Criteria for dealer Excellence - Business Innovation
The dealer has a succession plan in place. Documented policies and procedures ensure consistency in operations without stifling creativity. Employees have input into performance objectives. Written job descriptions are consistent with day-to-day responsibilities. Staff are authorized to make decisions and are accountable for their results. The dealer can provide examples of employee development success stories. The dealer has been recognized by a 3rd-party for business leadership. Key suppliers are informed of the dealership's plans and objectives and are given the opportunity to comment and suggest improvements.
The dealer has implemented new initiatives that were conceived by staff. Repeat business and customer referrals are acknowledged and rewarded. The dealer measures customer retention in all areas of operations. The net worth of the business has risen steadily through its history. The dealer has developed new sources of revenue that have contributed to the growth of the business.
The dealer has implemented initiatives that provide customers with greater accessibility to products and services. Facilities add value to the customer experience. The dealership has specific programs, products, services and features that differentiate it from the competition and provide a sustainable advantage in the marketplace. Customer loyalty is appreciated through special events, programs and other initiatives.
Efficiencies and Responsiveness
The dealership is a franchise leader in the fixed-first-time, on-time measurement. Customer follow-up procedures in fixed and variable operations are defined and documented; staff performance in this area impacts their compensation. The business is well-staffed to handle current sales and service volumes. The dealer can identify initiatives that have been implemented as a direct result of customer feedback. The dealership has pioneered systems and technology applications that delivered quantifiable benefits. Efficiencies have been achieved through the elimination of redundancies and obsolescence.
Improvement and Learning
The dealer is committed to sharing knowledge throughout the organization. The dealership promotes and facilitates employee learning through leaves of absence, paid training time, distance learning and other initiatives. Job-specific and personal development training is available to all staff during working hours. Managers are exposed to learning and information beyond the boundaries of their departments.