Yamaha's success in providing customer-oriented service could not be separated from how that translates a company and put customer service as a valuable asset.
Yamaha lunge in the realm of automotive wheels two fairly good. Because, in the past eight years or more precisely the period of 2002-2010, manufacturers of motor vehicles with a typical tuning fork logo is able to increase sales growth of up to 864 percent. As a result, the existence and achievements are recognized through various awards, both for products and services.
Certainly, the achievement of Yamaha in existing markets surging driven by product quality and the implementation of customer service oriented customer centric alias, and of course supported by reliable management ranks, ranging from leaders, managers, until at the staff level, in disseminating and ensuring that they all share a focus to the customer.
Dyonisius Beti, President Director of PT Yamaha Motor Kencana Indonesia (YMKI), as the successor Yamaha says that the performance improvement is the result of the implementation of the company's commitment in creating a healthy business growth and sustainable, by providing a customer experience that is fun and easily accessible to services and products . "The system is represented with a business focus on customers," said the man who usually called Dyon.
In this case, Dyon well aware that the customer is a very valuable asset and an essential element for the sustainability of the company. Therefore, in accordance with the philosophy of Kando (Touching Your Heart), it seeks to deliver more value to customers continuously through a personal touch to an embedded deep in the minds of customers, whether internal or external.
Before focusing on external customers, Dyon first emphasizes the principles of service internally. That is by serving others civilize colleagues, both in the same division and between divisions, which requires coordination and assistance. Here, not only measured by the KPI of the work and competence, but also need to touch the hearts of employees. "Internal customers include all employees, including dealers and garage owners as partners Yamaha," he added.
After all, internal customer satisfaction is as important as external customers, due to internal customer service can affect the quality of service to external customers as a whole. If bad service to internal customers, the service to external customers is also potentially bad. Or just the opposite, good service will be a domino effect to the external customer satisfaction.
After the internal side of the solid and ready, which has the same vision and mission as well as culture-oriented and service standards are the same, then Yamaha's focus to external customers. Services between internal and external customers in the form of integrated service program known as the Customer and Community Satisfaction (CCS), by building the concept of "3S" (sales, service, and spare parts) across the network to ensure customers get the service experience as you wish, need, and their expectations.
As described Dyon, in growing and maintaining customer loyalty, it is always monitored and surveyed Satisfacation Index Customer and Customer Loyalty Index. Every survey conducted not intended to seek the level of satisfaction, but dissatisfaction. Activity surveys have long done with the involvement of various parties to determine the shift and external customer satisfaction levels. As for the level of internal customer satisfaction evaluation to the Yamaha dealership and repair shop partners.
Well, that was obtained from the survey results and conclusions do repair any shortcomings continuously. If this is successful, is expected to increase customer satisfaction and lead to loyalty. In addition, the company also Call Center, web sites, and social media as a medium for effective ministry. "Dissatisfied customers can quickly respond via call center or contact center that is integrated with the sales of spare parts Yamaha," said Dyon.
Despite occupying the highest offices in the Yamaha, it does not mean Dyon not fall directly into the field. There was an interesting experience when he visited one of Yamaha's official network. There, he served prospect, even get complaints directly from customers, which diresponsnya quickly and accurately by providing solutions to such complaint. One positive thing that can be learned is that service is not only the absolute obligation of the frontliner, but also must be preceded by the example of top management.
The biggest obstacle in the development of service culture must come from its own internal, that is, when employees talk about customer centric, but the heart or actions and the actions of employees still do not focus and prioritize the consumer at the main place. For example, when there are prospects and customers coming into the dealership, sales are still found busy with his personal affairs. This is what motivates Dyon and ranks menajemennya to reorganize and provide role models for employees and partners on service excellence.
"One of them used the momentum Customer Day, where on that day the whole range of BOD down to below or see all the action in the field directly. The goal is to give an example and remind them how to serve customers. BOD are so concerned about the customer, the employee must have the same mindset about this, "he concluded.
Yamaha lunge in the realm of automotive wheels two fairly good. Because, in the past eight years or more precisely the period of 2002-2010, manufacturers of motor vehicles with a typical tuning fork logo is able to increase sales growth of up to 864 percent. As a result, the existence and achievements are recognized through various awards, both for products and services.
Certainly, the achievement of Yamaha in existing markets surging driven by product quality and the implementation of customer service oriented customer centric alias, and of course supported by reliable management ranks, ranging from leaders, managers, until at the staff level, in disseminating and ensuring that they all share a focus to the customer.
Dyonisius Beti, President Director of PT Yamaha Motor Kencana Indonesia (YMKI), as the successor Yamaha says that the performance improvement is the result of the implementation of the company's commitment in creating a healthy business growth and sustainable, by providing a customer experience that is fun and easily accessible to services and products . "The system is represented with a business focus on customers," said the man who usually called Dyon.
In this case, Dyon well aware that the customer is a very valuable asset and an essential element for the sustainability of the company. Therefore, in accordance with the philosophy of Kando (Touching Your Heart), it seeks to deliver more value to customers continuously through a personal touch to an embedded deep in the minds of customers, whether internal or external.
Before focusing on external customers, Dyon first emphasizes the principles of service internally. That is by serving others civilize colleagues, both in the same division and between divisions, which requires coordination and assistance. Here, not only measured by the KPI of the work and competence, but also need to touch the hearts of employees. "Internal customers include all employees, including dealers and garage owners as partners Yamaha," he added.
After all, internal customer satisfaction is as important as external customers, due to internal customer service can affect the quality of service to external customers as a whole. If bad service to internal customers, the service to external customers is also potentially bad. Or just the opposite, good service will be a domino effect to the external customer satisfaction.
After the internal side of the solid and ready, which has the same vision and mission as well as culture-oriented and service standards are the same, then Yamaha's focus to external customers. Services between internal and external customers in the form of integrated service program known as the Customer and Community Satisfaction (CCS), by building the concept of "3S" (sales, service, and spare parts) across the network to ensure customers get the service experience as you wish, need, and their expectations.
As described Dyon, in growing and maintaining customer loyalty, it is always monitored and surveyed Satisfacation Index Customer and Customer Loyalty Index. Every survey conducted not intended to seek the level of satisfaction, but dissatisfaction. Activity surveys have long done with the involvement of various parties to determine the shift and external customer satisfaction levels. As for the level of internal customer satisfaction evaluation to the Yamaha dealership and repair shop partners.
Well, that was obtained from the survey results and conclusions do repair any shortcomings continuously. If this is successful, is expected to increase customer satisfaction and lead to loyalty. In addition, the company also Call Center, web sites, and social media as a medium for effective ministry. "Dissatisfied customers can quickly respond via call center or contact center that is integrated with the sales of spare parts Yamaha," said Dyon.
Despite occupying the highest offices in the Yamaha, it does not mean Dyon not fall directly into the field. There was an interesting experience when he visited one of Yamaha's official network. There, he served prospect, even get complaints directly from customers, which diresponsnya quickly and accurately by providing solutions to such complaint. One positive thing that can be learned is that service is not only the absolute obligation of the frontliner, but also must be preceded by the example of top management.
The biggest obstacle in the development of service culture must come from its own internal, that is, when employees talk about customer centric, but the heart or actions and the actions of employees still do not focus and prioritize the consumer at the main place. For example, when there are prospects and customers coming into the dealership, sales are still found busy with his personal affairs. This is what motivates Dyon and ranks menajemennya to reorganize and provide role models for employees and partners on service excellence.
"One of them used the momentum Customer Day, where on that day the whole range of BOD down to below or see all the action in the field directly. The goal is to give an example and remind them how to serve customers. BOD are so concerned about the customer, the employee must have the same mindset about this, "he concluded.
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