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Renault rolls out a global plan to improve service quality across its network . Since the launch of Renault Commitment 2009 in February 2006, Renault has rolled out a global plan to improve customer service quality, in order to position the future Laguna among the top three vehicles in its class in terms of product and service quality. . Renault's Excellence Plan for service establishes requirements at 20 key moments for customer satisfaction, a training package for the network, and financial incentives to reward service quality. A crucial component of performance and customer satisfaction, quality at Renault is an area where progress is vital. To honor its commitment on quality, the 2005-2007 Renault Excellence Plan (PER) seeks to take quality into the heart of the company's processes and to set new standards. The plan comprises five strands, applied company-wide: design robust vehicles; manufacture compliant vehicles; increase reliability for all types of use; ensure sales and aftersales quality; and instill a culture of quality at the company. The plan was rolled out across all the functions and applies to every product in every market where Renault operates. These efforts are starting to pay off: our vehicles are increasingly reliable, and the most recent models, like Clio 3 and Modus, have achieved very satisfying results right from launch. Customers must see Renault as service-oriented To an audience of 20,000 representatives of the global sales network on February 10, Carlos Ghosn justified the rollout of the Excellence Plan by stressing the importance of service quality for customers. "Our products have strong appeal now, but customers have had bad experiences of service. Service quality is extremely important and will make the difference between carmakers in the years to come." To improve in the key area of service quality, Renault broke new ground in 2005 with a detailed action plan. The Renault Excellence Plan for service, rolled out at the start of 2006, is intended to be permanent. Renault's aim is to make sure every customer has a positive, pleasant experience at every dealership in the network. Customers must see Renault as service-oriented. To quote Carlos Ghosn: "Visiting our dealerships must become a pleasant experience. Concretely, when customers walk in the door, they must enter another world, and feel listened to and looked after by professional staff. They must be fully satisfied with all the services delivered. That is the goal of PER4". The Excellence Plan for service is based on identifying customer expectations and the best way to meet those expectations, careful analysis of service quality at every dealership, motivation, training and measurement of progress. The customer's experience, a yardstick of service quality Renault has conducted ten international surveys of customer expectations in terms of automotive service at every stage in the sales and after-sales process. The results highlight simple, seemingly obvious expectations, but which are not fully satisfied at every dealership. On the basis of these expectations, Renault has defined 20 essential "behaviors" to help meet them. Renault thus commits to improve customer service standards at 20 key moments in the sales and after-sales processes; These moments relate to quality reception, prompt responses and clear information, i.e. all the ingredients of a service orientation. For example, before buying, all customers want to test-drive the vehicle of their choice. Therefore, it is vital to always be able to offer them that possibility. This attitude is intended to build trust between the network and its customers and will ensure lasting satisfaction. Dealership analysis Renault has implemented various resources and tools to thoroughly analyze the dealerships in the primary network in 26 countries (Reagroup dealerships and outlets), to check how standards are being applied and to implement action plans where necessary. The aim is to reduce disparities in results and offer the same standard of service quality at all the dealerships in the network. Motivation To motivate dealership staff, a special financial incentive has been introduced to reward service quality. Every sales and workshop team receives a bonus according to the percentage of fully satisfied customers. On February 10, 2006, Chairman Carlos Ghosn also launched a challenge, the Renault Global Quality Award, in the 26 countries covered by the Excellence Plan, for dealerships that achieve the best performance or progress on sales and after-sales service quality. A trained, competent network with a service orientation The Renault Excellence Plan for service meant reorganizing the training system and making the network functions more professional. To achieve those aims, Renault set up Renault Academy on December 1, 2005. Renault Academy is a global training platform designed to standardize the training policy for sales personnel and repairs technicians by creating a single catalogue of training for the network functions. Renault Academy performs three main tasks: managing network training, ensuring the quality and efficiency of training, and optimizing the resources invested. Under the Renault Excellence Plan for service, Renault Academy has introduced new behavioral training modules. Designed for the sales and after-sales functions, behavioral training is intended for staff who deal with customers: sales advisors, service advisors, delivery advisors, sales supervisors, and workshop supervisors. For each of these functions, these modules seek to develop behavior that is focused on customer satisfaction and thus build a genuine service orientation at Renault. Progress measurement To move forward more efficiently on improving customer satisfaction, progress needs to be measured. To quote Carlos Ghosn: "The sales process is extremely important for winning new customers, who we need to increase our sales by 800,000 vehicles. We will set up monitoring indicators and surveys, not just to see how our customers rate the quality of our sales process, but mainly to understand what's going wrong. What can we do to convince customers that the Renault is an experience worth trying?" We already have monthly surveys. Every month Renault surveys 4,000 customers about new vehicle sales and 32,000 customers about after-sales service. We are now stepping up mystery customer surveys to check how the 20 essential behaviors are being applied. In 2006, 2,500 mystery customer surveys were conducted at the 415 sales dealerships and 900 after-sales outlets. Meanwhile, JD Power's 2006 Car Customer Satisfaction Index (CSI) ranked Renault 9th out of 26 carmakers. Renault remains the leader for cost-in-use and comes 5th for after-sales service satisfaction. Renault is also continuing to expand after-sales banners, to provide customers with fast, quality service. This year Renault celebrated 20 years of the Renault Minute banner, as well as the opening of the 1,000th Renault Minute in Algeria, and the 600th Renault Minute Bodywork in Turkey. sursa: renault.com

Renault rolls out a global plan to improve service quality across its network

. Since the launch of Renault Commitment 2009 in February 2006, Renault has rolled out a global plan to improve customer service quality, in order to position the future Laguna among the top three vehicles in its class in terms of product and service quality.
. Renault's Excellence Plan for service establishes requirements at 20 key moments for customer satisfaction, a training package for the network, and financial incentives to reward service quality.

A crucial component of performance and customer satisfaction, quality at Renault is an area where progress is vital. To honor its commitment on quality, the 2005-2007 Renault Excellence Plan (PER) seeks to take quality into the heart of the company's processes and to set new standards. The plan comprises five strands, applied company-wide: design robust vehicles; manufacture compliant vehicles; increase reliability for all types of use; ensure sales and aftersales quality; and instill a culture of quality at the company. The plan was rolled out across all the functions and applies to every product in every market where Renault operates. These efforts are starting to pay off: our vehicles are increasingly reliable, and the most recent models, like Clio 3 and Modus, have achieved very satisfying results right from launch.

Customers must see Renault as service-oriented

To an audience of 20,000 representatives of the global sales network on February 10, Carlos Ghosn justified the rollout of the Excellence Plan by stressing the importance of service quality for customers. "Our products have strong appeal now, but customers have had bad experiences of service. Service quality is extremely important and will make the difference between carmakers in the years to come." To improve in the key area of service quality, Renault broke new ground in 2005 with a detailed action plan.
The Renault Excellence Plan for service, rolled out at the start of 2006, is intended to be permanent. Renault's aim is to make sure every customer has a positive, pleasant experience at every dealership in the network. Customers must see Renault as service-oriented. To quote Carlos Ghosn: "Visiting our dealerships must become a pleasant experience. Concretely, when customers walk in the door, they must enter another world, and feel listened to and looked after by professional staff. They must be fully satisfied with all the services delivered. That is the goal of PER4".
The Excellence Plan for service is based on identifying customer expectations and the best way to meet those expectations, careful analysis of service quality at every dealership, motivation, training and measurement of progress.

The customer's experience, a yardstick of service quality

Renault has conducted ten international surveys of customer expectations in terms of automotive service at every stage in the sales and after-sales process. The results highlight simple, seemingly obvious expectations, but which are not fully satisfied at every dealership. On the basis of these expectations, Renault has defined 20 essential "behaviors" to help meet them. Renault thus commits to improve customer service standards at 20 key moments in the sales and after-sales processes; These moments relate to quality reception, prompt responses
and clear information, i.e. all the ingredients of a service orientation. For example, before buying, all customers want to test-drive the vehicle of their choice. Therefore, it is vital to always be able to offer them that possibility.
This attitude is intended to build trust between the network and its customers and will ensure lasting satisfaction.

Dealership analysis

Renault has implemented various resources and tools to thoroughly analyze the dealerships in the primary network in 26 countries (Reagroup dealerships and outlets), to check how standards are being applied and to implement action plans where necessary. The aim is to reduce disparities in results and offer the same standard of service quality at all the dealerships in the network.

Motivation

To motivate dealership staff, a special financial incentive has been introduced to reward service quality. Every sales and workshop team receives a bonus according to the percentage of fully satisfied customers.
On February 10, 2006, Chairman Carlos Ghosn also launched a challenge, the Renault Global Quality Award, in the 26 countries covered by the Excellence Plan, for dealerships that achieve the best performance or progress on sales and after-sales service quality.

A trained, competent network with a service orientation

The Renault Excellence Plan for service meant reorganizing the training system and making the network functions more professional. To achieve those aims, Renault set up Renault Academy on December 1, 2005.
Renault Academy is a global training platform designed to standardize the training policy for sales personnel and repairs technicians by creating a single catalogue of training for the network functions. Renault Academy performs three main tasks: managing network training, ensuring the quality and efficiency of training, and optimizing the resources invested.
Under the Renault Excellence Plan for service, Renault Academy has introduced new behavioral training modules. Designed for the sales and after-sales functions, behavioral training is intended for staff who deal with customers: sales advisors, service advisors, delivery advisors, sales supervisors, and workshop supervisors. For each of these functions, these modules seek to develop behavior that is focused on customer satisfaction and thus build a genuine service orientation at Renault.

Progress measurement

To move forward more efficiently on improving customer satisfaction, progress needs to be measured. To quote Carlos Ghosn: "The sales process is extremely important for winning new customers, who we need to increase our sales by 800,000 vehicles. We will set up monitoring indicators and surveys, not just to see how our customers rate the quality of our sales process, but mainly to understand what's going wrong. What can we do to convince customers that the Renault is an experience worth trying?"
We already have monthly surveys. Every month Renault surveys 4,000 customers about new vehicle sales and 32,000 customers about after-sales service. We are now stepping up mystery customer surveys to check how the 20 essential behaviors are being applied. In 2006, 2,500 mystery customer surveys were conducted at the 415 sales dealerships and 900 after-sales outlets.

Meanwhile, JD Power's 2006 Car Customer Satisfaction Index (CSI) ranked Renault 9th out of 26 carmakers. Renault remains the leader for cost-in-use and comes 5th for after-sales service satisfaction.
Renault is also continuing to expand after-sales banners, to provide customers with fast, quality service. This year Renault celebrated 20 years of the Renault Minute banner, as well as the opening of the 1,000th Renault Minute in Algeria, and the 600th Renault Minute Bodywork in Turkey.

sursa: renault.com

Doamne ajută să facă aşa cum zice...

Că înafară de preţuri bune versus dotări, Renault nu prea le are cu satisfacerea clienţilor după vânzare...

Da' nu vrea renaultul sa faca ceva si in domeniul service-ului efectiv (reparatii la masina), nu doar a serviciilor vanzare si postvanzare?
Am inteles ca e bine sa ai servicii bune pe zona de vanzare, dar in zona de service/repair nu face nimicuta?

Nu, fiindca Loganul nu se strica, ci "Asa face toate"...

.........
Under the Renault Excellence Plan for service, Renault Academy has introduced new behavioral training modules. Designed for the sales and after-sales functions, behavioral training is intended for staff who deal with customers: sales advisors, service advisors, delivery advisors, sales supervisors, and workshop supervisors. For each of these functions, these modules seek to develop behavior that is focused on customer satisfaction and thus build a genuine service orientation at Renault.........

Ceva ceva tot a băgat şi pe partea de service..., instruire cum să satisfacă clientul...

Sper sa faca ceva, nu stiu ce "putere" au practic asupra concesionarilor (sau cum se numesc) din Romania, ca asta ne intereseaza pe noi si cum vor sta cu biciul pe ei ... ca de dat o nota interna cum ca alea alea e usor ... speram.

Nu instruire trebuie sa faca ... ci sa angajeze oameni care isi dau interesul sa faca treaba buna si nu de mantuiala.

Vedeti ca planul asta a fost conceput in 2005 si e pentru tarile cu apa calda. Eu nu am vazut nici o schimbare in 2006 la calitatea serviciilor din service si la cantitatea de nervi pe care trebuie sa o acumulez cand trec pe acolo (noroc ca nu prea des...).

Stirea a fost lansata pe site-ul renault in 12.12.2006.

Da' nu vrea renaultul sa faca ceva si in domeniul service-ului efectiv (reparatii la masina), nu doar a serviciilor vanzare si postvanzare?
Am inteles ca e bine sa ai servicii bune pe zona de vanzare, dar in zona de service/repair nu face nimicuta?

postvanzare inseamna exact tot ce tine de un concesionar dupa ce vinde o masina (intretinere, reparatii, garantii, caroserie, sfatuire...)

COMMITMENT TO QUALITY

When it comes to quality, Renault's ambition is clear: for New Laguna, and then every other model in the Renault range, to rank in the Top 3 in its segment in terms of product and service quality.

Commitment to quality: from top-quality products...

Renault Commitment 2009 has introduced a new dimension to Renault's approach to quality, with a commitment to make New Laguna one of the top three vehicles in its segment in terms of both product and service quality. New Laguna offers an illustration of Renault's determination to respect its commitment across the whole of its line-up.
Significant progress has already been made towards achieving this goal. Clio III, Modus, Logan and Laguna II have all received recognition for their quality and reliability. These excellent results are the fruit of a structured approach to improving quality, first adopted in 2003 as part of the Renault Quality Plan (2003-2004) and continued with the Renault Excellence Plan (2005-2008). The aim of this approach is to ensure quality in all company processes by rolling out a series of standards. It covers all areas of work, from vehicle design to after-sales, including manufacturing and sales. In order to ensure that the results obtained are objective, quality is measured by means of multi-manufacturer surveys conducted by independent bodies.

… to top-quality services

Renault's commitment to quality does not stop at the quality of its products; it has also embarked upon a programme designed to improve the quality of the services it delivers to its customers. The customer should be able to consistently find the same, high-quality service in any Renault outlet worldwide, whether they are buying a vehicle or seeking after-sales support.

To this end, Renault has taken inspiration from the processes used in its plants to standardize its sales and marketing functions.

As regards sales, standard processes are now used from the moment an order is received to the final handover of the vehicle, while for after-sales, they cover every stage from taking appointments to returning the vehicle to the customer.

Each stage has been identified, analyzed and optimized, and great care has been taken to ensure that corrective action is taken whenever glitches are detected in the processes.
Ultimately, Renault is confident in its ability to propel first New Laguna, then the whole of its line-up, into the quality Top 3. Everyone in the company is fully committed to turning these goals into reality, and the recent results of Clio III, Modus and Laguna II are testament to the fact that the processes deployed are working.

sursa: renault.com