Improving and maintaining customer relations

Customer satisfaction is a crucial corporate goal for DaimlerChrysler. The wishes of customers are taken into consideration throughout the entire product cycle – from product development right up to the environmentally compatible disposal and recycling of end-of-life vehicles. Through its customer relationship management (CRM), the Group has created an appropriate framework and developed key figures for customer satisfaction evaluation.

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Managing customer relations at Mercedes-Benz and smart. Integrated customer relationship management at Mercedes-Benz sets out to win over new customers and to maintain the loyalty of existing customers on a long-term basis. Of particular importance is not merely a rational bond, but above all an emotional sense of belonging that goes beyond fascination for the vehicle. To this end, worldwide dialogue programs have been introduced which take into account individual customer requirements and wishes to an even greater extent.

In August 2006 the program “CSI No.1” was launched in order to considerably improve customer satisfaction in sales and service. The name “CSI No.1” is derived from the term Customer Satisfaction Index. The objective is to attain top position in customer satisfaction among the premium segment by the end of this decade. This goal applies for Mercedes-Benz passenger cars worldwide.

The “absolute appreciation” of its customers, as the core of the Mercedes-Benz brand positioning, lends the CSI No.1 program even greater significance: This framework groups together all initiatives that improve customer care in direct contact – i.e. where the customer has the ideal opportunity to experience direct appreciation – or by means of support in systems and processes. Standards of conduct have been defined, for example, for customer care and for making contact with customers in sales (e.g. test drives, after-sales customer care) and in service (e.g. service orders, service follow-up). The program also provides for uniform methods in processing. In addition to sustainable process and system optimization (such as the integration of all customer contacts in a uniform customer database, or the “Workshop Process 2010”), the focus is on long-term ongoing training for all employees with customer contact. The 2,000 proprietors of the European Mercedes-Benz trade and workshop locations have personally assumed the “driving” role for the CSI No.1 program. Their approximately 9,000 service employees and 14,000 sales personnel have already received intensive training on CSI topics at the dealerships. To further secure this process, consultancy on location is offered in matters of process design and conduct.

To reach the ambitious aim of securing top position in the premium sector, Mercedes-Benz already today commissions regular audits by means of external and internal questionnaires. Depending on the initial situation and national requirements, a brand-specific CSI schedule is drawn up from a number of individual measures and its implementation monitored. p.63

Customer relationship management at the Chrysler Group.

At Chrysler, outstanding products, active brand affinity and superior service ensure long-term customer loyalty. Ongoing customer communications foster the relationship between the dealer and the brand. Training, consulting and incentives promote a positive approach to customer retention throughout the dealer network. The “Five Star” dealer certification program also defines standards for continual improvement in customer satisfaction, including high thresholds for Customer Service Index (CSI) scores, and contacting owners who had warranty service performed.

Customers who contact Chrysler for issue resolution benefit from high-quality service and proper treatment, made possible by aggressive standards, superior processes, and rigorous training. Current and recent initiatives reflect a strong focus on proactive customer engagement aimed at delighting customers early in the product and service experience. “Voice of the Customer” feedback captured during the contact handling process is also communicated directly to the engineering and manufacturing organizations to expedite quality improvement efforts.

At the Chrysler Group, sustainability also plays a role in customer information – for example in the marketing of “flex-fuel” vehicles of the Chrysler, Jeep® and Dodge brands. www 23 This initiative was directed at both purchasers and dealers. Media events on fuel consumption (e.g. for the Compass, Patriot, Caliber, Sebring, and PT Cruiser series) also took up sustainability issues and presented environment-friendly technologies such as the “Fuel-Saving Multi-Displacement System” (MDS).

Customer relationship management at the Truck Group. These days, a decisive portion of a transport operator’s investment comprises expenditure on the purchase and operation of a truck. In addition to the price of a vehicle, purchasing decisions are therefore influenced by running costs, revenue potential, service quality and resale value. Customer wishes have also become increasingly complex and diverse. A crucial factor is the transparency of all costs incurred throughout the vehicle’s life cycle (total cost of ownership). This is why only manufacturers are accepted that can show such an investment to be economical and can make offers precisely oriented to individual customer requirements.

Mercedes-Benz Trucks has established customer relationship management that is tailored to the specific needs of customers from diverse sectors and takes account of customer satisfaction not only in purchasing, but over a vehicle’s entire service life. In comparison with competitor brands, Mercedes-Benz offers a product and service range of unparalleled diversity. Reliable technology, long maintenance intervals and a versatile range of services make for optimum vehicle availability. The DaimlerChrysler Bank offers tailor-made financing and leasing packages. Order peaks can be handled with the help of vehicles from the Mercedes-Benz CharterWay fleet.

Mitsubishi Fuso Truck & Bus Corporation (MFTBC) has set itself the goal of becoming the Number One for its customers. To be able to offer the most appropriate products, MFTBC already inputs customer requirements at the outset of new development processes. The -product itself is subjected to stringent quality controls in the framework of the Fuso Product Development System. Based on global standards from DaimlerChrysler, this system ensures punctuality and excellent quality.

Following purchase, customers are supported by a comprehensive parts and service network, both in Japan and throughout the world. In Japan, Mitsubishi Fuso also offers a mobile service workshop known as “Moving Pit.” In 2006, MFTBC also integrated its sales organization for the rapid implementation of brand initiatives and for guaranteed service support. MFTBC Fuso Finance offers tailor-made financing packages in cooperation with DaimlerChrysler Services. www 28

Freightliner LLC has set itself brand-specific targets in customer relationship management. Freightliner maintains intensive key account management in order to improve its relations to shipping companies with large vehicle fleets. For example, important customers are included in the new product development process and in product testing – as with the new heavy-duty Class 8 truck due for market introduction in 2007. This vehicle provides high economy and the best ergonomics in its category. At the Sterling and Western Star brands, which have a higher percentage of owner-operators and smaller fleets, the first step has been taken toward uniform CRM together with Freightliner. www 29