Business Type:

Large Luxury Multi Franchise Retailer Group

Location:

United Kingdom

Overview

In September 2018, we were approached to help a luxury retailer group take their Aftersales business forward by helping them to standardise their working practices across all sites while improving their overall performance.

The strategy:

On liaising with the dealer group, our recommendation was to commence The Elite Performance Programme. This programme provides the retailer’s management with a current situation viewpoint and also provided a clear path on how to improve working practices and performance all in line with their original request.

• Phase 1: Review and Plan. The JLG team captured vital information via a management survey before then carrying out two-day processes review across all eight of the required sites. The reviewing process provided us with a clear perspective of the current situation within the individual retailers and helped us form a clear picture of the requirements for standardisation. The team then focused on defining the critical action points and defining the benefits.
• Phase 2: Implementation.  Over the course of a three-month journey, the team then helped coach staff on the implementation of the required processes and actions to move their business forward, while bringing the sites in line with the overall group’s expectations.
• Phase 3: Review and Finalise. In the third phase of the transformation, the JLG team reviewed the current working process to evaluate the progress from Phase 1. The process review was carried out alongside retailer management and vs Key Performance Indicators gained on the initial evaluation.

The Outcomes:

A reduction of over 40 hours idle within a workshop.

An increase in a workshop utilisation by 3%.

A boost to £453 sold per technician.

An overall 6% increase in process adherence to their manufacturer’s guidelines.

Our relationship with this Luxury Retailer Group has progressed into 2019. We provide our services to support upper-level management in ensuring their retailers are adhering to group processes while increasing their business performance in line with internal Key Performance Indicators.

Business Type:

Luxury Franchise Retailer

Location:

Georgia

Overview

In August 2017, we were approached to help a retailer group in Georgia. The project was to work alongside their current staff within the Aftersales department to ensure full compliance with the manufacturer's expectations while helping them to improve their overall aftersales profitability.

The strategy:

On liaising with the retailer, our recommendation was to visit the group once a month for a continuous period to help coach their staff and implement the required working practices/processes. The JLG team followed up each visit with periodic video/phone calls and provided in-depth visit reports, including trend analysis to ensure performance and operational performance is improved.

• Phase 1: Review and Plan. During the first weeks visit the JLG team carried out an in-depth review of all Aftersales Processes. In working closely with all management levels, we identified opportunities from the businesses main pain points. A working strategy and implementation plan were created, ensuring all the necessary working processes were covered.
• Phase 2: Implementation.  Over the course of an eight-month journey, the team then helped coach staff on the implementation of the required processes and actions to move their business forward, while bringing the sites in line with the overall group’s expectations. Throughout the journey, all management staff were kept up to date with every step of the progress.
• Phase 3: Review and Finalise. In the third phase of the transformation, the JLG team reviewed the current working process to evaluate the progress from Phase 1.

The Outcomes:

• The implementation of crucial working processes
  • Telephone Scripts – Customer Appointment and Customer follow up
  • Customer complaints process
  • Customer satisfaction system training
  • Introduction of Daily technician efficiency report
  • Daily team meetings
• Increase manufacturers standards score by 31% from 2017 Audit to 2018 Audit.
• Created and implemented daily operating control report, including the review of:
  • Daily revenue figures (Parts and Labour)
  • Work in progress
  • Hours sold