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Daimler 360 GRAD - FAKTEN zur Nachhaltigkeit 2008 Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Customers / Customer relations Improving and maintaining customer relations Focus on the customer at Daimler Customer satisfaction is a key corporate goal at Daimler. Accordingly, 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-oflife vehicles. Through its customer relationship management (CRM) system, the Group has created an effective framework and developed key figures for customer satisfaction evaluation.
Daimler 360 GRAD - FAKTEN zur Nachhaltigkeit 2008 Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Customers / Mercedes-Benz und smart Managing customer relations at Mercedes- Benz and smart Integrated customer relationship management at Mercedes-Benz and smart sets out to win over new customers and to maintain the loyalty of existing customers over the long term. Of particular importance here is the development of an emotional bond on the part of the customer that goes beyond simple fascination for the vehicle. To this end, Daimler has introduced worldwide discussion programs that take into account individual customer requirements and preferences to an even greater extent. In August 2006, we therefore launched the “CSI No. 1” program in order to systematically ensure customer satisfaction in sales and aftersales through targeted monitoring. The name “CSI No. 1” is derived from the term Customer Satisfaction Index. Our objective with the program is to attain the top position for customer satisfaction in the premium segment by the end of this decade. CSI No. 1 groups together all initiatives that improve customer care in direct contact – i.e. where the customer can best experience personal 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, aftersales customer care) and in service (e.g. service orders, service follow-up). In addition to sustainable process and system optimization (such as the integration of all customer contacts in a uniform customer database), the focus here is on long-term ongoing training for all employees who have contact with customers. During the CSI No. 1 program’s initial phase, more than 35,000 management employees and staff from sales and service units took part in training sessions dealing with customer satisfaction topics. We also offer dealers onsite consulting to ensure a sustained focus on the customer. Securing the top position in the premium segment is an ambitious goal. In order to achieve it, Mercedes- Benz already commissions regular audits by external and internal reviewers, and measurement and controlling methods for CSI No. 1 are also all standardized. Depending on the initial situation and national requirements, a market-specific CSI schedule is drawn up from a number of individual measures, and its implementation is then monitored. Since the launch of CSI No. 1, we have succeeded in substantially improving our competitive position in sales in nearly all markets. In the U.S., for example, Daimler made a sharp improvement in the rankings of a very important comparative study, moving from 10th to 5th place. We also performed extremely well in similar studies in Japan (2nd place) and China, where we finished number one. A comparative analysis of CSI figures for Mercedes- Benz aftersales service also shows improvement in customer satisfaction. Mercedes-Benz has moved up from 8th to 3rd place in passenger car aftersales service rankings in South Africa, and the brand has also secured 2nd place in Japan, despite more intense competition in that country. Mercedes-Benz’ aftersales service in the Czech Republic improved from 4th to 1st in rankings in that country, while Mercedes-Benz Turkey rose four slots in its customer service rankings to reach 2nd place.
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