Our client, a global auto manufacturer, came up against the biggest challenge it had ever faced. The recession, broken relationships with dealers, and fierce competition from Asian and European manufacturers put the iconic firm on the brink.
Ferrazzi Greenlight set about giving a major overhaulÂ to our clientâ€™sÂ command-and-control management style, affecting the chain all the wayÂ from HQ to district managers to customer-facing dealers and, ultimately, to customers. Pivotal to the entire transformation was ourÂ coaching of district managers (DMs), who where a crucial link in this chain, on specific practices required to shift their behaviors from transactional to relational. Over time, their role as perceived by dealers shifted dramatically fromÂ order-givers from HQ to trusted advisors who cared and were intentional in helping them put sales back on track.
Highest JD Powers owner-satisfaction ratings of any American car company
Customer satisfaction index (CSI) scores reached 100% in eight out of 10 surveys
Fewer repeat repairs, which are expensive for dealers and horrible for customers
Market share shifts in pilot regions
Dealer employees reportedÂ that they feltÂ empowered to handle customer issues in real time and to say â€œYesâ€ as often as possible (in ways that did not hurt profitability)
Clientâ€™s employee role models for â€œnew-wayâ€ behaviorsÂ coached others to sustain the change.
What was once a room full of adversaries became a team. We got the locked, rusted fly-wheel to move slightly. A team was formed and a movement began.