LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER The effectiveness of customer satisfaction measurements A Ford of Mexico case study Leopold Zuñiga Hernandez Angela Momney Jorge Cherbosque FORD OF MEXICO DEALER NETWORK CULTURE AND CUSTOMER SATISFACTION Empowerment to become active participants is continuously encouraged to all dealerships As one of the most highly competitive manufacturers in the automotive industry, Ford has long understood the importance of measuring customer satisfaction Customer satisfaction with purchase, product, and service experience is ultimately critical to any industry It is especially important to the automotive industry, a service-based business to customers THE EVOLUTION OF FORD OF MEXICO’S CUSTOMER SATISFACTION PROGRAM High satisfaction directly translates into increased customer loyalty The customers’ loyalty then in turn helps dictate the financial state of Ford at both a dealership level and company level Furthermore, loyalty leads to the most important aspect of any industry, return of investment (ROI) Satisfaction research reinforces the premise that repeat customers showed higher satisfaction and dealership recommendation ratings compared to non-repeat customers This supports the continuous cycle of customer satisfaction and loyalty Customer satisfaction is imperative to Ford’s growth However, together with maintaining high satisfaction, Ford of Mexico has also understood the importance of creating a community in which each dealership feels a place in Ford’s culture There is a sense of partnership for each dealership In this partnership they can identify challenges and opportunities Copyright © ESOMAR 2005 The Background: Ford’s Path to Customer Satisfaction Measurement Ford Motor Company has a vast dealer network in Mexico which includes over 140 dealerships nationwide Each dealership handles vehicle sales/ leases and service Ford Motor Company has been measuring and tracking customer satisfaction since the early 1990s The evolution of Ford’s satisfaction program can be summarized into three distinct phases Each phase/program had its own theory and methodological approach based upon the key objectives of the market The first program was the Customer Satisfaction Index (CSI) This program was designed in 1990 and was conducted to 1995 Although this program provided monthly feedback, dealers could not obtain specific information on how to improve their performance Too often, dealers used the program as a report card Results were used to either reward or penalize their employees rather than making any improvements in either the sales or service processes In 1995, the Ford of Mexico research department, Ford GCI, in joint partnership with its  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER global customer satisfaction supplier, RDA Group, set out to develop a customer satisfaction program that would help measure and increase overall satisfaction They formed the next program called Quality Commitment Program (QCP) While there were great improvements in regards to satisfaction, QCP provided the dealerships with a large amount of diagnostic information However, this vast amount of information was overwhelming; it was very complex and difficult for the different levels of the dealer network to understand At the time QCP was implemented, there was a company effort called “Sales 2000”.1) Sales 2000 was a set of standardized procedures and customer service needs To simplify the whole process, Ford GCI and RDA Group designed the Customer Viewpoint Program (CVP) The program’s primary structure was based off the US Customer Viewpoint program The main focus of the program is to continuously measure the true voice of the customer (VOC) for increased ROI This initiative made a significant shift in overall sales satisfaction In contrast to the first two customer satisfaction programs, CVP has been designed to provide a user-friendly tool to both management and the dealer network Customer Viewpoint is based on fulfilling specific “customer expectations.” The expectations were developed as a result of qualitative research conducted in all major cities of Mexico An in-depth moderation guide was developed to probe into the customers’ needs and wants when they purchase or service a vehicle The results were developed into a standard set of sales and service customer expectations In essence, the customer expectations illustrate, for all dealerships, what their customers expect from them They represent the specific functions in the sales and service processes that are most important to customer satisfaction and loyalty The most important element of the expectations is they are written from the customer’s point of view They Copyright © ESOMAR 2005 represent the true voice of the customer Metrics that were included in the past such as “Greet within two minutes” were excluded from the measurement because it is not necessarily important to the consumers It was found from the research that the customers need and want prompt acknowledgement Therefore the metric was revised to “Promptly acknowledge me when I arrive at your dealership” Customer expectations provide the foundation for evaluating the sales and service processes at all dealerships The expectations were summarized into questions and formatted into the structure of a telephone questionnaire The questionnaire was piloted and the ongoing tracking study was implemented in 1998 Each dealership received monthly feedback of their customer’s evaluation on the key customer’s expectations for sales and service Ford de Mexico’s current program CVP - A Continuous Cycle As figure illustrates, Customer Viewpoint is based on a continuing cycle of improvement • It starts with Customer Expectations They identify what customers want in their sales and service experience with dealerships Ford of Mexico dealers surpassing these expectations find customers will want to return to the dealership for service and to purchase their next vehicle “Totally Satisfied” customers will be the customers who are most likely to recommend the services of the dealership to family members and friends • Customer Viewpoint Surveys obtain valuable feedback from customers on their satisfaction with their sales and service experience The key elements of a customer’s expectations are measured • Customer Viewpoint Reports summarize customer feedback to each dealership Based on the reports, both process issues and areas for improvement within the dealership are identified  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER Based on this information, Process Improvements can be made It’s a continuing cycle of improvement When Customer Viewpoint information is utilized, process improvements will continually be made Dealerships will have more satisfied customers who will continue to return to the dealership for service and to purchase their next vehicle These customers also become the strongest advocates for the dealership and its products • Figure Overall, Customer Viewpoint is a customer satisfaction process that puts a management tool in the hands of the dealers, enabling them to improve their customers’ satisfaction with key sales and service processes The net result of customer satisfaction improvement will be increases in repeat purchase and referral business … adding to the dealers’ overall growth and profitability The Ford Customer Viewpoint process has been successfully launched in varied markets as the United States, Canada, Mexico, Europe, Venezuela, Ecuador, Colombia, Thailand, Philippines and India In each market, Customer Viewpoint has been customized to the needs of the local market prior to its launch Disjoint of the Research Results to the End Users From the start of CVP in 1998, it began delivering positive performance results Dealerships were very anxious to receive their reports and view their Copyright © ESOMAR 2005 monthly performance Small dealerships received three-month rolling feedback, while the larger dealerships received both one-month and threemonth rolling feedback Process improvements were being made and customer satisfaction objectives were met However, three years after launching the satisfaction program, aggregate national performance reached a plateau Customer satisfaction performance was stagnant because the measurement results were not being understood by the dealer network One obstacle to higher satisfaction results became apparent: a lack of understanding of how the reports were being actualized Dealer principals were calling Ford management with concerns and questions in regards to the program All levels of the dealerships were using the information from the CVP reports, however to different degrees Some were well educated while others were less educated Therefore, questions in regards to sampling, monthly report comprehension, overall satisfaction score calculations, why the reports only measured customer satisfaction vs vehicle quality satisfaction, etc This issue was discussed among management and also with the dealer council From questions from the dealer network, it was concluded that the dealerships did not understand the research results It became apparent that the results, although developed to be completely user friendly, were still unclear The dealer network did not understand how to read their package of reports in order to make process improvements Additionally, due to a lack of knowledge, distrust amongst the dealer network was starting to form and dealers began to question the study’s reliability They were unsure of the study’s methodology, sample frame, and reporting In some cases, dealers that were performing below the national objective felt there was some invalidity with the interviewing process, sample frame, and score calculations They were also unsure of the changes throughout the program’s evolution  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER They felt that the changes were opposed to them instead of in their favor The gap of the disjoint of the research to the end users was becoming much greater THE SOLUTION: A NATION-WIDE TRAINING Communicating the Research Results to One Binding Ford Community The Ford of Mexico community needed to come together to discuss the research results Ford GCI and RDA Group set out to develop a customer satisfaction training program for the entire dealer network of Ford of Mexico Dealerships from all areas of Mexico would be required to attend The training would explain the research objectives of the program, how to understand the results, and the recommended courses of action required by each individual dealership The first step in designing a nation-wide program was to develop a comprehensive user manual The original manual would provide the theoretical background to the program, its evolution, expectations and the cycle for process improvement It would include explanations of the sampling, surveys, rating scales, scoring and the reporting process, a review over all the individual reports and metrics, and how to use the reports in conjunction with internal measurements (hot surveys) To illustrate the development of the program, video clips from the customer expectation research would be shared This would reinforce that the entire focus of the study is to understand the voice of the customer The next step was to design the presentation, communicating the use of the program manual and reviewing the manual in an interactive manner supported by concrete examples However, it was a challenge to dynamically provide information of interest to various levels and various regions Ford GCI and RDA Group selected an outside moderator psychologist to present the results in a motivational format Ford GCI, along with RDA Group, met with Copyright © ESOMAR 2005 the Mexican psychologist, Jorge Cherbosque, to enhance the presentation Motivational tools were then incorporated into each facet of the training It was important to impart a vision of the philosophy, that individuals and organizations have much in common and that they are working in one binding Ford community, behind the motivation portion of the CVP training In this community there is a need to grow, thrive, develop, create and pursue excellence The object was to apply ideas and capture the energy and commitment of employees by enrolling them in this vision The emphasis is to communicate that they are key protagonists in ensuring that the organization achieves this potential The psychologist not only taught the skills to review performance but also the skills to help dealerships create an environment of inclusion that fosters curiosity for learning He pointed out that there is a certain safety to acknowledge mistakes, motivation in correcting them and the sense of ownership needed to play a key role in the vision for the future The training also focused on the principle of “uni-cability” This is the process to connect people’s unique talent and their passion Motivational processes such as dealership empowerment and leadership activities were incorporated into the manual review as well Overall, the final product became a high energy, fun, training tool Personnel from the Ford Marketing Department (Global Consumer Insights) conducted the training in conjunction with the research supplier, RDA Group The 2001 dealership training was conducted in the six major metropolitan cities of Mexico Ford of Mexico wanted to ensure dealerships from all regions of Mexico had the opportunity to attend the training Immediate results: An upward shift in the overall satisfaction trend The evaluations of the training were extremely positive In fact, 87% of the dealer network stated they “would definitely/probably recommend” the  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER course to other dealers Many of the dealers found the question and answer session to be extremely beneficial Dealer representatives were able to openly express many of the doubts, concerns, and questions they had about the CVP program This was the first time many dealers had been exposed to this level of detail After the training the dealers were more equipped to utilize the tools and knowledge gained from the training to apply the CVP process Since Ford addressed all aspects of the study, it increased the dealerships’ trust in the methodology and reports for the program The training was overwhelming successful, with an apparent increase in overall dealership satisfaction performance for sales and service After the training, dealerships were able to effectively use the monthly customer satisfaction results For the first time since the initial launch of the Customer Viewpoint Program, the entire dealer network of Mexico used the research results to enhance their internal sales and service processes True understanding of their customer expectations ratings increased dealership performance Customers were more satisfied than in prior years After the implementation of the training, there was a significant increase in performance Finally, the CVP program was now being understood and used by dealer personnel in an effective manner The dealer network was reaching national objectives for both sales and service INCREASING COMPETITION REQUIRED HIGHER LEVEL TRAINING USING STRATEGIC TOOLS Competition in the Mexican automotive market Although a drastic shift in overall customer satisfaction performance was achieved, this was only the beginning of a comprehensive process of customer satisfaction improvement Honda had entered the Mexican market in early 1995, during the worst part of the economic crisis Honda’s entry brought a higher standard in regards to customer expectations Toyota, Renault and Peugeot announced their entry into Mexico in 2003 The competition in the Mexican automotive market was on the rise Toyota, already an outstanding performer in the U.S market and one of the largest vehicle manufacturers in the world, was about to enter the market Additionally, due to economic fluctuations, industry sales were down from prior years In order for the Ford dealer network to effectively compete in Mexico, further strategies needed to be designed Figure Copyright © ESOMAR 2005  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER A new training plan Ford of Mexico and RDA Group conducted the training from 2001 on an annual basis However, once the market changed, Ford GCI and RDA Group knew they had to go beyond maintenance of the dealership training to understand the program’s basic market research measurements Future training would need to provide the dealerships with a strategic tool package along with the basic CVP program knowledge be better facilitated by small improvements in the waiting room to create a more guest-like feel for the customer The objective of the module was to provide suggestions to the dealerships but, more importantly, open a forum of discussion for the dealerships With this set-up, the dealerships could share suggestions among the dealerships in their area By sharing opinions and suggestions, the network could come together in order to improve overall dealer satisfaction The dealership training committee met again and brainstormed possible avenues to direct the next training Ford GCI and RDA Group decided to enhance the training with several new modules First and most important was a program review After an in-depth program review, an interactive “best practice” module was incorporated into the training Furthermore, a significantly more in-depth motivational segment focusing on excellent customer service, customer personality assessment, and John Wooden’s Pyramid of Success was included Motivational sector: A more in-depth segment Excellent customer service Customer service techniques were discussed in a simple personal/ procedural quadrant Dealerships were taught how to coordinate their internal processes in order to provide quality customer service Basic principles, stressing the importance of knowing the customer, the resources available and presenting a positive attitude, were reviewed Discussions, along with illustrative stories, communicated how to make the customer feel important through listening techniques, along with offering solutions to the customers An open forum: Discussions of sales and service best practices The “best practice” model was an interactive review of the sales and service processes A “best practice” was directly linked to each expectation in the sales and service process The recommended practices were developed from both U.S knowledge and experience and the Mexican dealers and management, along with past training programs All practices were specifically customized for the Mexican market Each sales and service process/expectation would be presented and illustrated Afterwards, a tool would be suggested with dealership process improvements/ enhancements For example, when discussing the delivery process, suggestions were given on how to make the process a celebration for the consumer rather than just delivery of a new vehicle In the case of service, the process of customer handling could Copyright © ESOMAR 2005 The whole brain model There was an apparent need for a psychological drill-down of customers’ needs in order to best meet their expectations Ford GCI and RDA Group realized the assessment would have to be more in depth and focused on how to understand individual consumers’ personality types in order to best serve both their individual needs along with the main customer expectations Once again, the psychologist assisted us with his expertise He suggested reviewing the strengths and challenges present in the dealership Dr Cherbosque utilized the latest psychological and social anthropological techniques concerning behavioral change and attitude adjustment The dealer personnel were instructed on what is critical for customers within the dealership environment and how to win the confidence of the customer A critical first step in developing the ability to deal with  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER differences is an awareness of one’s personality and personal work styles in order to understand reactions to others Awareness precedes choice and understanding oneself is fundamental in communicating and resolving problems effectively with others and in managing emotional reactions and behavior The Herrmann Brain Dominance Instrument model was selected to be the most ideal user-friendly tool to diagnose personality type in an on-site atmosphere The “Whole Brain Model” of understanding work styles was developed by Professor Herman This model was powerful, easy to learn, remember and most importantly, fun It had helpful applications in understanding other people’s motivators The Whole Brain Model is based on the brain dominance theory.2) It is designed on four stable discreet personality clusters of preference Much of this theory of work is based on the right brain/left brain theory The left brain is involved in processing information on abstracts, time, plans, verbalizations, and most logical and rational thinking The right brain functions more on metaphors, visualizations and the ability to create and innovate new ideas Within each hemisphere there are two unique brain systems The outer part of the brain is more abstract and intellectual The inner part is more concrete and emotional These four parts of the brain provide a four-quadrant module, the HBDI Whole Brain Model The four parts are defined by the following clusters: logical rational, big picture creative, organized planned and interpersonal feelings Over 500,000 HBDI surveys were scored to verify the theory that four stable, discrete clusters of preferences exist Participants learned about their working styles along with customers’ preferences by playing “the diversity game” The diversity game assigns a color to each quadrant Questions are placed on colored cards and the personality type can easily be assessed by the color type chosen The dealerships are then trained on how to read their customer types by asking simple questions Communication strategies are then presented for each color quadrant type with discussions on how to communicate and effectively resolve conflicts with customers and coworkers Figure Copyright © ESOMAR 2005  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER Afterwards, role playing was conducted in how to identify the motivators of each of the potentially diverse customers Pyramid of Success The Pyramid of Success was designed by John R Wooden, the former head basketball coach for UCLA Wooden designed his own pyramid on what he defined as a solid foundation for success Elements such as industriousness, friendship, loyalty, cooperation, and enthusiasm were the foundations of success In the training, the psychologist reviewed John Wooden’s pyramid and assigned each group to create a pyramid, selecting the elements in which they as a team found to be their foundation to success Afterwards, each dealership shared their pyramid The activity helped unite the dealer network and focused on their potential for future success Training rollout for 2003 The training was administered in the metropolitan cities of Mexico City and Monterrey All dealerships were invited to attend a full-day training session There were three individual presentations: CVP Review, Sales and Service Best Practices and the motivational portion called “Radiating Possibilities” Ford GCI and RDA Group selected the best suited presenters for each segment The Ford GCI Manager presented the CVP Review of the updated 2003 CVP Training Manual in an interactive manner Dealers were able to express questions to the study’s methodology, sampling, or reporting The Ford sales and service managers presented the Best Practice segments The managers were the subject manner so they could easily lead a very open forum Additionally, the managers summarized the shared Best Practices into an interactive website for the entire dealer network to share For the Radiating Possibilities portion, Jorge Cherbosque presented his motivational materials and led the interactive activities, including the Whole Brain Model Copyright © ESOMAR 2005 Evaluations from the dealer network The 2003 training was well received by the Ford dealership network All the Ford dealers rated the Motivational Behavioral “Radiating Possibilities” portion as “excellent/very good” Many dealers commented they enjoyed the ability to compare their own individual personality type in conjunction with their customers’ personality types in order to increase overall satisfaction The majority of the sales and service personnel found the motivational portion of the course to be very beneficial for their dealership The course helped them create customer service strategies based on understanding potential new customers They also enjoyed the interaction format of the course itself Many dealers commented that they enjoyed the ability to participate freely during the training to express their opinions However, it was found that some dealerships did not want to share their specific “best practices” with the entire dealer network Due to the competitive structure of some dealerships, there were some practices certain dealerships wanted to maintain and keep in their own business Overall, the module was deemed a great addition to the training Dealerships found the CVP Review very helpful It was especially helpful to new staff to the Ford dealer network, providing an opportunity to learn hands-on all the details of the study, so they could best use the tools After the evaluations were reviewed, Ford GCI and RDA Group had hoped they would experience a shift in overall satisfaction ratings as they did years before However, the satisfaction trend was not as dramatic of a shift as the prior training In a continuously evolving automotive market, Ford of Mexico and RDA Group knew they needed to stay abreast and create an even more highly innovative package; a level beyond standard market research  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER The sales and service “best practices” were useful but they were difficult to measure internally outside of the customer satisfaction program The psychological techniques assisted customer needs and assessment but not to the level necessary to meet customer expectations Ford of Mexico and RDA Group went back again to the drawing board The issue was to take the training to a more creative, innovative, strategic level Figure A HIGHER LEVEL: TRAINING WITH SIX SIGMA AND MYERS BRIGG A more strategic and internally measurable approach To enhance the training, a set of user-friendly Six Sigma tools was incorporated into the design, as well as the motivational segment with a Meyer-Briggs customer assessment technique The Six Sigma application was different from the sales and service “best practices” of the prior year as it was vastly more strategic and internally measurable Additionally, Six Sigma was an applied strategy for the Ford Motor Company, with many staff members becoming black belt and green belt certified It was the perfect moment to implement a Six Sigma strategy to the dealer network Six Sigma provides a structured approach to improve customer driven processes It links rationally to customer service, thus a customer focus process It provides a clearly defined path to being customer focused The Six Sigma process identifies all possible errors along with possible variability in process After identifying possible errors or variability a Six Sigma provides a standardized step-by step process with specific tools for conducting projects This is called DMAIC: Define, Measure, Analyze, Improve, and Control The process is systematic and consistent, eliminating error and helping achieve almost perfect quality in all procedures Copyright © ESOMAR 2005 One challenge was illustrating the Six Sigma3) approach Many view Six Sigma to be highly statistical and hard to comprehend It was important to ensure that all levels of the dealer network understood the methodologies The key was to simply, simplify, simplify The certified Black Belt Ford GCI manager, along with accredited RDA Group, worked together to design a comprehensive Six Sigma application for the CVP Program Each sales and service process element was evaluated and presented Possible errors or variability for the process was discussed in great depth Finally, a Six Sigma tool was assigned and designed for each sales and service process element/customer expectation In order to ensure dealership comprehension, an interactive onsite activity was conducted at the training in which each dealer group identified a potential error or variability within their dealership and then applied the recommended tool The tools which were illustrated included: The Affinity Diagram, the Critical to Quality Tree, the Cause and Effect Diagram, and the Failure, Mode and, Effect Analysis (FMEA)  LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER The Affinity Diagram and Critical to Quality Tree The Affinity Diagram was selected because of its simplicity It is a tool which aids in the critical assessment and analysis of qualitative customer statements by: • Organizing language data into related groups; • Stressing creative or intuitive thinking; • Helping identify patterns in the voluminous amounts of data or statements from the customers; • Useful to organize ideas, issues, relationships between customer needs and wants and the dealership sales process; • Encouraging ownership of results The best approach to train the dealerships was an interactive one Each dealership group was assigned to brainstorm their own reception process for sales Their assignment was to write each step of the process onto flash cards Then they were to discuss how to arrange the process steps into groups The exercise helped the dealerships understand the linkages between the steps and the potential causal relationships Finally, the dealership groups were instructed on how to incorporate the cards/ relationships into an Affinity Diagram (EXCEL) The Critical to Quality Tree (CTQ) tool was selected because of its ability to simplify a complex process and measure it internally The repair order review portion of the service process is extremely complex The CTQ helps in many of the following ways: • Translates customer language into service-based requirements; • Transfers broad customer requirements into specific CTQs; • Helps the dealership move from high-level to detailed specifications; • Ensures that all aspects of the customer needs and wants are identified and assessed A highly interactive training approach was again used Blank CTQ worksheets were distributed and the dealers worked in groups to list each general Copyright © ESOMAR 2005 customer need or want The dealership personnel had to develop key customer drivers from the general needs and wants They were instructed to keep the drivers and the associated general needs and wants on separate branches of the tree Afterwards, the dealers worked in groups and discussed, debated, and reached consensus concerning the final set of derived CTQs Motivational segment: Behavioral elements of CVP and leadership The exercise to break down the behavioral elements of CVP illustrated which elements could be improved by attitudes and training and which elements could be improved by process improvements Each of the expectations/process elements were summarized into a personal/procedure label For example, Attitude and Level of Attention upon Arrival is a behavioral element It can only be improved by additional service training for the sales or service consultants to enhance good customer service In the area of Delivery Satisfaction this expectation is much more procedural based It depends much more on logistics and the ability of the sales/service advisor to follow a specific process that is defined not only by Ford systems but also by the individual dealership The elements of leadership were also a part of the training In this segment the dealerships were taught they are all leaders, no matter what their position The main principals of leadership were discussed: • Challenge the Process • Create/Inspire a Team Vision • Enabling Others to Act • Model the Way • Encourage the Heart Participants were asked to rate themselves on each leadership element This was followed by group discussions on possible avenues of improvement in each area 10 LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER An animal approach to personality types: Kerisey’s Temperament Model The psychological portion of the training incorporated the Keirsey’s Temperament model This model is based on the Meyer-Briggs personality assessment (MBTI) The Temperament model is more detailed and applicable to the customer expectation assessment MBTI was selected because it was a critical step in developing the ability to deal with differences to aid in the awareness of one’s work styles to understand personal reactions to others MBTI helps individuals learn about themselves and their preferences The MBTI is neither judgmental nor pejorative, rather it helps raise self-esteem It helps assess the fit between person and job and shows how to persuade and influence others It also indicates why some things come easily to people and why other things are more difficult to The Temperament model takes the 16 MBTI personality types4) and divides them into four basic temperaments • NT: Rationalists/Conceptualizers • NF: Idealists • SJ: Guardians/Traditionalists • SP: Artisan/Experiencers The dealer network was given a brief quadrant type questionnaire with simple questions such as: Where I draw my energy? • Do they gather their energy from the outside world or inside world? - Extroverts get their energy from the outside world - Introverts get their energy from within How I make my decisions? • Do they tend to think rationally on facts or more on emotions and human values? - Thinkers tend to make their decisions rationally and based on facts - Feelers tend to make their decisions based on human values Copyright © ESOMAR 2005 How I operate, what way? • Do they plan their decisions or just go with the flow and adapt with life? - Judgers tend to control, plan and predict their decisions - Perceivers tend to more adaptable and spontaneous How I perceive the world? • Do they base things on experience? • Do they base things on possibilities? - Sensors base things on detail and fact - Intuitives base things on global assessments and search for possibilities To make the application easy to understand, each of the four temperaments was assigned an animal label so each temperament could be easily identified Labels were assigned to match stereotypical animal characteristics to personality characteristics: • NT – Rationalists/Conceptualizers – Owls • NF – Idealists – Dolphins • SJ – Guardians/Traditionalists – Beavers • SP – Artisan/Experiencers – Foxes The dealers assessed their personality type by the four animal categories Each attendee was given a name tag label with their animal type All the Owls, Dolphins, Beavers, and Foxes would then group together to work on an interactive group task Dealers were also able to categorize their customers into four animal categories so they could more easily connect with their customers Diagnostic charts were given to each dealership on how each animal characteristic typically communicates Suggestions were given on how to connect with each type and what triggers the sales and service consultants should use or avoid with the specific personality types Role playing was used to practice the new personality assessment Participants also learned skills needed to resolve conflicts, often resulting when differences clash, in ways that are mutually satisfying to all parties In this 11 LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER segment of the training, participants learned to clarify their vision and goals and to align them to the organization Table NF SJ NT SP DOLPHIN BEAVER OWL FOX Idealistic Orderly Visionary Flexible Optimistic Traditional Competent Open to change Sensitive Reliable Independent Clever Accepting Practical Logical Experimenter Persuasive Detail-oriented Skeptical Looks at options Supportive Loyal Analytical Adaptable Inspirational Thorough Principled Enterprising Caring Structured Evaluative implemented two very useful Six Sigma tools into their processes The sales and service departments came together and implemented both the Affinity Diagram and the Diagram of Cause and Effect Ford GCI and RDA Group conducted follow-up visits in order to understand the dealership’s success story A service application of the Diagram of Cause and Effect The Service Managers mentioned they were having some issues with the amount of time to complete service Various items were delaying the process With the Cause and Effect tool they were able to list each problem and provide a suggested action Each staff member was assigned a problem, action, implementation date, finalized date, tracking of the progress, and a list of observations Figure Trouble- shooter Throughout the training evolutions the ultimate focus always remained the comprehension of the CVP study (research results) to the end users This new approach, although innovative in design, was not the only change In order to increase effectiveness, the training had to be mandatory to all dealerships and it needed to be conducted in more cities The Ford of Mexico dealer training team would conduct the training to over 20 cities in Mexico The 2004 results were extraordinary Dealerships were not only learning, but applying the new tools Multiple dealerships are currently applying the specific Six Sigma tools to their internal sales and service dealership areas TWO CASE STUDIES: DEALERSHIP SUCCESS STORIES Metropolitan dealership #1 Shortly after the training the Dealer Principal, Sales Manager, Service Manager, and Parts Managers Copyright © ESOMAR 2005 Each week the staff would meet to discuss the progress It was obligatory to process everything fully detailed as the Cause and Effect tool indicated They also developed Affinity Diagrams and created a plan for each sales and service advisor They detailed out functions and inhibitors The tools not only made things run smoother, the dealership experienced an increase in overall satisfaction ratings in both sales and service This year overall sales top box satisfaction has shown a significant increase 12 LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER Metropolitan Dealer #2 Another dealer in the metropolitan area applied the Cause and Effect diagram to their processes as well Each cause was defined and a solution was designed Each staff member had the responsibility to make sure that each solution was applied to the cause For example, one possible error was the lack of attention to the customers The Post sales manger and the Service manager were given the assignment of the solution to apply a motivation system to each staff member Another area of weakness for the dealership was a poor recording of the activities The solution was to program a daily tracking system The Service advisor and administrative staff were responsible to make sure this tracking system was implemented and monitored Overall the dealership experienced an 8% increase from first quarter for 2005 for sales satisfaction CONCLUSIONS: THE FUTURE OF CUSTOMER SATISFACTION TRAININGS FOR MEXICO Many dealerships are now implementing the tools from the CVP trainings They have developed presentations of these tools and experience increased results with both their internal measurements and the customer satisfaction program These dealerships have conveyed that the tools have changed the entire way they operate Their processes are now strategic, entirely measurable, and they are experiencing increasing improvements by the month For 2005, Ford GCI, RDA Group, along with a joint supplier, re-evaluated the 1998 customer expectations New expectations were developed as a result of qualitative research conducted in all major cities of Mexico This time, consumers from all manufacturers were probed on their Copyright © ESOMAR 2005 customers’ needs and wants when they purchase or service a vehicle The results were much different than seven years earlier Customers are asking for more value added from the automotive manufactures; they expect more than prior years Ford GCI and RDA Group will now develop a revised standard set of sales and service customer expectations for the CVP program As for the training, this year’s training will be mandatory Each dealership will have to demonstrate measurable proof of the application for the Six Sigma tools Incentives will be given to all dealerships which apply the tools and experience the results In the upcoming years, Ford GCI and RDA Group will conduct personalized on-site trainings for each dealership Over the next years, Green Belt Six Sigma certification trainings will be given to all dealerships FINAL REMARKS As the continuous CVP program cycle demonstrates, Ford of Mexico’s program is continuously evolving and improving Over the past five years, Ford of Mexico has understood the importance of communication of research to the dealer network Ford of Mexico has maintained the dealer networks’ knowledge of the CVP program despite the challenges Ford has also created highly innovative solutions for its dealer network By incorporating outside strategies and tools into the ongoing satisfaction program, Ford of Mexico made improvements that may not have been possible otherwise However, the evolution of Ford of Mexico’s training programs is far from complete With a new standard set of expectations for the future years, there is no doubt that Ford will maintain its highly communicative binding community with future interactive trainings 13 LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER Footnotes “2000 S ales” was a company effort to implement standardized procedures at all dealership areas in 19962000 The company was pursuing the need to look for common procedures and the right people at the right spot The initiative was set up in five general demand areas: New Vehicle Sales, Used Vehicle Sales, Service and Parts Sales, Body Shop Sales and Finance and Insurance Two new “satisfaction demand” areas were created: Logistic and Marketing At the end a Matrix organizational structure was created The foundation for those two areas was based on “generation demand” and “satisfaction demand processes” in accordance with Michael Hammer The purpose of the satisfaction demand areas was to support all sales activities, including Customer Satisfaction, a responsibility which was divided among the different managers prior to the functional organizational structure that existed This initiative was based on dealership location and current market situation The focus was all sales areas, a process based on customer expectations and some benchmarks developed in Spain with Fiat and other retail stores, fast food operations and warehouses around the globe The vision was a standard process throughout the organization no matter what type of sales The purpose was to increase Customer Satisfaction in two types of experiences: purchasing experience and service experience The initiative was implemented with the support of GCI and RDA The satisfaction surveys were adjusted based on sales process and customer expectations for the CVP program T Brain Model assumes four brain constructs These he constructs are the fundamental constructs in the fourfold model of brain dominance Upper left: this construct implies a cluster of processes related to the preference for mathematical, technical, analytical, and logical thinking These preferences express themselves in school, work, interpersonal relationships and in hobbies Lower left: the construct of lower left refers to preferences for those processes which deal with an organized, planned, orderly, and step-by-step approach and avoidance of risk and novelty Lower right: this construct refers to a class of processes described as concern for emotions, interpersonal warmth, and feelings and an interest in music, communication through speaking, writing, and reading Upper right: this construct refers to the synthesizing and intuitive modes of thought: holistic, visual, imaginative thinking Copyright © ESOMAR 2005 S Sigma is a measure of variation that represents 3.4 ix defects out of one million opportunities for defects It is a disciplined, data driven approach of continually improving process quality and productivity to result in bottom line profitability T MBTI 16 personality types are as follows: he ENFJ - The Pedagogoue INFJ - The Author ENFP - The Journalist INFP - The Questor ENTJ - The Field Marshall INTJ - The Scientist ENTP - The Inventor INTP - The Architect ESTJ - The Administrator ISTJ - The Trustee ESFJ - The Seller ISFJ - The Conservator ESTP - The Promotor ESFP - The Entertainer ISTP - The Artisan ISFP - The Artist References Ehrlich, Bestsi (2002) Transactional Six Sigma and Lean Servicing Florida: CRC Press LLC Ford de México (1996) Customer Viewpoint: Dealer Reference Guide (México Version) México, DF: Ford de México Ford de México (1998) Customer Viewpoint: Sales and Service Focus Group Report Project # NA/CS-97561, México DF: Ford de México Ford de México and Grupo de RDA GROUP (2000, 2001, 2002, 2003, 2004) Programa Expectativas del Cliente (CVP: Enfoque de Ford para Manejar la Satisfacción del Cliente: Ga de Referencia para Ford de México México, DF: Ford de México Ford Motor Company (1998) Customer Viewpoint: Dealer Reference Guide (US Version) Dearborn: Ford Motor Company Ford Motor Company and Grupo de RDA GROUP (2001,2002, 2003, 2004) Recurso de Expectativas del Cliente- Una Presentación México, DF: Ford de México Ford Motor Company, Grupo de RDA GROUP, and Jorge Cherbosque (2003) Radiando Posibilidad- Una Presentación México, DF: Ford de México 14 LATIN AMERICA 2005 ESOMAR WORLD RESEARCH PAPER Ford Motor Company, Grupo de RDA GROUP, Jorge Cherbosque and M.C.A Luis Miguel Román Lira (2004) Taller: CVP Gerencial- Una Presentación México, DF: Ford de México Ford Motor Company, De La Riva (2005) Expectativas del Cliente- Una Presentación México, DF: Ford de México Johnson, Neville (2003) The John Wooden Pyramid of Success Los Angeles: Cool Titles Keirsey, David and Bates, Marilyn (1984) Please Understand Me: Character and Temperament Types California: Gnosology Books, Ltd Lincoln de México (1999) Lincoln Customer Viewpoint Expectations: Focus Group Report Project # NA/CS-01U035, México DF: Lincoln de México Malhotra, N.K (1993) Marketing Research: An Applied Orientation New Jersey: Prentice Hall Mc Donald, Colin and Vangelder, Phyllis (1998) ESOMAR Handbook of Market and Opinion Research The Netherlands: ESOMAR Peter, J.P and J.H Donnelly (2000) A Preface to Marketing Management New York: McGraw-Hill Robbins, Anthony (1991) Awaken the Giant Within New York: Fireside The authors Leopold Zíga Hernandez is Consumer Insights Manager, Ford de México, Mexico Angela Momney is Project Director, Global Division, The RDA Group, Inc., United States Jorge Cherbosque is a Counseling Psychologist, UCLA (University of California, Los Angeles), United States Copyright © ESOMAR 2005 15 ... element of the expectations is they are written from the customer? ??s point of view They Copyright © ESOMAR 2005 represent the true voice of the customer Metrics that were included in the past... puts a management tool in the hands of the dealers, enabling them to improve their customers’ satisfaction with key sales and service processes The net result of customer satisfaction improvement... RESEARCH PAPER They felt that the changes were opposed to them instead of in their favor The gap of the disjoint of the research to the end users was becoming much greater THE SOLUTION: A NATION-WIDE