HYUNDAI SIGN TURE CUSTOMER CUSTOMER EXPECTATIONS …

HYUNDAICUSTOMEREXPECTATIONS

SIGN TURECUSTOMER EXPECTATIONS

THIS GUIDE PROVIDES THE HYUNDAI SIGNATURE ROADMAP TO HELP DEALERS MEET TODAY’S CUSTOMER EXPECTATIONS, AND ACHIEVE THE BRAND VISION OF HYUNDAI CUSTOMER EXPERIENCE LEADERSHIP.

© HYUNDAI AUTO CANADA CORP. 2014

LETTER FROM THE PRESIDENT

DOCUMENTATION AND EVALUATION

SERVICE

SALES

EMPLOYEE ENGAGEMENT

FACILITY MAINTENENCE

CONCERN RESOLUTION

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Dear Colleagues, Today marks an exciting moment in the history of our organization. It’s the culmination of our tireless efforts to bring you the Hyundai Signature Certi� cation program announced at our National Dealer Meeting in Las Vegas this past June. The launch of brilliantly redesigned products like the all-new Genesis and Sonata – and those that follow – have put Hyundai on more Canadian shopping lists than ever before. But great products alone aren’t enough to secure our future. We asked Canadians to identify the biggest opportunity for Hyundai, and they answered succinctly and unequivocally: customer service.

Our continued growth and future success requires Hyundai to consistently delight both new and existing customers at every single retail touch-point. Simply stated, by pairing high quality, desirable vehicles with an amazing dealership experience, we have a powerful opportunity to lead the industry like no other company before us. But we need to start changing our approach now. This change is so important to our shared future that Hyundai has made a signi� cant investment to help each dealer � nd success. For example, our new � eld structure will drive this customer-� rst strategy with a team of District Customer Service Managers to provide you with leadership and guidance through our new training and certi� cation process. Working alongside the DCSMs are seasoned industry experts who will facilitate the training, business planning as well as help coach your staff. To be clear, the Hyundai Signature Certi� cation initiative is not a “one and done” process. Rather, it’s a signi� cant shift in our corporate culture and a new benchmark for the way the Hyundai brand will conduct its business. The journey to customer experience leadership starts now. Sincerely,

Don RomanoPresident and CEO, Hyundai Auto Canada Corporation

PRESIDENT’SMESSAGE

HYUNDAI SIGNATURE CUSTOMER EXPECTATIONS 3



In addition to the “foundational” customer expectations, four important areas have been identi� ed as Hyundai differentiators. Making progress in these four areas will help the brand better meet customer expectations.This guide lays out all the steps to follow and implement.

Dealerships who qualify for Hyundai Signature Certi� cation will have in place documented processes that address each of these four areas. Over the next twelve months, Hyundai will provide additional training and support material that when launched, will become part of Hyundai Signature Certi� cation.

Demo Drive ExperienceShowcasing the brand value proposition

Service Delivery: A Clean CarGoing beyond, showing attention to detail

New Car DeliveryDelivering a perfect vehicle “customized” to the

customer’s preferences

Customer Follow-upLetting customers know how much we value

them and their business

HYUNDAI SIGNATURECERTIFICATION

CUSTOMEREXPECTATIONS




DOCUMENTATION AND EVALUATION



In order for Hyundai dealerships to offer a truly exceptional SIGNATURE customer experience, customer expectation processes need to be appropriately documented at all times. With effective documentation, dealerships will be able to monitor exceptional customer experiences that can be replicated, as well as trend customer experiences that need improvement. The documented processes are also essential for training and coaching of employees.

This guide provides processes to be documented for the following customer expectation areas: 1. Service 2. Sales 3. Facilities Maintenance 4. Concern Resolution 5. Employee Engagement

In addition, process documentation is required for the four key Hyundai differentiators: 1. Demonstration drive 2. Customer follow-up 3. New car delivery 4. Service delivery: a clean car

The Evaluator will look for a document that shows all the steps for the process. At minimum, it should include the customer expectationslisted in this document. The documentation can be a list of the steps required to perform the process or a simple � ow chart with the steps. The four Hyundai differentiators should exist as separate, standalone documents.

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The document should identify all of the people involved to perform the process and their role. Any measurements, speci� cations or key performance indicators should be listed. The document should also reference any check sheets, worksheets or other tools needed to perform the process. In addition, the documented process will be: 1. Clearly documented (line by line list, process map, � ow chart) 2. Understandable 3. Dated, updated as appropriate 4. Contain criteria to perform the speci� c task (how, why, when) 5. Available to the people involved

Dealerships may create their own documentation which includes the Signature customer expectations, or they may use existing Hyundai documents. Hyundai will provide training and process updates periodically and these will need to be integrated into the dealer’s process documentation. These will always be identi� ed well in advance.





The in-dealership evaluation will answer three questions:1. Does the dealer have a documented process?2. Can the employees explain the process?3. Are we able to observe it happening?

The Evaluator will use three basic techniques; observation, interview or simulation, and inspection.

■ OBSERVATION – By watching how employees interact with customers, the Evaluator can verify that the customer expectation is being met.

■ INTERVIEW OR SIMULATION – By speaking with employees, the Evaluator probes for understanding of the process. In most cases, the Evaluator will speak with 3 employees and check for consistency.

■ INSPECTION – By checking documents, forms or checklists, the step or process is validated. For example, a number of service repair orders may be checked, or new car delivery checklists examined.

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SERVICE



RATIONALE: Ensuring that every new and existing customer has a warm and welcoming introduction to the Service department formsthe foundation of trust between the customer and your dealership. J.D. Power’s research combined with a cross-sectional analysis of luxury and non-luxury automotive brands indicates that focusing and prioritizing Service expectations will signi� cantly improve Hyundai’s customer experience. Based on these � ndings, we have created Service customer expectations that will help drive your Signature experience goals and address what is truly important to customers.

As a customer, this makes me feel like…

Hyundai will handle my service requests and concerns professionally and promptly.

It makes no difference whether I bring my vehicleto Hyundai for service or to the local shop.

SERVICE

What does your Service department look like?




FIRST POINT OF CONTACT■ Phone call: All new and existing Hyundai customers will be connected to a live person every time they call the dealership, rather than

going through an automated process. If a live person is unavailable, customer is directed to voicemail and someone returns the call within one hour.

■ Calls are answered within three rings. Customers are greeted by a person who gives their name and the name of the dealership.■ Individual voicemail recordings indicate work days, hours and when a callback can be expected. Options are given if immediate

assistance is required. ■ Online: Customer receives a response that addresses their speci� c inquiry within one hour.

CUSTOMER EXPECTATIONS■ I am impressed with how professional and responsive my

Hyundai dealership is. They always respond within an hour, regardless of the medium in which I contact them.

RECOMMENDED LEADING PRACTICES■ Leave one service spot available every hour to ensure space

for “walk-ins” and emergencies.

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INTRODUCTION TO SERVICE■ All new and used vehicle Hyundai customers are introduced to the Service Department and their � rst appointment is booked.■ All customers are shown service entrance and parking area.■ If an introduction cannot be completed, the Service Department will contact the customer within one business day directly to

introduce themselves, review the service process and book the � rst appointment.

CUSTOMER EXPECTATIONS■ My Hyundai dealership always makes me feel welcome

and important. ■ I am con� dent that when I bring my vehicle in for service,

it will be taken care of promptly and any issue will be resolved upon pickup.

RECOMMENDED LEADING PRACTICES■ 100% of FIRST service appointments are booked. ■ A minimum of three attempts are made to schedule the � rst

service appointment if an appointment wasn’t con� rmed attime of vehicle delivery.

■ Offer concierge-style service booking for premium vehicle owners and � eet customers.

■ During the sales process, there might be times when the customer is waiting. Introduction to service can take place during those times.

■ Assign staff for after-hours service introductions to customers.

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APPOINTMENT SCHEDULING■ Employees should always answer the phone within 3 rings.■ Employees who are already engaged with a customer do not take phone calls.■ All customer and vehicle information is gathered and validated.■ Primary concern is established and vehicle history is reviewed.■ Maintenance recommendations are presented based on customer concern and vehicle history.■ If customer’s requested date cannot be accommodated, they will be offered a minimum of two appointment times to choose from

within three business days of their requested time.

CUSTOMER EXPECTATIONS■ I appreciate that someone is always available to take

my call whenever I have a service need.■ My Hyundai dealership appreciates my time and

always offers me appointment times that work forme and my schedule.

RECOMMENDED LEADING PRACTICES■ Provide appointments throughout the day to meet

customer needs.■ Use appointment boards in service reception area.■ Provide email to customer outlining objective of

appointment with notes and date of appointment.■ PDI and internal work done during the evening to

free shop capacity.

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CUSTOMER RECEIVING – WRITE-UP■ Customers are greeted within 60 seconds of arrival. ■ Primary concern, history, and maintenance recommendations are veri� ed.■ Service advisor asks clari� cation questions to ensure needs are understood.■ Verify all noise, vibration, harshness issues with customer during a test drive.■ Detailed explanation of work and price estimate provided to the customer in a documented form.■ Alternative transportation is offered to ensure ease and convenience for customers.■ Always con� rm and set expectation with customer for next contact time (status updates) and preferred method of contact

(text, email, phone, etc.).■ Obtain customer authorization before commencing work; ask permission to wash the vehicle.■ If customers choose to wait, ensure they are guided to the lounge and offered a complimentary beverage.

CUSTOMER EXPECTATIONS■ My Hyundai dealership makes it easy and convenient for

me to bring my vehicle in for service since they always offer alternative transportation.

■ I always feel like I am making an informed decision because the Service Advisor always explains the work needed.

RECOMMENDED LEADING PRACTICES■ Pre-write repair orders that come in over the phone to reduce

waiting time for customers when they arrive at the dealership.■ Use greeters, sales staff, porters, appointment bookers and

support staff to free Advisors for in-person customer contact.■ Customers with appointments are given priority upon arrival.

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VEHICLE INSPECTION■ Each customer is offered a walk-around by the Advisor and is explained the purpose and bene� ts.■ Documentation (VI-400) is used for walk-around and vehicle inspection.■ Any damage on the vehicle is noted and con� rmed with the customer.■ Floor mats and seat protective covers are installed before vehicle enters service department.■ Porter and/or technician uses clean gloves when moving vehicles.■ Vehicle odometer is inspected, mileage con� rmed and recorded.■ Technician performs thorough inspection for 100% of vehicles, accurately documenting � ndings and completing

the vehicle inspection report (VI-400).

CUSTOMER EXPECTATIONS■ I really appreciate how thorough and detailed the Service

Technician is with the walk-around. I always feel con� dent that they will resolve my service needs.

RECOMMENDED LEADING PRACTICES■ Install all protective coverings while customer is present. ■ For high-risk repairs or potential repeat repairs, road test the

vehicle with your customer to assist in verifying the concern.Use worksheet to document customer concerns and � ndings.

■ Use Hyundai Service 10 Steps job aids to collect informationand document vehicle needs.

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REPAIR QUALITY CONTROL■ Work is assigned to quali� ed technicians to ensure primary concern is resolved on the � rst visit.■ Shop Foreman or Service Manager ensures that a quality repair check process is followed and documented.■ Service Advisor performs and documents quality checks on all vehicles prior to customer delivery. ■ Repeat repair vehicles are identi� ed for special handling and are referred to Shop Foreman or Service Manager for

review and action.■ ‘No Fault Found’ situations are referred to Shop Foreman or Service Manager for review and action prior to returning

the vehicle to customer.■ Customer vehicle is ready for return when promised with settings (seat, radio, climate control) unchanged.■ Vehicle has been washed and vacuumed and protective coverings removed.

CUSTOMER EXPECTATIONS■ I am always impressed with the condition my vehicle

comes back in and how careful my Hyundai dealershipis with protecting my vehicle.

RECOMMENDED LEADING PRACTICES■ Remove protective coverings while customer is present.■ Always return vehicle cleaner than when customer brought it in.■ Put the value of the car wash on the RO and then show it as

“no charge.”■ In cases where the vehicle cannot be washed due to weather

(e.g. -30˚C), customer receives a wash coupon.

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STATUS UPDATE■ Based on customer contact preferences, send updates on the status of their vehicle.■ Customer is contacted at the expected time set during the write-up.■ Customer is informed at least one hour prior to pickup if their vehicle will not be ready.■ Customer is updated if additional work and/or time is required or recommended. Approval is obtained prior

to commencing new work.■ Customer is contacted when vehicle is ready.

CUSTOMER EXPECTATIONS■ The Service Advisor always keeps me informed of the

status of my vehicle which I appreciate because it helpsme schedule my day accordingly.

RECOMMENDED LEADING PRACTICES■ If a job order is completed early, always notify the Service

Advisor immediately so that the customer can be contactedwith the good news.

■ Send email updates or publish social media updates on statusof the service of their vehicle.

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EXPLANATION OF WORK AND CHARGES■ Final price is consistent with customer approved estimate (original or revised) and all charges are explained.■ All completed work is explained to the customer, including warranty and no charge work.■ Result of vehicle inspection is explained (VI400).■ Upcoming maintenance or required work is explained to the customer.■ Customer’s next service appointment is scheduled at a time convenient for them.■ Introduce customer to cashier, explain where vehicle is located and always thank the customer.■ Customers who pick-up their vehicle after-hours receive a work explanation prior to pickup.

CUSTOMER EXPECTATIONS■ I am never surprised with my invoice and always have

a thorough explanation of the work that was completed. ■ I appreciate the honesty and transparency of my

Hyundai dealership. That’s why I always have myvehicle serviced there.

RECOMMENDED LEADING PRACTICES■ Place repair order and invoice into an envelope prior

to returning to customer.■ Personalize the Owner’s Manual and Hyundai Service

Passport with the customer’s information.■ Service Advisor performs cashier function.■ Service pickup vehicles are all parked in the same row

or delivered to the service drive by a porter.■ Email invoice to customer.

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FOLLOW UP ■ All customers are contacted, according to their preference, within 2 business days of their service visit to ensure

their satisfaction.■ Explain the process of the Customer Satisfaction Survey to the customer. Emphasis is placed on the purpose and

value of the survey rather than coaching customer to give high scores.■ If customers are not satis� ed, immediately follow the Concern Resolution Process.■ Send a reminder email or phone call (depending on customer preference) 1 week prior to their next service appointment.

CUSTOMER EXPECTATIONS■ My busy life is made easier by my Hyundai dealership

keeping track of when my vehicle needs servicing. They always contact me to remind me.

RECOMMENDED LEADING PRACTICES■ Place an appointment reminder sticker on the top left-hand

corner of the windshield.■ Provide a recognition gift for all customer-offered suggestions.■ Service Manager sends a personalized thank-you after service.

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SALES



RATIONALE: In order to focus our attention on key areas that contribute towards the goal of a high quality sales experience, we need to focus on the Moments of Truth (MOT). Each moment has speci� c things we can do at the dealership level to elevate customer loyaltyand satisfaction.

What does your Sales department look like?


Hyundai clearly doesn’t value my business. I will go somewhere else to make this important purchase.

Hyundai will be able to offer me a vehicle that meets my needs and help me make an informed decision.

SALES




FIRST POINT OF CONTACT ■ Phone call: All new and existing Hyundai customers will be connected to a live person every time they call the dealership,

rather than going through an automated process. If a live person is unavailable, customer goes to voicemail and someone returns the call within one hour.

■ Calls are answered within three rings. Customers are greeted by a person who gives their name and the name of the dealership.■ Individual voicemail recordings indicate work days, service hours, and when a callback can be expected. Options are given if

immediate assistance is required. ■ Online: Customer receives a response that addresses their speci� c inquiry within one hour.

CUSTOMER EXPECTATIONS■ I am impressed with how professional and responsive my

Hyundai dealership is. They always respond within an hour, regardless of the medium in which I contact them.

RECOMMENDED LEADING PRACTICES■ Greeters are used during busy time periods to acknowledge

customers and welcome them.

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MEET ■ Customer is welcomed within sixty seconds of arrival and introductions are exchanged.■ Customer is identi� ed as returning or new and escorted to the appropriate department or employee.■ Purpose of customer visit and available time is identi� ed.■ Determine which stage of the buying process the customer is in and any research they may have done.■ Agenda is proposed for the visit based on the customer’s needs and time available.■ Customer is asked permission by Sales Consultant to take notes during the process.■ All customer details are documented into a CRM system or customer tracking log.

CUSTOMER EXPECTATIONS■ I always feel welcomed at my Hyundai dealership.■ My Hyundai dealership always values my time by clarifying

my needs and taking notes so that I don’t have to repeat myself to another employee.

RECOMMENDED LEADING PRACTICES■ Provide the same level of exceptional service, even if

a customer says they are just looking. Never pressureor pre-judge their reasons for being there.F

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DISCOVER – NEEDS ASSESSMENT ■ Offer the customer a complimentary beverage.■ Determine which stage of the buying process the customer is in and adjust to their situation.■ Discover the customer’s likes, dislikes and lifestyle needs.■ Allow the customer to control pace and duration of this stage.■ Discover the customer’s budget and � nancing preferences.■ Document all needs and summarize back to customer for validation.■ Ask permission to show customer selected vehicles based on the discovery of their needs.

CUSTOMER EXPECTATIONS■ I feel like the Sales Consultant really listens when I speak.■ I know that my Sales Consultant is genuinely listening

because they are able to provide me with excellent options based exactly on my needs.

RECOMMENDED LEADING PRACTICES■ Always let the customer do most of the talking, allowing you

to gather more information.■ Offer at least two vehicles based on the customer’s needs to

give them an option.■ Plan to initiate trade-in process when customer is experiencing

the vehicle, eliminating customer wait time.

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EXPERIENCE – VEHICLE PRESENTATION ■ Present vehicles in dedicated well-lit area with suf� cient space to perform full walk-around.■ Highlight areas of high interest and unique features/bene� ts based on customer needs.■ Create an interactive vehicle presentation process for the customer (invite to sit, use features, adjust to their preference).■ Feedback is acquired throughout the presentation to con� rm interest and expose objections or potential concerns.■ Sales Consultant con� rms vehicle meets customer’s needs. ■ Offer the customer the opportunity to demo drive the vehicle. Describe how the demo drive will bene� t them.

CUSTOMER EXPECTATIONS■ I can tell the Sales Consultant is listening because they

offered me vehicles that speci� cally matched my needs.■ I like that I can make myself comfortable in the vehicle

without any pressure.

RECOMMENDED LEADING PRACTICES■ Have music playing in demonstration area to create a

light mood.■ Focus on what the vehicle and its features will do for

the customer.■ Provide a customized presentation based on customer’s needs.

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EXPERIENCE – DEMONSTRATION DRIVE ■ Demonstrator vehicles are clean, fueled and available for demo drive with no wait time.■ Have several pre-planned routes so that demo drive can be customized to customer preference.■ Explain to the customer that you will drive � rst and describe your pre-planned route.■ Highlight the speci� c vehicle features that you know to be of key importance to the customer.■ Pull over at a pre-designated and safe spot on the route to allow the customer the opportunity to drive.■ Conduct a changeover presentation. Familiarize the customer with the vehicle’s adjustments and controls. Con� rm that

the customer is comfortable before they begin driving.■ Follow a pre-determined route back to the dealership. Provide advance information on turns and lane changes.■ Have a designated spot for returning vehicles which allows for easy parking.■ Con� rm with the customer that the vehicle meets their stated needs. Invite the customer inside to continue sales discussion.

CUSTOMER EXPECTATIONS■ My Sales Consultant understands my needs, is focused

on helping me � nd the best vehicle and arranges forme to experience the vehicle in an informative demonstration drive.

RECOMMENDED LEADING PRACTICES■ Demo vehicles are parked together in a spot close to the

showroom. ■ After returning the vehicle, walk through the dealership.

Don’t just sell the vehicle, sell the dealership.■ Demo vehicles for all core volume models are in service.

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NEGOTIATE – GAIN AGREEMENT ■ Sales Consultant ensures there is no additional information the customer needs to make an informed decision.■ If trade-in is discussed: ■ The bene� ts of trading vs. selling are explained to the customer. ■ Appraisal process is explained and agreement is gained to proceed.■ Complete the Vehicle Purchase Worksheet with the customer.■ Present offer to the customer and if agreeable, obtain signature and deposit.■ If the customer raises an objection, clarify and address the objection immediately.■ Counter-offer is presented to the customer and the purchase experience is completed without pressure.

CUSTOMER EXPECTATIONS■ I appreciate that I can make a purchase decision without

any pressure.■ I am con� dent I am making an informed decision because

of all of the information provided to me.

RECOMMENDED LEADING PRACTICES■ The time to negotiate takes less than 40 minutes.■ Maintain full disclosure and remain positive and con� dent

throughout this stage.■ Explain to the customer how you arrived at the � gures.■ Time between negotiating and paperwork is 25 minutes or less.

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REVISIT – FOLLOW-UP ■ If a customer decides to exit the sales process at any stage, thank them for visiting the dealership and make sure that their

contact information is on � le. ■ Customer is contacted within 24 hours of visit or, ■ Consultant and customer agree upon next step, timing and method of follow-up. ■ Ask open-ended questions to determine where the customer is in the sales process. ■ Customer needs are veri� ed and an appointment is offered for a return visit or con� rm a follow-up call

over the next two to three days if an appointment is declined.

CUSTOMER EXPECTATIONS■ I appreciate the fact that I am not pressured to buy if I am

not quite ready and that my Sales Consultant is there to help provide information so that I can make an informed decision. I trust that they have my interests in mind and value a long-term relationship.

RECOMMENDED LEADING PRACTICES■ Review the customer’s pro� le so that the customer doesn’t

need to repeat themselves.

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DECIDE – BUSINESS OFFICE ■ Vehicle Purchase Worksheet is reviewed with the customer and vehicle information and � nancial details are con� rmed.■ Outline the business of� ce process to the customer including the estimated length of time for the process.■ Introduce the customer to the Financial Services Manager.■ Finance/lease rates are fully disclosed to the customer.■ Credit application is completed with the customer.■ Customer’s needs/wants are addressed with the appropriate Hyundai Vehicle Protection products.■ Review each line of the Bill of Sale or Lease Agreement.■ Customer is provided a delivery checklist. Delivery date, time and time required for the delivery are arranged with the customer.■ Customer receives a reminder one day prior to delivery to con� rm details.

CUSTOMER EXPECTATIONS■ The Sales Consultant is thorough in their explanation and

makes me feel con� dent and informed.

RECOMMENDED LEADING PRACTICES■ Be transparent with the customer so that they feel

con� dent and excited about the purchase.■ Business of� ce process takes less than 35 minutes.■ During time waiting, customer is introduced to the

service department.

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OWN – DELIVERY PART 1■ Pre-delivery: Ensure the vehicle is ready, accessories are installed, keys are in-hand and vehicle is parked in an accessible spot.■ Customer is enthusiastically welcomed by Sales Consultant upon arrival and as a � rst step, given a walk-around of their new vehicle.■ Owner’s manual, service passport, tire warranty and any additional reference material are reviewed with the customer.■ If the dealer uses a Delivery Specialist, the Sales Consultant makes the introduction and follows-up before the customer leaves

the dealership.■ All customers are escorted and introduced to the Service Department.■ Customer is informed of service department hours, location of waiting area, after-hours drop off and any unique services the

dealership offers.■ Service Manager or Advisor reviews basic service and maintenance periods with customer.■ First service appointment is booked with the customer.

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OWN – DELIVERY PART 2 ■ The customer is shown basic operation of their new vehicle.■ Customer is given detailed explanation of unique technology features and features are customized to their speci� cations (phone

paired for all drivers, radio and satellite radio stations pre-set, “home” and dealer setting in Navigation System).■ Delivery Certi� cate (checklist) is completed with the customer.■ The follow-up process is explained to the customer.■ Customer is thanked and congratulated on their purchase and is escorted out of the dealership.

CUSTOMER EXPECTATIONS■ I really appreciate the time and care taken to help me

customize my new vehicle.■ I loved the purchasing experience at my Hyundai dealership.

I felt like everyone was genuinely excited for me!

RECOMMENDED LEADING PRACTICES■ Use the “tell/touch” method during delivery to reinforce customer knowledge

and con� dence with vehicle features such as navigation, Bluetooth and radiopre-sets. Explain the feature to the customer with a demonstration and theninvite the customer to try it for him/herself.

■ Have a Hyundai beverage in the cup holder when handing over the new vehicle.■ Give the customer the key on a keychain or in a gift-wrapped box with a thank

you card.■ Vehicle is delivered within three days of signing purchase agreement.■ Customer’s vehicle preferences are identi� ed in advance of delivery and pre-set

before customer arrives. ■ Take a picture or video of the customer at delivery and send it to the customer.

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CARE – FOLLOW-UP ■ Call customer within 24 hours of delivery to ensure satisfaction and provide assistance if needed.■ All additional questions/concerns are addressed with the customer.■ If customers are not satis� ed, immediately follow the Concern Resolution Process.■ The customer is reminded of � rst service appointment.■ Explain the process of the Customer Satisfaction Survey to the customer. Emphasis is placed on the purpose

and value of the survey rather than coaching customer to give high scores.

CUSTOMER EXPECTATIONS■ After I purchased my new vehicle, my Sales Consultant

has continued to be professional and courteous. They even booked my � rst service appointment for me to ensure I don’t miss anything!

RECOMMENDED LEADING PRACTICES■ Send a card after one month to say, “Hope you’re enjoying

your new Hyundai! Feel free to contact us if there’s anything else we can do to make the most of your new Hyundai!”F

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EMPLOYEEENGAGEMENT



RATIONALE: Studies have consistently shown high correlation between employee satisfaction and customer satisfaction. For dealerships, the payoff is reduced turnover, lower cost of doing business and improved customer retention. For employees to deliver exceptional customer service, they need to feel engaged and committed to both the Hyundai brand and their dealership.

What do your employees look like?


Hyundai employees always seem so unhappy.It doesn’t make me feel welcome.

Hyundai employees are always happy and friendly. It makes me feel con� dent that I am working with

knowledgeable professionals.

EMPLOYEEENGAGEMENT




ROLE DESCRIPTIONS AND EVALUATIONS ■ Design, develop and conduct a formal onboarding session for each new dealership employee.■ Provide all employees with job descriptions and expectations with clear goals.■ Develop and implement an employee evaluation process.■ Provide regularly set times for employee feedback and coaching.

COMMUNICATION■ Circulate Hyundai dealership and manufacturer newsletters and trends to all employees.■ Keep all employees informed of customer satisfaction survey results.■ Conduct regular staff meetings to discuss customer concern and customer satisfaction trends.■ Always keep employees informed of the outcome of all improvement efforts taken.■ Employees have access to E-Power. Website is maintained and up-to-date (user list and log-ons maintained).

TRAINING AND DEVELOPMENT■ Provide training opportunities and have a training plan for each employee.■ Hyundai required training is completed. (Hyundai will announce required training. See bulletins for speci� c requirements.).

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CUSTOMER EXPECTATIONS ■ I appreciate that Hyundai employees are always well-informed. It makes me feel con� dent that I am making an educated decision.■ I am doing business with happy and friendly professionals.■ The staff at Hyundai create such a friendly and welcoming atmosphere that they make it enjoyable for me to be at the dealership.

RECOMMENDED LEADING PRACTICESEMPLOYEE FEEDBACK

■ Conduct a formal dealership-wide employee satisfaction survey at least once each year and ensure con� dentiality.■ Review and analyze the results of the employee satisfaction survey to identify opportunities for action plans.■ Communicate any identi� ed opportunities with all employees as well as timelines for improvement.■ Document and communicate any resulting changes in dealership processes and procedures.■ Establish a team of staff to oversee and troubleshoot all employee concerns for improvement, communication and

ensure employee satisfaction.■ Initiate an ongoing process to capture employee suggestions and concerns (beyond the annual/semi-annual survey).■ Provide an employee recognition program to acknowledge employee ideas and customer success stories.

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EMPLOYEEENGAGEMENT




FACILITIESMAINTENANCE



RATIONALE: You never get a second chance to make a � rst impression. In an interview with Steve Jobs, he said “Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.” Starbucks, Apple, and Four Seasons are just a few brands that have one thing in common besides being globally successful – Customers are guaranteed the same professional facilities, products and services regardless of where they are in the world.


Hyundai doesn’t have the time for their ownretail space – they won’t have time for me, or

concern for my vehicle.

Hyundai cares about the details which re� ectsthe kind of exceptional care and service

I will receive.

Which � rst impression are you going to make?





SIGNAGE ■ Visible and Suf� cient: All directional signs are in view from all entrances and easily guide the customer throughout the

parking lot with appropriate signs above entrances, showroom, customer service and customer parking.■ Lighting: There is suf� cient and functional lighting during the day and night highlighting all signage.■ Clear of Obstruction: There are no plants/trees, light posts, vehicles or any other objects obstructing the customer’s view.■ Clean and Presentable: The signs look clear, have no bends or cracks, no rust and no � aking paint on posts.

COMMUNICATION■ Clean and Presentable: The lot is free from garbage, seasonally maintained (free of mud, snow, etc.) and there are no weeds or

grass coming through the pavement.■ Parking Spaces: There is suf� cient paved parking, and the rows are evenly spaced and wide enough to easily navigate a vehicle. ■ Promotional Materials: All point of purchase materials are current and in good condition. ■ Display Vehicles: The designated new and used car area is clean, neatly arranged, and free of snow or puddles.■ Landscaping: Flowers and bushes are alive, grass is maintained and healthy and area is free from litter, cigarette butts, etc.■ Safety and Trip Hazards: Lot is even and has no cracks that would present potential hazards.

BUILDING■ Entrances: Walkways to entrances are seasonally maintained (free of mud, snow, etc.) and free of clutter (litter, hazards, cigarette butts, etc.).■ Showroom: Windows are clean, providing excellent visibility into facility and are free from stains, dirt, smudges, chips/cracks.■ Façade: Free from cracks, stains, paint discolouration and graf� ti.■ Clutter free: No shovels/brushes leaning against walls and no visible car parts or tires outside service bays.■ Entrance: All mats and carpets are placed neatly (straight and no bunching), kept cleaned, swept and in excellent condition (no rips or tears).■ Smoking: Designated areas are “invisible” except for signage. No cigarette butts or over� owing cigarette disposals.

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SALES DEPARTMENT ■ Showroom: All � oors, mats, desks and furniture are kept clean, clutter free, and no marks or excessive wear on � oors and walls.■ Lighting: All lighting is operational, clean and bright.■ Promotional Materials: All materials are current, in good condition and professionally presented.■ Display Vehicles: There are a suf� cient number of vehicles in excellent condition (clean interior, exterior, and windows) with seats

and mirrors in normal position.■ Desks: Clutter free and neatly organized, free of spills or litter on or around desk, with name tags clearly visible. ■ Furniture: All furniture is matching, current, neatly organized, free of visible wear or damage and clean of spills or stains.

SERVICE DEPARTMENT■ Service Reception and/or Drive-Through: Neat, organized space, free of clutter – tools/air hoses neatly put away, no tires/car parts

visible (except for merchandising display), no paint � aking or staining, no grease on doors, handles and windows. ■ Desks: Clutter free and neatly organized, free of spills or litter on or around desk, with name tags clearly visible. ■ Floors, Doors and Walls: Free of stains, footprints, garbage, cracks, excessive wear and grease marks.■ Shop Space: Service bays are free of garbage, debris and non-branded posters/signage.

WASHROOMS■ Clean and Presentable: Washrooms are in exceptionally clean condition with no stains, garbage on the ground or over� owing garbage.■ Professional: Always fully stocked with supplies and all lighting, fans, and toilets are operational.

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CUSTOMER WAITING AREAS (ALL DEPARTMENTS) ■ Furniture: All furniture is matching, current, neatly organized and free of visible wear or damage, and clean of spills or stains.■ Reading Material: A variety of magazines are neatly organized, current and in good condition.■ Waiting Area: All � oors, mats, desks and furniture are kept clean, clutter free, and no marks or excessive wear on � oors and walls.■ WIFI: Provide complimentary WIFI. ■ Seating: Adequate seating is provided to ensure customers are comfortable during their wait.■ Television: Have television tuned to local news or Hyundai marketing videos.

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SFACILITIESMAINTENANCE




CUSTOMER EXPECTATIONS ■ I like having my vehicle serviced at my local Hyundai dealership because they take great care of their space. I know I can trust

that they will be equally meticulous with my vehicle.■ I like the feeling of being at my Hyundai dealership. It makes me feel relaxed and welcomed.

RECOMMENDED LEADING PRACTICES■ Set up weekly inspections and rotating staff who are responsible for ensuring that standards are being met.■ Drive onto your lot from all different entrances to ensure clear visibility of all signage.■ Implement a “guest inspector” program by periodically asking a waiting service customer to accompany you on a facilities inspection

to ensure fresh eyes. Thank your customer with a complimentary oil change or a Hyundai branded gift.■ Provide high-end luxury products in the washrooms.■ Always have a variety of fresh snacks and refreshments to offer.■ Have “café” music playing to create a warm, inviting and non-intimidating environment.■ Create a “café” like service waiting area – music, coffee, Wi-Fi, computer stations with power outlets, magazines, etc.■ Create a children’s play area with games, small tables, books, etc. Have a kid’s treasure chest of prizes while waiting. Be sure to keep

tidy and clean at all times.■ Have a greeter at the entrance with faux mimosas.■ Have live music on weekends to create a different atmosphere and support local talent.■ Create a digital touchscreen display for customers to “engage” with the Hyundai brand, history, personal stories (“I am Hyundai”),

vehicle options, etc.■ Create business centre to offer computer workstations, printer (scan and fax) and power outlets. ■ Snacks/Beverages: Complimentary snacks and refreshments are available, not expired and kept clean and organized (i.e. fresh fruit,

baked goods, chips, mini fridge with water bottles, pop and juice available).■ Appointment boards above the service area for clients to see where they are in the queue.

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CONCERNRESOLUTION



RATIONALE: At Hyundai, we always put our customers � rst. Customers are impressed with the professionalism and empathy with which dealership employees address their concerns promptly. By consistently implementing the Hyundai Signature concern resolution approach, the dealership will build both customer satisfaction and loyalty.

Which customer Concern Resolution interaction will you have?


No one at Hyundai wants to be held accountablefor my concern and I feel extremely annoyed

and frustrated.

Hyundai is genuinely interested in � nding aresolution to my concern in a prompt and

professional manner.

CONCERNRESOLUTION




SINGLE POINT OF CONTACT ■ Empower all employees to strive for concern resolution at � rst contact.■ Empower every customer-facing employee by ensuring that they are trained in Concern Resolution and can explain the dealer-

ship’s concern resolution process to the customer.■ Dealer has an escalation process in place for cases where a front line employee is not able to resolve the concern, including

contacting HAC on the customer’s behalf.■ Empower all non-customer-facing employees by ensuring that they know to whom customer concerns should be directed.■ In the event that another employee is absolutely required to assist in the process, all of the customer’s information is passed

along to avoid the customer providing the information a second time.

COMMUNICATING WITH THE CUSTOMER■ Thank the customer for voicing their concern.■ Apologize to the customer for any inconvenience their concern may have caused.■ If the concern cannot be immediately resolved, explain the concern resolution process to put the customer at ease.F

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SCONCERNRESOLUTION




RESOLUTION WITHIN 24 HOURS ■ Gather all necessary information and details from the customer regarding their concern.■ Always strive to resolve the customer’s concern immediately. If this is not possible, communicate with the customer that you

will contact them with a solution within 24 hours.■ Within 24 hours, develop an action plan for each customer concern.■ Engage with Hyundai Auto Canada Corp. on behalf of the customer if a solution to the customer concern cannot be found.■ Ensure that employees verify the customer’s preferred method of contact to ensure there is no delay in connecting with

the customer. ■ Ensure every employee has immediate access to appropriate concern resolution documents.

DOCUMENTATION■ Document the customer’s concern clearly with all pertinent details on a Customer Concern Form.■ Record each Customer Concern Form in the Customer Concern Log.■ Keep track of all Customer Concern Forms, ensuring that action plans and resolutions are documented.

CONCERN PREVENTION■ Review the Customer Concern Log every month to ensure there are no outstanding cases that need attention.■ Assign one employee to ensure proper documentation and trend analysis.■ Identify any trends that consistently occur in the Customer Concern Log, and ensure that at least one of the missed opportunity

trends is targeted each month for improvement.■ Communicate with all employees regarding changes to policies and/or procedures.

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CONCERNRESOLUTION




CUSTOMER EXPECTATIONS ■ When I express my concern to any Hyundai employee, that employee will acknowledge my concern and lead me to the person

who can help me.■ The employee will gather all necessary information from me to initiate the concern resolution process without requiring me to

speak to any other employee.■ I am informed within 24 hours of the dealership’s proposed resolution, in addition to the estimated time frame and any cost for

the solution.■ If my Hyundai dealer is unable to resolve my concern independently, the dealer will contact Hyundai Auto Canada Corp. on my

behalf to resolve my concern.■ I expect that my Hyundai dealer is continuously improving the customer experience by identifying and preventing repetitive

issues to ultimately improve my future experiences.

RECOMMENDED LEADING PRACTICES■ Train all employees every quarter on Concern Resolution by reviewing the process as well as examples of Concern Resolution

Forms, from the past quarter to help them better understand how to con� dently resolve at � rst point of contact.■ Establish a customer goodwill budget, set guidelines and empower employees. ■ The concern resolution is communicated to the customer the same day, by the same person that recorded their concern.■ Follow-up with every customer that � led a concern that month to ensure satisfaction.■ All employees should work together to ensure the � rst point of contact employee is able to resolve the customer’s concern

within 24 hours.■ Provide a complimentary car wash or something of comparable value in a personalized apology letter to acknowledge the

customer’s inconvenience.

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CONCERNRESOLUTION




This guide was developed by cross-referencing customer expectations of Hyundai customers as well as multiple luxury and non-luxury automotive brands. Hard data and real world experience with millions of customer interactions were used to develop Hyundai customer expectations.

Hyundai dealerships must develop processes that will ensure these customer expectations are met. These customer expectations are “foundational” requirements, however recommended leading practices that have been gathered from across non-luxury and luxury automotive brands are included to offer a truly exceptional Hyundai SIGNATURE customer experience.

Over time, customer expectations change based on many factors, including their experiences with other retail experiences. The Hyundai brand is also gaining new customers from other brands, who bring different expectations with them. This means that, over time, we need to � ne tune and focus on different areas.

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DESIGN METHODOLOGY


HYUNDAI SIGN TURE CUSTOMER CUSTOMER EXPECTATIONS …

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