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performance management |
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coaching & performance development |
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employee motivation & engagement |
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improving sales performance |
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better customer service |
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better workplace safety |
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team building |
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case histories - engagement
AA Service Centres : Engagement at the Point of Delivery
The AA had acquired the Car Service Centre network from Halfords and rebranded them as AA Service Centres. The expectation had been that the power of the AA brand would turn around what had previously been an unprofitable enterprise. However, there were many difficulties experienced in providing the high level of customer service at the point of service delivery.
The objectives of the project were to design and implement a service-based change programme that would significantly improve the levels of service provided by centres and lead to uplift in sales and profitability. This meant that the programme needed to be implemented at the point of delivery in the centres. They were also looking to achieve significant and rapid improvement, with a low investment cost.
Quo designed a change and training intervention based on the Quo Cycle of Service (COS) and our well-established behaviour-based change methodologies.
The dynamic power of COS was realised in the trial involving two average performing pilot sites. The measures of success were identified as increased sales, AA membership sales, improved staff morale and reduced complaints.
Based on our approach, the results speak for themselves:
• Both pilot sites increased sales within weeks of the intervention.
• Income increased from a backward trend to increase over budget by an average of 26%.
• Customer numbers increased by 12% in record time.
• Membership sales doubled during this time.
• Over 100 customer service improvements were identified and developed by the front line.
• Real ownership for individual behaviour was demonstrated in day-to-day activity.
The client reports the approach has enabled the business and its people to see the service they provide from the customers point of view. It has created ownership for service and staff has taken greater personal responsibility for implementing improvements. The feedback from staff members is that they have benefited from their involvement in working out the detail of the service vision. Frontline managers now operate as coaches and are more motivated themselves. Levels of staff engagement have improved significantly.
