Dave Baiocchi CSR best practices
Last month we spoke about some of the non-productive behaviors that some CSR’s fall into when their role in the organization is not clearly defined, or enforced. I want to continue that discussion in this article, and also talk about what practices CSR’s should be investing in.
CSR highest and best purpose
Let me again start with clearly defining the goal. In my view this should be the CSR’s mission statement:
“To establish and maintain valuable partnerships with customers that manage expectations, and result in prudent and value-added management of the customer’s equipment fleet”.
In my last article, I referred to the fact that many of the “tasks” we assign to CSR’s have little to do with meeting this objective. Chief among them is parts delivery and serving as the point person for service invoice disputes. Although there are times where these functions are necessary, they should be ancillary to the work of the CSR, not their primary purpose.
I want to address one more area where CSR’s are constrained to invest far too much time.
Service Quote Preparation
Preparing and delivering quotes for emergency repairs, or even the suggested repairs found by the technician during a PM takes up far too much of the CSR’s “available face-time” in many dealerships. I may step on a few toes here…. but preparing service quotes is a job for parts personnel, service writers, and the service admin team.
I’ve seen many a CSR tied to a computer in the middle of the morning trying to source parts or keyboarding in work descriptions for a pending quote. Let’s imagine a world where we assign the parts work to the parts department and the administrative work to the service administrators.
The fact is, much of what is quoted through the service department is simply unnecessary. If we organize ourselves properly, we can short-cut the vast majority of the quote activity by providing technicians with the information necessary to provide quotes for the most common repairs on the spot. If you have a robust service menu program in place, (yes, here I go again), your technician can quote, close and complete dozens of repairs without ever involving the CSR, the parts department, or your service administrators.
The last thing I want, is for my CSR to be chained to the desk preparing written quotes for radiator hoses, mast chains, and brake jobs. We need “field-ready” quoting tools made available to our technicians so that they can actually perform those repairs while they are still at the customer location.
That’s actually the type of service the customer is expecting us to provide. Instead, we make quoting repairs a 2- or 3-day event and tie up multiple employees who are constantly being asked to re-invent the wheel. If you want to have a discussion about increasing retail service billing and profitability by putting a service menu system in place, please let me know. I’d love to help you free up your CSR’s so that they can do what you really hired them to do.
CSR’s Prime Directive
If a CSR is relieved of these time-consuming tasks, we can start pointing them at the mission statement. To be effective the CSR has to view themselves as a customer advocate. Their time must be devoted to developing fleet plans for customers that propose not only PM’s, but also extended maintenance, major service, fleet rotation, and equipment replacement. Any customer with more than two trucks should be visited at least twice per year. In these meetings the CSR should follow a standing agenda:
- Cost per hour for each truck individually
- Cost per hour for the fleet
- Warranty expirations and recovery amounts
- Suggested maintenance for the upcoming 6 months (based on expected hours)
- Current PITOT compliance
Yes, we are doing the PM’s, but if we don’t purposefully engage the customer at least twice per year, we will simply miss the opportunity to suggest maintenance services for the other systems that also require attention. The transmission, differential, hydraulic system, ignition system, cooling system, fuel system, brake system, and wheel bearings all need to be serviced.
How many customers call in to schedule a transmission service on their forklift, because it has accumulated 2400 hours? That’s right, NONE. We can’t expect our customers to track and schedule these services. We also cannot burden our technicians with this tracking. This is the number one job of the CSR, and it’s right in the middle of the mission statement. Partnering with customers to actively manage the customer’s fleet is the CSR’s prime directive and the majority of their time should be devoted to doing just that.
Safety Inspections
The CSR should also be a partner in safety and compliance. Every visit to a customer should include at least a cursory onsite inspection of the fleet for missing or damaged safety items. Where possible we should look under the hood and inspect for leaks, cracks, or missing hardware, but at minimum, this is what the list should include for all units:
- Fork measurement (both wear and deflection)
- Chain measurement (both stretch and wear)
- Tire inspection (wear and damage)
- LP tank inspection (leaks and age compliance)
- Lighting system
- Seat and seat belts
- Alarms
- OHG – (dents and damage)
- LBR – (missing hardware)
A report should be issued after each visit, showing safety compliance. This report should include pre-priced quotations for repairs necessary to bring all trucks into safety compliance.
Operator Training
Current OSHA 29CFR.1910 rules require certification of operators when they are hired. Recertification is then required every three years. Violating these mandates puts the customer at great financial risk. To properly help the customer manage the fleet we have to include the operators. Helping the customer avoid OSHA fines is only the first benefit. Trained operators tend to operate equipment at lower costs. I believe this responsibility falls completely under the umbrella of the CSR.
I may get some kickback here. Many dealers have an entire department and specialized trainers that perform this function. I think that’s great and should continue. What I am suggesting however is that the CSR be fully integrated into the activity happening in that department. They do not necessarily have to do the training themselves, but they should be a key participant in quoting the offering. They should also be compensated for training sessions that they initiate. It’s just one more area where the CSR can raise their stock value with the customer.
If we truly want meaningful customer interactions, we have to invest in the relationship. CSR’s are requisite to that process. Give your CSR’s the proper mission, the proper tools and data, the proper time, and a system of accountability. This is how you build “customers for life”.
Dave Baiocchi is the president of Resonant Dealer Services LLC. He has spent 37 years in the equipment business as a sales manager, aftermarket director, and dealer principal. Dave now consults with dealerships nationwide to establish and enhance best practices, especially in the area of aftermarket development and performance. E-mail [email protected] to contact Dave.
