Service reminder process conversion report

Whats your reminder conversion ratio

Most Kerridge users generate system service and MOT reminders, but not many know the success rate or conversion ratio. This type of report can be extended to include as much detail as users find beneficial.

This report is emailed weekly to the nominated receipient(s). It summarises on a rolling basis the total reminders generated and repair operations carried out. Then a percentage of conversion. This example also includes two regular promotion codes so they can monitor the attractiveness of each promotion being mailed.

This data summary (using branch 001 and 002 as an example) is straightforward as follows.

The top heading is the activity (eg service)

Sent: is the total of the activity type sent

Done: is the total operations carried out for the activity

%: Is the conversion percentage between sent and complete.

Another good monitor is to track the fluidity of the reminders generated or bulk mailings.

This report is not to be confused with customer retention

             -Service Remind-   --MOT Remind--   -—–Promo 1–––-   -—–Promo 2–––-

Serv Due       Sent Done   %    Sent Done   %    Sent Done   %    Sent Done   %

001 2009/03     196   94  47%    147   51  34%    190    9   4%      0    0   0%

001 2009/04     212   88  41%    170   54  31%    157    6   3%      0    0   0%

001 2009/05     270   65  24%    165   32  19%     41    0   0%      0    0   0%

001 2009/06     205    2   0%    112    5   4%      0    0   0%   2552    6   0%

              —––- —––- —––-   —––- —––– —––-   —––- -—–- —––-   –––- —––- —––-

Branch 001      883  249  28%    594  142  23%    388   15   3%   2552    6   0%

002 2009/03     188  103  54%     87   34  39%     74    1   1%      0    0   0%

002 2009/04     184   90  48%     71   23  32%     82    2   2%      0    0   0%

002 2009/05     209   47  22%    113   31  27%     19    0   0%      0    0   0%

002 2009/06     160    3   1%     52    2   3%      0    0   0%   1264    6   0%

              —––- —––- —––-   —––- —––– —––-   —––- -—–- —––-   –––- —––- —––-

Branch 002      741  243  32%    323   90  27%    175    3   1%   1264    6   0%

Cont.....

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Servicing Retention (month to date)

Are your customers returning annually

This report is calculated month to date, the MTD done is the number of services carried out and the MTD Opp is the number of services carried out last year.  

Each day the report email is sent  the Opportunity (Opp) increases as both figures are based on the number of days elapsed since the start of the month upto the current day.

This same period is also measured for last year.

Location               MTD Opp  MTD Done   Retain

Abingdon                  226      123      54.4%

Birmingham                163      108      66.2%

Oxford                    262      163      62.2%

Nottingham                148       82      55.4%

Reading                    70       31      44.2%

Stoke                     148       82      55.4%

Wolverhampton              94       56      59.5%

Grand totals             1111      645      58.0%

Copy of daily email

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Servicing penetration example report

What servicing opportunities are you missing

This report displays how many vehicles pass through a workshop or group annually and how many have routine servicing carried out (not necessarily at the same time) inside the scheduled period at the same location.

The service interval for the franchise in the example is 12 months, therefore calculating over a 13 month period allows for late servicing customers.

This identifies the service penetration which is never usually calculated or even though about!! However, it’s a good indicator for upsale processes or future CRM date capture.

                     Last Service in Months------—–––----——–––

Period   Vehicles     0-12  Penetrate   13-24    25-36    36+     Never

2008/03       642      371        58%     102       74     52        43

2008/04       587      313        53%      97       62     26        89

2008/05       621      289        47%      99       68     16       149

2008/06       638      320        50%     105       73     27       113

2008/07       701      343        49%     114       74     55       115

2008/08       612      309        50%     109       71     14       109

2008/09       651      336        52%     134       58     49        74

2008/10       595      319        54%     147       97     14        18

2008/11       632      394        62%     96        24     48        70

2008/12       479      257        54%     102       69     20        31

2009/01       677      331        49%     112       22     39       173

2009/02       578      301        52%     137       77     33        30

2009/03       654      365        52%      52       37     23       177

Grand Totals 8067     4248        52%    1406      806    416      1191

Copy of regular email

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CRM quality measurement summary

How many next service or MOT dates do you miss

This group needed to monitor how many vehicles passing through its workshops had future service and/or MOT dates in place within the vehicle records.   The report is emailed weekly to service managers in the group so the topic can be covered during their daily service meetings.  Before this report was requested the group Aftersales manager had some CRM fields set to mandatory but this was not proving effective.  

Setting fields to mandatory always makes users enter anything to bypass the mandatory criteria, therefore the mandatory function is counter productive.  We advised lifting the mandatory status to advisable,and then discuss the importance of quality data capture with all members of staff on capturing details which are beneficial to the business, then report the quality entered in a summary and itemised format.

The summary report is a rolling snapshot of the previous 6 months with the 6th month being the current month, the idea is to ensure that quality is improving, this can also summarise per site so comparisons can be made between outlets within the group.

In the spirit of competitiveness this always ensures no one service department is trailing behind.

Period              Jobs  Reg Date    -–-Service Date–––   –––--M O T Date—––––

                  Cards  Blank   %   Blank  %   O/Due  %  Blank  %   O/Due   %

2009/03              672    74  11%    74  11%   204  30%   113  16%   204  30%

2009/04              564    62  10%    55   9%   168  29%    85  15%   165  29%

2009/05              486    38   7%    44   9%   153  31%    48   9%   129  26%

2009/06              555    48   8%    46   8%   158  28%    74  13%   148  26%

Company number 01   2277   222   9%   219   9%   683  29%   320  14%   646  28%

2009/03              531    21   3%    58  10%   124  23%   121  22%   155  29%

2009/04              452    15   3%    44   9%   111  24%   105  23%   145  32%

2009/05              519    23   4%    42   8%   121  23%   102  19%   171  32%

2009/06              533    25   4%    48   9%   126  23%    83  15%   147  27%

Company number 02   2035    84   4%   192   9%   482  23%   411  20%   618  30%

Cont.......

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CRM quality measurement individual

Spot individual errors as and when they happen

An itemised report is emailed daily to the sites service manager, this highlights those individual CRM records with errors. Daily errors for correction have more chance of being corrected than presenting a long drawn out list. Also if the records are not corrected then the manager repeatedly gets notified.

This group were paying an outsourced company to monitor and report back monthly any missing data, which clearly due to the volumes wasn’t being updated anyway.  As all errors are addressed daily and direct from Autoline they have no more monthly fees to incur.  Most importantly, monitoring and updating daily will ensure data is available for future custom.

This style of report can include whatever a user finds beneficial, valid email addresses, missing postal addresses,  no chassis numbers, even predictive dates etc etc.

The philosophy of generating this daily is to ensure records are updated immediately.

Op Wipno Reg      Vehicle  Customer name         Error

PL 24813 EC07***   242492  Mr R E****            MOT date

PL 24793 LR56***   255167  Mr H***               Service & MOT date

PL 25199 LT07***   254758  Mrs T T******         Service & MOT date

PL 22535 LB05***   167965  Mr S W****            MOT date

PL 23891 R49****   126304  Mrs D V****           Service & MOT date

PL 24224 LS08***   242677  Mrs H*****            MOT date

PL 23844 LB51***    98112  Mr S F*****           Service Date

PL 24515 LS02***   255072  Mr G****              Service & MOT date

PL 25097 AV04***   203265  Mrs E F******         MOT date

PL 24585 NA06***   208247  Mr T S******          Service Date

PL 22247 ND56***   250591  Dr G******            MOT date

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WIP costing errors

How many times does this happen to you? Or don’t you know?

This is a daily report emailed to the service manager warning when a staff member has costed a service or MOT using an incorrect service code which in turn hasn’t updated any future dates.

This is a common problem and again if left unchecked it will compound the problems associated on the quality measurement summary.

These are actual examples of the possibilities of data monitoring.

Date       Wipno Error                 Next Serv  Next MOT    Code  Inv Op  

01/07/2009 57166 Service not updated   29/06/2008             SMT              

26/06/2009 57210 Next service error    19/09/2009             S1               

30/06/2009 57571 Service not updated                          S2               

03/07/2009 57612 MOT not updated                  06/07/2009  S1               

Copy of daily email

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Service customer retention for new and used sales customers

Selling a vehicle doesn’t necessarily mean you will service it

Another unusual request, this report was requested by a solo dealer who wanted to know the number of new and used units delivered each quarter for a three year period, and the “sales to service loyalty” measured by the service interval.

This report also has two drill down functions, by highlighting the line the first drill down will itemise the vehicles and customers, the second drill down if selected will export the customers details including address, salutation, and vehicle details, so the information can used for marketing and mailshots.

This dealers marketing department who monitor the information on a regular basis certainly make full use of it’s capabilities.

NB: the 100% retention for year one is because the PDI is set as a service for this dealer.

Delivery    —–--Units–––-     —–––––––––– Last Service or MOT Visit––––––––-

Period     New  Used  Total    0-12mnths  13-24mnths  25-36mnths    37mnths+

2006/Q1     81   206   287      209  73%     55  19%     13   5%     10   3%

2006/Q2     48   162   210      159  76%     39  19%     12   6%      0   0%

2006/Q3     75   176   251      189  75%     53  21%      9   4%      0   0%

2006/Q4     39   153   192      160  83%     19  10%     13   7%      0   0%

2007/Q1     78   188   266      218  82%     36  14%     12   5%      0   0%

2007/Q2     51   148   199      172  86%     29  15%      0   0%      0   0%

2007/Q3     69   179   248      222  90%     26  10%      0   0%      0   0%

2007/Q4     38   139   177      157  89%     20  11%      0   0%      0   0%

2008/Q1     88   186   274      250  91%     24   9%      0   0%      0   0%

2008/Q2     52   149   201      201 100%      0   0%      0   0%      0   0%

2008/Q3     74   163   237      237 100%      0   0%      0   0%      0   0%

2008/Q4     36   113   149      149 100%      0   0%      0   0%      0   0%

2009/Q1     47   164   211      211 100%      0   0%      0   0%      0   0%

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Service advisor sales and upsale report

This report is emailed daily to service advisors inside a dealer group. It’s  demonstrates the reporting capabilities down to user level.  The report was created for the group aftersales manager who was just interested in the effectiveness of each service advisors up-sale abilities and it used as a tool for discussion during the monthly service advisors review meetings.

The idea of sharing the information to all advisors was to encourage the less active to become more active in a spirit of competitiveness.

The selection of items to monitor are restricted by the default Kerridge email function being only 80 characters in width. This report was duplicated into a printed version with more categories displayed, and therefore the email version is just used for “headline” numbers.

For privacy the users names have been removed on this snapshot.

                   Emis  Loan  Envi  Main  Intr  Poll  Brke  Booked  Upsold

Operator           Prod   Ins  Chrg  Serv  Serv  Filt  Flud   Hours   Hours

                    36     7    48    56    71    13    13   362.2   171.3

                    41     4    55    49    68    15    12   291.2   223.7

                    57     9    68    71    91    34    17   397.5   355.1

                    12     1     7    39    55    18     7   327.8   185.4

                    93    17   137    68    69    45    44   375.1   167.4

                    37     2   121    83    40    39    40   336.8   158.4

                     1     0     1     1     2     0     0    10.7    21.4

                    70    21   192    61   117    77    69   385.4   258.8

Cont......

Copy of daily email

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Month to date labour sales by sale type for a small group

Are you still relying on the standard DOC’s

This report was written for a small dealer group who wanted a daily labour sales report broken into daily performance and itemised by the 3 labour sales channels.

Another need for this client which we have never been asked before is to include the month to date budget figure.

Firstly to enable the budget figure to work the report has to establish how many working days are in the month, then how many working days have elapsed month to date after that the calculation is simple.

The next need was to itemise each days performance and then identify the performance by the labour sales out channel/type.

The reason this was required was to enable a daily snapshot of workshop performance on a detailed basis identifying bottleneck costing or administration backlogs, also that the warranty claim process was being carried out in a smooth procedure.

Although this report is nothing new, it will highlight certain dis-efficiencies not normally identified on the standard labour sales reports where only summarised totals are used.

This report emails the retail operator daily with one email per branch.

               ---Retail---     --Warranty--     --Internal--     --- Totals ---

   Date       Hours  AvRate    Hours  AvRate    Hours  AvRate     Hours    Value

Wed 01/07      38.9   61.16      0.4   42.50      0.6   41.67      39.9   2387.62

Thu 02/07      18.8   56.81      0.0    0.00      6.5   65.54      25.3   1495.00

Fri 03/07      21.6   56.16      0.0    0.00     10.7   61.50      32.3   1871.83

Sat 04/07      11.3   59.73      0.0    0.00      0.0    0.00      11.3    675.29

Mon 06/07      35.0   42.54      0.0    0.00      2.7   64.44      37.7   1664.10

Tue 07/07      27.6   62.75      0.0    0.00     13.4   61.42      41.0   2555.80

Wed 08/07      38.3   64.26      8.9   57.98      6.3   63.02      53.5   3375.40

Thu 09/07      31.6   59.11     12.5   58.00      6.4   64.22      50.5   3005.07

Fri 10/07      47.9   60.86      0.0    0.00      0.5   16.00      48.4   2923.11

Sat 11/07      15.1   52.19      0.0    0.00      4.2   55.71      19.3   1023.17

Mon 13/07      18.3   61.75      0.0    0.00      8.6   51.28      26.9   1572.47

Tue 14/07      21.8   62.48      0.0    0.00      3.1   64.52      24.9   1563.32

Wed 15/07      19.4   52.47     11.6   57.93      6.2   41.61      37.2   1949.27

Thu 16/07      16.6   52.59     18.1   75.80      3.0   23.67      37.7   2317.30

Fri 17/07      20.7   60.10      6.2   58.55     21.5   54.00      48.4   2769.24

Sat 18/07      15.7   59.43      0.0    0.00     44.5   55.08      60.2   3384.49

Mon 20/07      21.7   50.83     33.7   58.10     11.7   57.35      67.1   3733.47

Tue 21/07      27.3   59.34      4.6   73.48     11.0   50.73      42.9   2595.81

              -------------    -------------    -------------   -----------------

Total 06      447.6   57.80     96.0   62.09    160.9   55.73     704.5  40861.83

                                                 Budget Month to Date    44505.00

Copy and paste from a daily email, one mail per branch

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Group parts ICT (Inter company transfer) tracking report

This report was written for a small dealer group.  For efficiency all VOR orders on the manufacturer were placed by a core depot for the satellite branch.  When there are delays with particular parts the satellite outlet needs to know the order number that was placed on the manufacturer and an expected delivery date where known.

Sometimes the inter company transfer function goes un-noticed more so at the satellite but sometimes at the main supplying depot creating supply frustration between sites.

This automated email is mailed at regular intervals to all parts advisors in the parts email group showing the status of every line currently sitting in the ICT function.

Where an ICT request has been overlooked this will be spotted in the list, but more importantly, where the core site had placed something on manufacturers order the satellite branch now have the details of how the order has been placed and the order number used by the main depot, also where the expected date has been populated within purchase control this is also reflective in the report.

Note, line 1 has been over looked and potentially line 4.

WipStat: This is the order status in the supplying companies wip (not the invoice status)

Purc: This is the status of the line in purchase control “B” indicating Back Order

Pono: This is the order number used on the manufacturer for each line

Expected: This is the expected date for delivery of the part (usually populated where backordered)

Reqwip: This is the requesting sites wip number

Date     Supply Part No   Qty WipStat Purc  Pono  Expected Reqwip

21/05/09  17465 G695546     1    R                         36052

21/05/09  17523 G198864     1    X                         35981

20/05/09  17121 G699644     1    V     V  13224  -–/--/--  34522

17/05/09  16567 G269954     2    R     R  12997  -–/--/--  33355

23/04/09  14338 G699644     1    V     B  12341  17/06/09  31978

Cont....

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Used vehicle sales and stock profile report

This report is a snapshot of used vehicle demand and the current stocking levels by price range.

When run, the user has to complete two prompts, the target stock turn (8 by default) and the history period in months (6 by default).

The output is the sales pattern and stock by price. The focus is to pay attention to the units sold in particular pricing bands, and the current stock level within the same band. Like parts history, the group focus their attention on which model or model/price range generates the greater sales and therefore needs a stock level to suit. Also a recommended stock level based on the demand and target turn, then a suggestion of stocking or de stocking(indicated by a positive/negative figure)

The price bands are incremental in ‘000s, but can be expanded upon.

This copy has been condensed to fit on this page, and the original versions are less compact and more readable.

                 ---------------------------- Price Range Profile -—––--------––––––––––––-–––

                 <4k     4k     5k     6k     7k     8k     9k    10k    11k    12k    14k    16k   18k+   Tot

FIESTA  

Sales History      5      4     13     14     13     14      7      4      1      2                         77

Current Stock                    4      3      4      3      4                                              18

Suggest Stock      1      1      3      3      3      3      2      1                                       17

Buy/Sell                  1     -1            -1            -2      1                                       -1

--------------------------------------------------------------------------------------------------------------

FOCUS    

Sales History      3      1      1     10     12     20     15      9      4      3      3                  81

Current Stock                    1             5      6      3      1      1      1      1      1           20

Suggest Stock      1                    3      3      5      4      2      1      1      1                  21

Buy/Sell                        -1      3     -2     -1      1      1                          -1            1

--------------------------------------------------------------------------------------------------------------

MONDEO     

Sales History                           1      7      4      2      1             1                         16

Current Stock                           1      1             2      1      1                                 6

Suggest Stock                                  2      1                                                      3

Buy/Sell                               -1      1      1     -2     -1     -1                                -3

--------------------------------------------------------------------------------------------------------------

Cont....

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