How redefining its Aftersales culture helped a leading South coast dealership unlock unimaginable profit

Profit unlocked
for Southern dealership

How redefining its Aftersales culture helped a leading South coast dealership unlock unimaginable profit

The Challenge

An established dealership was making significant losses in its Aftersales operation due to several key factors:

  • Constant turnover of Aftersales Manager and staff.
  • A lack of commercial awareness in the team.
  • A negative culture throughout the department.

The Solution

Working with the new Aftersales Manager we identified the main performance issues: sold hours and customer satisfaction. There was clearly a lack of ability and desire to convert sales opportunities. Also, as staff weren’t particularly engaged, this was leading to a lack of customer care and attentiveness.

This under-performance had created a negative culture in the department; staff blaming each other, constant backbiting and politics.

We started by holding a conference to get all the issues on the table and agreed the 5 key issues that needed to change for the operation to become a success. It became the Blueprint. This was received very positively by the team, as it enabled them to raise their concerns in a more constructive manner. It also brought them together to focus on a common goal. They agreed a clear vision to become the most improved Aftersales Operation in the Group.

We made the journey fun and motivational by having regular follow-up meetings/events and awards to incentivise and recognise increased customer satisfaction.

We focused on taking small steps to make marginal improvements along the way, whilst obtaining their feedback on how the culture was improving.

Gradually sold hours started to increase significantly and they also achieved their CSI targets by identifying and focusing on the key things that really made a difference to the customer.

“Daily labour sales are now averaging £6K per day. This has had a massive impact on the dealership’s absorption rate.”

The Result

£35-40K net profit per month from a loss-making position; 100% CSI for the first time ever.

“The support from RTS was very good. It opened our eyes to how we needed to change and how we viewed each other as colleagues. This brought us closer together and led to better staff retention which in turn improved our CSI dramatically. From a low starting point, we eventually achieved over 90% CSI within 12 months and now regularly achieve 100%.

This improvement in the whole aftersales culture has created more buy-in and ownership from the team and the results of this are reflected in our financial performance. From losing £5K per week at the start we now make £35-40K net profit per month. ” 

Kevin Bartlett – Aftersales Manager

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