per the defined guidelines
- Qualification and experience of manpower as per NMIPL guidelines
-
- Ensuring manpower quantity per dealer position as per business requirement
- Staff quantity per dealer and position
-
- Conduct or support training of Aftersales personnel; monitor training status of outlet staff (training nomination, completion rate)
- Trained manpower ratio
-
- Ensure dealer Aftersales personnel complete requirement soft skill and technical training programs
-
- Conduct or support leadership coaching / training for Service Managers to maintain high performance and motivation in the teams
-
- Monitoring HR practices at dealerships to control attrition
- Attrition rate
-
- HR
-
9.2 Identify causes for high level of staff turnover and addresses issues with appropriate level of management
-
- Others
-
- Conduct periodic audits to ensure dealer complies to all NSSW, AS-DOS and 5S (Swachha Nissan activity) requirements
- RSPM Score
-
- Supports BPM dealer (Bottom Performance Management) improve its operations to gradate out of BPM program
-
- Act as a liaison between dealers and NSC to ensure two way communications and smooth operations
-
10.5 Deploy special initiative such as Nissan Customer Way (NCW)
-
10.6 Visit each of assigned dealer at least once per month including visit preparation prior to the event and submission of dealer visit report after the visit.
-
- Prepare other regular Aftersales reports outside dealer contact reports
-
- Perform other task outside not defined in the checklist (ex. Vehicle Sale role)
Gurugram Haryana India
