Pictured: Grahame Rummery, Chief Executive of
Autoclenz
Market leading vehicle valeting firm Autoclenz aims to take
customer service to new heights by introducing a stringent set of
key performance indicators for all its managers and sales
force.
From Monday 10th October Autoclenz managers will be expected to
meet or surpass expectations in eight key areas:
• the percentage of customers giving feedback
• the time taken to address 'red alert' problems or
concerns
• the number of audits completed
• the time taken to address examples of non-conformance
• the cost of vehicle accidents
• the financial performance of areas
• the number of accounts lost per month
• the number of personal visits made to key accounts
Grahame Rummery, CEO of Derbyshire-based Autoclenz, says the new
KPIs will help Autoclenz to keep ahead of its competitors by
ensuring excellent levels of customer service.
"We're leading the way in the valeting industry and we're
convinced that by pushing ourselves we can genuinely help to raise
standards across the sector and improve the quality of our service
delivery," he said.
"These new key performance indicators will be linked to bonuses
for our managers and they will be rigorously enforced in order to
drive up standards even further."
Mr Rummery said Autoclenz managers already look after fewer
accounts across a smaller geographical area than many of its
competitors.
"We recognise that our managers can't manage effectively large
numbers of customer accounts as well as they might wish to. In
order that they spend quality time with their customers, we limit
the number of accounts each manager looks after," he explained.
"This enables us to provide a high-quality customer care
experience which our clients truly appreciate. But we know that we
can do more, and by measuring more effectively our management team
we believe we will be able to deliver a better service for our
customers.
"Nearly all our customers have some form of customer service
index or net promoter scores that they are measured against and it
is only right that we measure ourselves in a similar way."
The Autoclenz Key Performance Indicators
1 Customer care
Measuring and increasing the percentage of customers who give
feedback via the Autoclenz customer care scoring system.
2 Red alerts
Measuring and improving the time it takes for a 'red alert' (an
issue or concern raised by a client via the customer care scoring
system) to be fully addressed and resolved to the customer's
satisfaction.
3 Audits
Measuring the number of quality audits completed, for example
health and safety or site security, site safety etc.
4 Non-conformance
Measuring and improving the time it takes to address and rectify
examples of non-conformance to the Autoclenz ISO quality
system.
5 Accidents
Measuring and reducing the cost of vehicle accidents expressed
as a percentage of total sales of each of the managers.
6 Financial
Measuring each manager's financial performance against company
norms, budgets and forward expectations.
7 Terminations
Measuring more effectively the reasons why Autoclenz loses
business, allowing the firm to learn from mistakes and in turn
reduce the loss rate.
8 Key account visits
Discussing with the customer's management team their
expectations (is Autoclenz exceeding or disappointing them?),
measuring their comments and linking to an action plan where
appropriate.