Participant Material O TPV QCCM Phase 2 ENG

Strictly confidential
OVERVIEW LEARNING JOURNEY | QCCM ICT.

Phase 1 Phase 2 Phase 3 CERTIFICATIO
PREWORK N
&
PREPARATION GAP-ANALYSIS ADVANCED TRAINING ANCHORING
CERTIFICATION
VIRTUAL VIRTUAL F2F F2F
Prework Preparation Gap & Assessment Certification

Analysis
Role & Responsibilities Local tools & relevant Time- and Self- Communicating
information Management. Complaints & Complaint
Management.
Coaching F2F/Virtual
Future Learning &
Focus Training
Onboarding
Coaching on the job Sales and Aftersales KPI and Management Customer communication Change Management.
Processes incl. Warranty reporting Basic and Role Specific
& Goodwill
-1-
ROLE & RESPONSIBILITIES.
AGENDA.
 The role of the Quality & Customer Care Manager.
 Responsibilities.
 Tonality of the house (ToH).
 Proactive Care (PACC).
 Legendary moments.
-2-
INDIVIDUAL ACTIVITY.
Answer the following questions:
 What does it mean for yourself to be a QCCM?

 How do you see your role at the dealership?
Write your answers on card and stick onto board and be ready to present your answers to the group.
Your answers:
By establishing the QCCM as a “Single point of customer care” at every dealership, we handle our customer complaints
with the highest care.
-3-
QCCM AS AMBASSADOR OF TONALITY OF THE HOUSE.
The BMW Group has defined the Tonality of the
House (ToH) as a framework for customer treatment.
 The QCCM embodies the application of Tonality of the

House throughout all retail processes, and acts as a
representative of these throughout the dealership.
Click to add picture.  To ensure that dealer staff internalises the ToH, methods
that allow the QCCM to act as multiplicator of ToH
principles should be established.
-4-
TONALITY OF THE HOUSE.
In an increasingly complex and rapidly changing
competitive environment, each and every one of us needs
to become aware of,…
…WHAT we do.
…WHY we do it.
…HOW we do it.
-5-
TONALITY OF THE HOUSE - BEHAVIOURAL ANCHORS (1/2).
MAKE IT EASY FOR ME CARE FOR ME AND TAKE OWNERSHIP & KEEP
SOLVE MY ISSUE YOUR PROMISE (TRUST)
PROMISE: WE MAKE THE LIFE OF OUR PROMISE: WE CARE ABOUT OUR PROMISE: WE BUILD TRUST WITH OUR
CUSTOMERS EASY. CUSTOMERS AND SOLVE THEIR ISSUES. CUSTOMERS AND KEEP OUR PROMISE
SPEED SOLVE PRIVACY & TRANSPARENCY

We react fast to customers’ needs and We make it our job to address our We respect our customers privacy and we
issues. customers‘ needs as well as take are always transparent and honest in our
responsibility in identifying and resolving actions.
CONVENIENCE potential issues proactively.
We offer convenient and hassle-free RELIABILITY & CONFIDENCE
solutions. COMPETENCE We provide reliable experiences and a
We know our jobs and our customers trusting relationship by delivering on our
SIMPLICITY (incl. their history). promises. Our actions inspire confidence.
We simplify the business for our
customers. APPRECIATION RESPONSIBILITY
We make all customers feel appreciated We take full responsibility for all our
and welcome. actions.
-6-
TONALITY OF THE HOUSE - BEHAVIOURAL ANCHORS (2/2).
MAKE ME SMILE (JOY) ELEVATE ME (OPTIMISM)
PROMISE: WE MAKE OUR CUSTOMERS SMILE PROMISE: WE ELEVATE OUR CUSTOMERS.
RELEVANCE & DELIGHT FUTURE ORIENTED

We create individualized experiences to meet our customers We consider future developments to drive innovations
needs and ensure that our customers have an "experience" where it improves the interaction with our customers.
beyond their standard expectations.
UPLIFTING LIVES POSITIVE CHANGE

We show our customers new ways of experiencing new products We are constantly looking for new and meaningful ways
and services through the application of innovative solutions. to enable us and our customers to shape change.
PASSION SOCIAL IMPACT

We facilitate exciting experiences and trigger emotions We reflect on the footprints we leave behind and take
along the customer journey. responsibility for the society and environment in which we live.
-7-
THE ROLE OF THE QCCM.
Customer complaints should not occur. But if they do,
it is important to implement a holistic complaint
management and dedicated role at retail to handle
complaints with one face to the customer, in a
customer-centric way.
 The way a customer complaint or problem is handled

plays a major role in the overall customer experience.
 Therefore, a dedicated role is required with adequate
skills to manage complaints and to focus solely on the
subject of complaint management.
 The role of the QCCM also plays a central part in
effectively preventing customer issues at retail through
analysis and implementation of measures.
-8-
THE PROCESS.
To increase the efficiency of all customer care
initiatives, documented and trained processes are
established within a dealership, and with regard to
case handling together with the NSC or BMW AG.
 Processes include harmonised standards on how to

document and code issue cases.
Click to add picture.
 By that, issues can be analysed, clustered and tracked
via KPIs and strategic optimisation needs derived
accordingly.
 These processes ensure that we proactively support our
customers, leverage our knowledge of previous issue
cases, decide on the best possible solutions for our
customers’ problems, and ultimately achieve a learning
curve that mitigates the complaints.
-9-
COMPLAINT HANDLING – SINGLE POINT OF CONTACT.
 Take over from Customer Facing Staff
(CFS)/NSC/BMW AG (if first contact cannot solve the
issue immediately).
 Research into customer’s claim history.
 Transparent and sensitive communication with the
customer as the single point of contact.
 Communicate in a de-escalating way.
 Derive individual solutions based on customer needs.
 Act as a “feel-good-manager” until complaint is solved
and customer “handed over to CFS”.
 Follow up on solved complaint according to customer
expectation.
- 10 -
COMPLAINT HANDLING – WITHIN THE DEALERSHIP.
 Coordinate customer complaint handling in accordance
with the standards of the BMW Group and NSC.
 Collect, document and monitor all complaint cases.
 Decide on how to solve the complaint.
 Enabling Customer Facing Staff to solve.
 Take measure to solve.
 Forward/escalation of case for solving
(Management, Legal department, NSC).
 Coordinate and steer complaint resolution process
accordingly to prior decision.
 Establish standard processes for complaint handling
(e. g. communication standards, goodwill
compensation).
 Decide and monitor on dedicated dealer budget for
settling disputes and disagreements with customers,
such as rework on repairs or courtesy cars.
- 11 -
DEALER OPTIMIZATION TOWARDS COMPLAINT REDUCTION.
 Structure and analyse customer feedback and
complaints across all channels and business areas.
 Identify and analyse reasons for dis-/satisfaction.
 Regularly report results to management to identify
improvement potential.
 Derive measures with management to increase customer
satisfaction and reduce the number of escalations, e. g.
identification of staff training demands.
 Ensure implementation of derived measures.
 Organize and conduct Customer Boards
(Voice of the Customer based).
- 12 -
TEAM MANAGEMENT.
Participate in cross functional meetings to review
information to define action plans that resolve issues
and drive continuous improvement .
Examples:
 Sales.
 Aftersales.
 HR / Training.
 Quality.
 Warranty.
 External partner.
- 13 -
KEY PERFORMANCE INDICATORS.
 Mail response time.
 Total case handling time.
 First contact resolution rate.
 Net Promoter Score (NPS) / Voice of the Customer
(VoC).
 Opened/closed/escalated complaints.
 QCCM escalation index.
- 14 -
EXTERNAL CONTACTS.
 Customer Interaction Centre.
 BMW/MINI Field Force/Area Manager.
 Technical Support.
 All customers.
 Other BMW/MINI dealerships.
 Lawyers
 External agencies/services.
- 15 -
INTERNAL CONTACTS.
 General Manager.
 Sales Manager (New Cars/Used Cars).
 Aftersales Manager.
 Parts Sales Manager.
 Finance & Administration Manager.
 Digital Transformation Manager.
 Customer Lifecycle Manager.
 Warranty Officer.
 Quality Officer.
 Customer Facing Staff.
- 16 -
AUTHORITY & EMPOWERMENT.
 Set all standards in the area of Customer Experience and
quality of Customer Service.
 Determine core customer satisfaction processes at the
dealership.
 Control the adherence to customer satisfaction standards
and report to dealership management in case of
incompliance.
 Participate in negotiations related to customer quality
service improvement.
 Decide and pay out goodwill measures (defined budget).
 Decide on final resolutions to customers.
 Decide on cases, that need to be escalated.
- 17 -
QUALITY & CUSTOMER CARE MANAGER.
PROACTIVE CARE.
CONVENIENCE EVERYTHING IS WELL

THROUGH PREPARED
DIGITALIZATION. AND PERFECTLY
We transform our end-to-end FULFILLED.
customer experience in RELAX. Throughout all channels, our
service through consistent customers enjoy highly
digitalization. WE professional support by
Long-term objective: 100% competent & well-prepared
digital customer experience. CARE. customer & non-customer
facing staff which leads to
satisfaction and loyalty.
RIGHT OFFER – RIGHT TIME – RIGHT CHANNEL – RIGHT CUSTOMER.

We holistically detect service demands through data analysis, compile individual solutions,
and offer them to our customers in a convincing and loyalising way.
- 18 -
PROACTIVE CARE – PROACTIVE CONTACT.
Customer Data & Connectivity.
 Apping & Mapping.  Addressable Base.
 Technical activation.
Form Data to Lead.
 Accident.  BSI.
RELAX.  Connected Drive.  Maintenance.
WE CARE.  Starter Battery.  Problem detection.

 Tire wear & tear.
Omnichannel Lead Orchestration & Offer Integration.
 IPA.  In Car.  Dealer.
 App.  E-Mail.
 Call.  Message.
- 19 -
PROACTIVE CARE – CONVENIENT JOURNEY.
The Customer journey kicking in with a clear focus on
digital first. Apping / Mapping is a necessary
prerequisite.
 Online Appointment.
 Online Service Check in.
 Pickup & Delivery.
 24/7 Drop off. RELAX.
 Personalized Service Video.
 Chat Function. WE CARE.
 Vehicle Status Tracking.
 Digital Payment / Invoice.
 24/7 Pick up.
 Digital Service Follow-Up.
Ensure active offer everywhere!

- 20 -
LEGENDARY MOMENTS.
Customer Moments. Moment of Truth. Legendary Moment.
Describes the moments when the Refers to important moments in the Describes emotional, brand-specific
customer comes into direct and information and purchase decision moments in which the customer's
indirect contact with the process in which one's opinion of a purchase decision and the feeling of
product/service/brand/company. product/service/brand/company is "already feels like mine" are
formed and changes. manifested.
- 21 -
LEGENDARY MOMENTS.
Become aware of the brand Identify what‘s Get what‘s
Enjoy my BMW/MINI world.
and fall in love. right for me. right for me.
Get
Browse
Hear from & Search for / Compare & assistance & Inspiration
CUSTOME product & Experience Select Set up Wait & get Manage & Customer Renew
talk to peers, digest weigh up assess Checkout On the move &
source the product package profile car maintain care contract
R family … information options financing Community
information
MOMENTS opt.
TARGETING Experience-oriented
Feature Upgrade
Web
BROWSE PRODUCT & SELECT PACKAGE
Web, App, Dealer ON THE MOVE MANAGE & MAINTAIN
SOURCE INFO Car, App, Dealer
Car, App, Dealer
Web, Dealer EXPERIENCE
PRODUCT
Integrated
Web, Dealer Offer WAIT &
(Pre-)
Configuration GET CUSTOMER CARE
CAR CIC, App, Dealer
Test App, Dealer
Drive
Problem Resolution
Overarching “Tonality of the House” (Behavior, Language, Treatment)
Customer Moments Moments of Truth Legendary

Moments
- 22 -
FIVE LEGENDARY MOMENTS MAKE THE DIFFERENCE TO DELIGHT
CUSTOMERS.
Pre-Configuration.
 Empowering the customer to identify and customize
the right product in a fast, convenient, guided and
highly personalised way.
 Based on customer’s individual preferences and needs.
- 23 -
CUSTOMERS.
Test Drive.
 A test drive offering, enabling the customer to
experience vehicle, services and more in a holistic way
(e.g. 360° connectivity, Genius).
 Provide customer a personalised experience from
booking to driving and beyond (e.g. power of choice,
personal welcoming).
- 24 -
CUSTOMERS.
Integrated Offer.
 An integrated offer, enabling the customer to browse,
compare and select products & services in a convenient
way (bundled or individually).
 Provide one price, invoice and payment process to
increase transparency.
- 25 -
CUSTOMERS.
Experience-oriented Feature Upgrade.
 An intelligent combination of
free Remote Software Upgrades and fee-based
functions on demand (FoD)
 Enables the
customer a flexible, personalised and highly
convenient vehicle enhancement over lifecycle.
- 26 -
CUSTOMERS.
Problem Resolution.
 A fast and solution- oriented problem resolving.
 BMW treats the customer personally with personal
ownership considering the individual history.
 The customer is enabled to resolve his issues by
automated tools and selfcare.
 Furthermore, bundles of additional services guarantee
effortless handling.
- 27 -
BMW & MINI SALES PROCESS.
AGENDA.
1. Retail Standards.
2. Customer journey.
3. BMW & MINI Sales Process.
4. Quality & Customer Care Manager Touchpoints.
5. Warranty & Goodwill.
- 28 -
RETAIL STANDARDS WITH TOUCHPOINTS TO THE QCCM.
Questions to ask and check regularly to maintain the
high standards in sales and aftersales.
 Are the showroom, customer reception and customer lounge

clean or are there any footprints and rubbish on the floor?
 Are the vehicles in the showroom cleaned or are fingerprints
still visible?
 Are outdated promotions and offers still displayed in the
showroom?
 Are the sample-sets on the sample wall spotless and complete?
 Is the room furnishings without any damage?
 Are all the price and emission labels both complete and clearly
visible?
 Are there wall boxes in the showroom and the parking lot? Are
they easily accessible?
 Do you want to put your car in for a service or do you want
to buy a car?
- 29 -
CUSTOMER JOURNEY.
Awareness. Consideration. Purchase. Advocacy.
Become aware of the Identify what‘s Get what‘s Enjoy my BMW/MINI world.
brand and fall in love. right for me. right for me.
Customer Moments. Customer Moments. Customer Moments. Customer Moments.
 Hear from & talk to peers, family,  Browse product & source  Select package  Wait & get car
… information.  Set up profile  On the move
 Search for / digest information.  Experience the product.  Checkout  Manage & maintain
 Compare & weigh up options.  Customer care
 Get assistance & assess financing  Inspiration & Community
opt.  Renew contract
- 30 -
NEW CARS.
The sales process serves as a guideline to achieve vehicle sales efficiently. Furthermore, we aim at maximum
customer satisfaction
Acquisition Initial Needs Product Price Customer

Test Drive Delivery
& Conquest Contact Analysis Presentation Negotiation Care
- 31 -
ACQUISITION & CONQUEST.
 Recommendation Management.
 Internet (Leads etc.).
 Social Media.
 Workshop customers.
 External sales.
 Telephone acquisition.
 Showroom.
 Networking.
- 32 -
INITIAL CONTACT.
 Welcome to BMW/MINI...
 Nice to have you here…
 I am pleased to meet you!
 How can I get you excited about BMW/MINI?
 Which BMW/MINI model are you most interested in?
 What brings you to BMW/MINI?
 What made you interested in BMW/MINI?
 Etc.
Personal introduction - with name, function and also

with handing over of business cards!
- 33 -
NEED ANALYSIS – 6 POINT CHECK.
1. Information.
“May I give you any further details and what is your current
knowledge?”
2. Date of delivery.
“When do you considering buying your new BMW/MINI?”
3. Time of purchase.
“When do you make the decision to buy your new
BMW/MINI?”
4. Co-decision maker.
“Who do we need to involve in the purchasing decision? ”
5. Financing.
“How would you like to finance your new BMW/MINI?”
6. Trade.
“What will happen to your current vehicle?” -in.
- 34 -
NEED ANALYSIS – THE QUESTION FUNNEL
During the needs analysis, all relevant information
about the desired vehicle is obtained.
From open questions…
(information platform) A precise needs analysis eliminates possible sources of
complaints, e.g. forgotten or incorrect equipment.
… over specific questions... Offer (related to purchase motives).

(constraint)
 model variant.
 engine variant.
 gear type.
…to closed questions.
(yes / no)
Inquire.
 What else?
 What exactly?
 Etc…
- 35 -
PRODUCT PRESENTATION – 6 STEP WALK AROUND.
A needs-based product presentation in six easy steps.
1. Front view.
3
2. Side view. 2
3. Fund.
4
4. Rear view.
5. Driver’s seat. 6
6. Engine compartment. 5
- 36 -
TEST DRIVE.
 Clean and full of fuel / fully charged.
 Preconditioned.
 BMW/MINI Charging Card (xEV).
 Specify the route.
 Accompanied test drive.
 Apping & Mapping.
 Cooled drinks.
 Cooperation partners (cafe, etc.).
 Adequate vehicle.
 Keep parking lot free.
 Favorite music.
 Free washing of the customer's vehicle.
Legendary Moment!
- 37 -
PRICE NEGOTIATION.
For a successful and profitable sale, you should always
show the customer the added value of his new
BMW/MINI.
This works best by:

 Enthusiasm
 Trust
 Buying motives
 Argumentation
Added value. Price.
- 38 -
DELIVERY.
 Clean and full of fuel.
 Fully charged (xEV).
 Apping & Mapping.
 Offer second delivery.
 Individual present.
 Recommendation management.
 BMW/MINI Charging Card (xEV).
- 39 -
CUSTOMER CARE (AND A GREAT OVERVIEW OF POSSIBLE QCCM
TOUCHPOINTS).
The My BMW app ensures that the driver is in constant contact with Apping & Mapping*
the dealership, his vehicle and BMW. Delivery
Orientation phase Experience phase
9 months 3 months 9 months
Initiative offer
Apping & Mapping*:
 Accompanies the customer over the entire lease term. 6 months Picture of delivery
 Unlocks all functions in the BMW/MINI. Offer
 Allows easy contact to your dealership.
Test drive
The My BMW App makes it easier for your customers to use their 9 months
BMW/MINI regarding to: Requirements

12 months
 check control messages Replacement car: Replacement car:
requested BMW/MINI current BMW/MINI
 charging processes
Christmas card
 route planning Event
 service appointments
(online appointment scheduling)
 remote functions Service coffee Birthday
customer Usage phase
 information procurement. 18 months
- 40 -
WARRANTY AND GOODWILL.
FORMS.
Forms of the BMW Group's warranty.
 The BMW Group does not provide customers with a guarantee, but an "undertaking for
warranty".
 The essential difference is that the dealership is always the contact for the customer in
any warranty case.
 The BMW Group dealer warranty goes far beyond the minimum specifications of the
legal warranty and, as such, is at least equal to the manufacturer warranties of our
direct competitors.
- 41 -
VEHICLE REGISTER AFTER 1 JAN 2021.
ST
- 42 -
BMW & MINI AFTERSALES PROCESS.
AGENDA.
1. BMW & MINI Aftersales Process.
2. BMW & MINI Parts Sales Process.
3. Quality & Customer Care Manger Touchpoints.
4. Warranty & Goodwill.
- 43 -
A well-defined process to maximize business targets and customer satisfaction.

The BMW Aftersales Process serves as a guideline through a complex aftersales service and describes every single process step. Therefore, it is important to be familiar
with the 8 process steps and knowing their connections. The outlined process supports achieving the business targets on the one hand and satisfied customers on the
other.
Appointmen Consultation Service Order Vehicle

Contact Invoicing Follow-up
t Scheduling Preparation Consultation Processing handover
- 44 -
CONTACT.
The dealership provides several ways for the customer
to get in touch.
 The contact can be initiated either by the customer
himself or by the dealership, digital or physical.
 The first contact is the initiator of the Service Process.
 No matter which channel is used for the contact, the
customer gets a first impression of the dealership.
 The customer should be impressed with a professional
and premium-oriented working attitude.
 Kindness and well-defined processes are an important
basis for that.
Proactive Care:
In the event of a Check Control Message (CCM) in the customer's vehicle,
the customer is proactively contacted by BMW Customer Service –
triggered by the digital transmission of the relevant vehicle data.
- 45 -
APPOINTMENT SCHEDULING.
Through the appointment scheduling, customer and
vehicle getting an update and relevant service are
identified.
 That information can come either directly from the
vehicle or the customer.
 In this process step the scope of work has to be defined
for the workshop.
 Also clarify, if the customer needs mobility alternatives
for the time his vehicle will be turned in.
 Make sure the customer knows all his options and give
him the feeling, that his service request is handled in a
professional way.
 This creates trust, transparency and traceability.
Apping & Mapping:

With the My BMW app, customers can book their appointment directly via
their smartphone.
- 46 -
CONSULTATION PREPARATION.
During the consultation preparation the service
appointment should be prepared as detailed as
possible.
 Every information on due services, repairs, technical
actions etc. needs to be considered carefully.
 The preparation should be conducted 48 hours before
the appointment at the latest in order to ensure the
availability of all parts needed.
 Keep a special eye on the online appointments done by
the customer. It will be the first time that a professional
service employee validates and qualifies the service
request.
- 47 -
SERVICE CONSULTATION.
The service consultation is the main part of the service
process.
 At the end, the customer receives a binding repair order
with all services, prices and handover date on it.
 The service consultation at the vehicle is standard, no
matter if the customer is around or not (supported by
digital tools).
 The more customer and vehicle data you have, the
smoother the consultation will be
 Use the possibility for cross- and up-selling.
Proactive Care:
If the customer is not present, the service employee can carry out the
service consultation via Smart Video Communication.
- 48 -
ORDER PROCESSING.
After everything has been clarified and agreed with the
customer, order processing ensures that the vehicle will
be forwarded into the workshop depending on the
capacity planning.
 The mechanics and technicians are taking over and
work on every service and repair as outlined on the
repair order.
 If any additional work is identified in the workshop, the
customer will be contacted to explain whatever has been
identified and to get approval to continue to repair the
vehicle. In this case, the order will be extended.
Apping & Mapping:

If the customer has stored his BMW ID and mapped his vehicle, the
service employee can now switch to the guest profile in order not to
change the customer's individual vehicle settings.
- 49 -
INVOICING.
The process step invoicing ensures that all services and
repairs assigned by the customer are fulfilled,
documented and cleared.
 One correct and transparent invoice does not only
increase the customers trust in the dealership, but also
provides for a warranty and goodwill compliant
settlement.
 In case of need, the warranty and goodwill process will
be processed.
 Afterwards the customer will be informed that the
vehicle is ready to be handed over.
- 50 -
VEHICLE HANDOVER.
The vehicle return is another possibility to present
yourself and your dealership as a premium brand.
 The customers learns if you kept all promises (services,
price, timing…) you have made.
 If the customer has used mobility, it must be turned in at
this point. The invoice will be explained will all services
and additional work outlined.
 The customer gets back his vehicle soundness.
Apping & Mapping:

Before returning the vehicle to the customer, the service employee
switches back to the customer's vehicle profile. All vehicle
settings are now the way the customer configured them.
- 51 -
FOLLOW-UP.
The BMW Service Process does not stop with the
vehicle handover. Use the follow-up afterwards to
collect feedback from your customer.
 Was everything the way the customer expected it to be?
 Don’t miss the opportunity and collect important
information to continuously improve your internal
processes.
 The customer will appreciate the possibility to give
personal feedback.
 Use it as the starting point for the next upcoming
service.
- 52 -
PARTS SALES PROCESS.
The parts sales process at a glance.
The process graphic gives you a overview of the BMW parts sales process and its individual steps.
Deployment
Handing over
Appointment Consultation Advice Parts of the parts
Contact Invoicing parts and Follow-up
Scheduling Preparation & Accessories and
accessories
accessories
Added value of the parts sales process.

 Scheduling based on parts availability.
 Timely order extensions and planning of completion.
 Immediate reaction to necessary service replacement mobility for the customer.
 Easy checking of inventory and ordering of non-common parts, e.g. B. Carbon-ceramic brakes.
 Simple and transparent cost calculation through the integration of work values and parts prices in ISPA Next.
 Immediate cross-selling potential such as windscreen replacement or BMW Service Inclusive packages through service advice on the vehicle .
- 53 -
LOCAL TOOLS & RELEVANT INFORMATION.
AGENDA.
 Local Tools.
 Dealer Management System (DMS).
 Customer Relationship Management (SEM CRM).
 Voice of the Customer (VoC).
 Local tools & relevant information for a management board meeting.
- 54 -
WHAT IS A DEALER MANAGEMENT SYSTEM?
A DEALER MANAGEMENT SYSTEM IS AN IT

SYSTEM THAT SUPPORTS THE DEALERSHIPS
IN THEIR BUSINESS PROCESSES AND
TRANSACTIONS.
- 55 -
DEALER MANAGEMENT SYSTEM.
 Systematic customer search.
 Customer data.
 New Car & Used Car Management.
 Fleet management.
 Customer Relationship Management (CRM).
 Vehicle order.
 Workshop management.
 Finance/Controlling.
 Parts management.
 Service procedures.
 Marketing
- 56 -
KEY NOTE:
A DMS SYSTEM OFFERS VARIOUS MODULES

THAT ARE RELEVANT INDIVIDUALLY OR
COLLECTIVELY FOR ALL DEPARTMENTS IN
THE DEALERSHIP.
- 57 -
CUSTOMER RELATIONSHIP MANAGEMENT.
Definition of CRM.
Customer:
All existing and prospective customers of the BMW
Group, including used cars and financial services.
Relationship:
Building and maintaining relationships throughout a
customer care, starting in the acquisition phase, at all
contact points, through all communication channels, up to
the point of re-motorization.
Management:
 Active management of the customer relationship.
 Efficient processes for profitable growth.
- 58 -
CUSTOMER RELATIONSHIP MANAGEMENT.
The meaning of CRM.
 Customers are becoming more demanding, competitors

are stepping up their efforts to satisfy and win
customers.
 Targeted cross-selling and up-selling increases the
profitability of the customer relationship for the car
dealership - and the benefit for the customer.
 BMW customers expect more than excellent products.
They perceive the brand more and more through the
way it relates to them.
- 59 -
VOICE OF THE CUSTOMER - MEANING.
 With Voice of the Customer we are striving for the best
customer experience.
 Voice of the Customer is the source of relevant, candid
and direct customer feedback and allows you to focus
your efforts on the issues that have the greatest impact
on customer satisfaction.
 With Voice of the Customer you will be able to read,
understand and react directly to customer needs.
- 60 -
VOICE OF THE CUSTOMER - BENEFITS.
Rational. Emotional.
 Increased differentiation.  Increased brand recognition.

 Increased customer satisfaction.  Positive relationship-building based on true loyalty, not
 Increased loyalty and referral. price.
 Value for money.  Word of mouth stating excellent customer service will
lead to increased volume.
 Justified price.
 A friendly environment.
 Productivity increase.
 Improved communication with external and internal
customers, leading to better understanding.
 Increased revenues and profits.
 Increased volume for cars and parts.
- 61 -
VOICE OF THE CUSTOMER – NET PROMOTER SCORE.
Why has BMW chosen the NPS?
 It is a globally accepted standard for customer surveys.

 Proven successful, as it shows the highest correlation
with business success.
 The NPS concept consists of
- Standard score and scale
- Focus on open customer feedback
- Derivation and implementation of improvement
measure.
 The NPS allows a focus on the authentic customer
experience.
- 62 -
VOICE OF THE CUSTOMER – NET PROMOTER SCORE.
Where is the NPS applied?
 BMW (incl. M and i), MINI, BMW Motorrad.

 Sales / Aftersales / RSA.
- 63 -
VOICE OF THE CUSTOMER – CALCULATION OF THE NET PROMOTER
SCORE.
Question “How likely is that you would recommend BMW to your friends or
colleagues?”
Not at Extreme
Anchors
all ly likely
likely
Scale 0 1 2 3 4 5 6 7 8 9 10
Example: No. of Sum.

12 35 24 56 60 77 130 145 120 360 240
answers 1.259
NPS categories Detractors Passives Promoter
Example: Result 394 265 600
265 / 1.259= 600 / 1.259 =

Example: % 394 / 1.259 = 31% 21% 48%
Example: NPS 48% Promoters - 31% Detractors = 17 (NPS)
- 64 -
VOICE OF THE CUSTOMER – YOUR ROLE AS QCCM.
Be the key contact for VoC.
 You are the ‘hub’ for VoC and all tasks related to VoC
are on your shoulders.
 You are ensuring the business have the knowledge and
understand the rationale behind VoC.
 You are answering questions across departments and
explaining how each department can support VoC.
 You are bringing the various departments together with
one common goal.
- 65 -
VOICE OF THE CUSTOMER – YOUR ROLE AS QCCM.
Reading the verbatim comments and drawing
conclusions from these statements.
 There are a number of sources that the feedback can be

drawn from. The survey itself is one source.
 Also consider:
- Social media.
- Word of mouth.
- CRM feedback.
- Existing customer issues coming in through
traditional means, e.g. letters etc.
 Your role is to read all the feedback carefully, check out
additional information if you have to and draw the right
conclusions.
 DO NOT ASSUME.
- 66 -
KPI MANAGEMENT AND REPORTING. Strictly confidential
TRAINING AGENDA.
 Introduction.
 KPI Management.
 Management reporting.
 Customer Board management.
 Communication on management level.
 Lessons learned.
Quality and Customer Care Manager | KPI Management and Reporting | July 2023 - 67 -
KPI MANAGEMENT. Strictly confidential
BRAINSTORMING.
In your own words:

What is a KPI?
Why do we need KPIs?
Which KPIs have you already

dealt with in your daily work?
What do they stand for?
TO MEASURE IS TO KNOW.
“Only what gets measured gets done.”

Peter Drucker.
“To measure is to know.

If you can not measure it, you can not improve it.”
William Thomson, 1st Baron Kelvin.
DEFINITION AND PURPOSE.
KPIs:
 are measurable and operative.

 create an overview.
 enable a real-time insight.
 create transparency and security.
 act as a levers.
And as the name KPI already indicates: It should

focus on actions relevant for the key
performance. There shouldn’t be an inflationary
number of KPIs defined – this would also cause
difficulties as managing all those numbers might be
impossible.
OVERVIEW ON RELEVANT KPIS FOR THE QCCM – EXAMPLE.
Mail Response Total Case QCCM Escalation

Time Handling Index (Sales,
Time Aftersales)
Not
applicable
to Bonus
driven KPIs
First Contact After Complaints

Net Promoter Score
Resolution Rate Satisfaction
(survey)
RELEVANT KPIS FOR THE QCCM. Strictly confidential
NET PROMOTER SCORE (NPS).

How it’s defined: What it means:
 The NPS is a metric.
 The answer by the customer can vary between “Not at
all likely” (NPS Score 0) and “Extremely likely”
(NPS Score 10).
 It focuses on the authentic customer experience.
Net Promoter Score (NPS) Survey:
 Besides the NPS rating the metric asks the customer
”How likely is it that you recommend BMW
also for open comment: ”Please let us know why you
to your friends or colleagues?”
gave us this rating”.
 It closes with the offer “Is there anything else we can
do for you?”
 Dealers should monitor whether this improves over
time with QCCM in place.
 Good to know: The NPS is one global, cross industry
standard.
MAIL RESPONSE TIME.

A first outgoing reaction can be:
 personal outbound e-mail via CIC agent.
 personalized outbound e-mail via bot / AI.
 no auto-responder outbound e-mails.
Average time between the receipt of a There should be a first outgoing reaction within 24 hrs.
customer COMPLAINT and the first
outgoing reaction
TOTAL CASE HANDLING TIME.

 All incoming cases via e-mail, letter, phone etc. are
relevant.
 The cases must be set to ‘Resolved/Closed’.
 Reopened cases count within the original case.
 Note: If not resolved, customer receives intermediate
Average time between the receipt of a reply latest on the 5th working day.
customer COMPLAINT and its resolution
FIRST CONTACT RESOLUTION RATE.

 All incoming cases via e-mail, letter, phone etc. are
relevant.
 Cases set to ‘Resolved/Closed’ with first contact.
 If not resolved, customer receives information
regarding next steps within the first contact.
Share of customer COMPLAINTS that can  Exclusions are possible, e.g. legal cases, escalated
be resolved within first contact complaints.
 The goal is to solve 85 % of the cases at first contact.
AFTER COMPLAINTS SATISFACTION SURVEY.

 This KPI is not pre-defined by central department.
 If the market or dealership decides to send out a
survey specifically to customers who had complaints,
it has to be defined individually.
 The NPS could also be measured again as an “after
complaints satisfaction survey”.
To be defined individually by the market
QCCM ESCALATION INDEX.

 The QCCM escalation index is measured for both
Sales and Service.
Sales:
 Over time, this KPI can be a good indicator to see
Monthly/quarterly # cases escalated to NSC whether specific measures focusing on mid- to long-
---------------------------------------------- term changes have been implemented successfully.
# sales
Service:
Monthly # cases escalated to NSC
-----------------------------------
# throughputs
MANAGEMENT REPORTING. Strictly confidential
FROM A SOUND ANALYSIS TO A CONVENIENT SOLUTION.
Case-by-base complaint analysis: Performing a case-by-case complaint

There are many different issue types, of which each holds a unique set of analysis
 Ask relevant questions such as: What was expected, what was
questions to be answered. To support the QCCM to perform a case-by-case 1. Understand the understood, and what was delivered?
complaint analysis and further the decision making, a framework can help to problem  Narrow it down to the bottom line.
ask the right questions, collect the relevant data and to holistically
understand the characteristics and implications of an issue.
 Get the big picture by collecting any data, evidence,
2. Collect data observations or opinions relevant to the case.
 Analyze relevant (historical) customer & vehicle information
from local systems.
 Based on your findings, develop and prepare one or more

3. Develop solutions.
solution  If necessary, include dealer management into the decision
Strategic issue optimization: process.
Based on each single case there might be issues identified, that have a strategic
impact on the business and should be optimized. 4. Communicate  Contact the customer and present the preferred solution.
& agree on  Lead the conversation towards a convenient agreement for
The QCCM collects these cases and prepares a management report with a everyone involved.
solution
suggested solution, what should be changed in the dealer‘s internal setup. This
could be a process optimization or anything else related to a broader change
management approach.
Our focus today
CUSTOMER BOARD MANAGEMENT. Strictly confidential
WHAT IT IS AND WHY WE NEED IT.

Objective:
The customer board’s main objective is to retroactively evaluate customer
feedback to identify the root cause of customer complaints and
optimisation potentials at all levels: the dealership, the NSC and BMW
AG. Based on the input provided by the QCCM, issues will be explored,
pain points identified, action plans incl. KPIs defined, and escalation
channels implemented. The aim is to create sustainable best practices for
recurring or complex issues.
Timing:
 1-2 hours.
 monthly (can be up to quarterly / depends on dealership size).
Approach:
 Ideation Workshop format (creative methods) to enable a strategic
solution finding process.
 Defined presentation templates, agenda and formats.
Participants:
 Management representants of all relevant departments / KPI owners.
CUSTOMER BOARD MANAGEMENT. Strictly confidential
SET UP & QCCM RESPONSIBILITIES AT THE DEALER.

Root Cause Customer Recap /
Preparation Escalation
Analysis* Board Monitoring
Customer Care Cross-functional Team Cross-functional Team Cross-functional Team Customer Care
Team Team
 Set up yearly plan for  Execute root cause analysis  Moderate workshop through  Document the issues/measures,  Escalate problems and
Customer Board meetings. with participation of relevant the utilization of different owners and deadlines in the progress, if necessary.
 Send invitations to KPI owners (use risk & workshop methods (see Action action plan and send the plan  Prepare summarised
impact assessment template). Pack). to the NSC/NFSC. documentation for issues
participants and potential
guest speakers.  Document issues in  Refer to other markets‘  Coordinate, align and hand out discussed during the recent
 Send agenda and tasks before a standardized way. & dealers’ best outcomes and mitigation customer board for
 Derive overarching issue practices, if applicable. actions to relevant parties. escalation towards both
the meeting: at least 1-2 weeks
 Exemplary Workshop  Track & monitor NSC/NFSC and Dealers.
ahead to ensure all participants analysis for Customer
are prepared. Board. Agenda: implementation of decided
 Determine sources of mitigation actions.
• Customer Quality Report
customer feedback & prepare  Identify improvements for
• KPIs + development
analysis. the next Customer Board.
• Customer KPIs (CIC, SF,
 Prepare main agenda and
Sales, AS, Web, App…)
workshop (see Action Pack
for templates). • Status Update on measures
 Follow up past Customer • Discussion of pain points
Board decisions. • Decision on mitigation
actions
• Customer Care activities
*either as preparation or during workshop-style Customer Board
session
COMMUNICATION ON MANAGEMENT LEVEL. Strictly confidential
GOOD TO KNOW GUIDELINES.

How to communicate with upper management:
 Know your numbers  Facts & figures matter!
 Focus on impact, not process  What is the outcome?
 Get to the point  So what?
 Look to the future, not the past  Vision of what’s
ahead.
 Present identified quick wins. Click to add picture.
 Avoid business idioms.
 Focus on management’s top corners  Don’t just use
data for the sake of data.
 If you consider these guidelines and have high

confidence in your topics & suggestions, you will
automatically represent them with the appropriate attitude.

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OVERVIEW LEARNING JOURNEY | QCCM ICT.

Prework Preparation Gap & Assessment Certification

 What does it mean for yourself to be a QCCM?

 The QCCM embodies the application of Tonality of the

SPEED SOLVE PRIVACY & TRANSPARENCY

PROMISE: WE MAKE OUR CUSTOMERS SMILE PROMISE: WE ELEVATE OUR CUSTOMERS.

​ RELEVANCE & DELIGHT ​ FUTURE ORIENTED

​ UPLIFTING LIVES ​ POSITIVE CHANGE

​ PASSION ​ SOCIAL IMPACT

 The way a customer complaint or problem is handled

 Processes include harmonised standards on how to

CONVENIENCE EVERYTHING IS WELL

RIGHT OFFER – RIGHT TIME – RIGHT CHANNEL – RIGHT CUSTOMER.

WE CARE.  Starter Battery.  Problem detection.

Ensure active offer everywhere!

Overarching “Tonality of the House” (Behavior, Language, Treatment)

Customer Moments Moments of Truth Legendary

3. BMW & MINI Sales Process.

4. Quality & Customer Care Manager Touchpoints.

5. Warranty & Goodwill.

 Are the showroom, customer reception and customer lounge

Awareness. Consideration. Purchase. Advocacy.

Customer Moments. Customer Moments. Customer Moments. Customer Moments.

Acquisition Initial Needs Product Price Customer

Personal introduction - with name, function and also

… over specific questions... Offer (related to purchase motives).

This works best by:

Added value. Price.

 Allows easy contact to your dealership.

BMW/MINI regarding to: Requirements

2. BMW & MINI Parts Sales Process.

3. Quality & Customer Care Manger Touchpoints.

4. Warranty & Goodwill.

A well-defined process to maximize business targets and customer satisfaction.​

Appointmen Consultation Service Order Vehicle

Apping & Mapping:

Apping & Mapping:

Apping & Mapping:

Added value of the parts sales process.

WHAT IS A DEALER MANAGEMENT SYSTEM?

A DEALER MANAGEMENT SYSTEM IS AN IT

A DMS SYSTEM OFFERS VARIOUS MODULES

 Customers are becoming more demanding, competitors

 Increased differentiation.  Increased brand recognition.

 It is a globally accepted standard for customer surveys.

 BMW (incl. M and i), MINI, BMW Motorrad.

Example: No. of Sum.

NPS categories Detractors Passives Promoter

Example: Result 394 265 600

265 / 1.259= 600 / 1.259 =

Example: NPS 48% Promoters - 31% Detractors = 17 (NPS)

 There are a number of sources that the feedback can be

In your own words:

Why do we need KPIs?

Which KPIs have you already

“Only what gets measured gets done.”

“To measure is to know.

DEFINITION AND PURPOSE.

 are measurable and operative.

RELEVANCE & DELIGHT FUTURE ORIENTED

UPLIFTING LIVES POSITIVE CHANGE

PASSION SOCIAL IMPACT

A well-defined process to maximize business targets and customer satisfaction.