KEY TASKS AND PERFORMANCE OBJECTIVES
Sales & Marketing:
a. Ensure that the Aftersales Department achieves target objectives by ongoing (period by period) examination of accounts, daily & weekly operating controls, system information, industry reports and public domain information and manufacturers composite figures (monthly).
b. Ensure that corrective action is taken where adverse variations to target achievement occur or inadequate performance is suspected. Instigate actions and strategies to bring about necessary improvements
c. Ensure accurate recording of parts and service times, job costing and invoicing in the Service Department.
d. Ensure premises, tools, equipment and other dealership assets are controlled and used effectively to complete customer repairs within time expectations.
e. Ensure all materials purchased are controlled and sold at a profit.
Customer Relations:
a. Improve on the quality of AutoNation commitment to customer service and retention by enhanced facilities, improved technical skills and high standards of quality workmanship as well as best practice in customer handling and communication
b. Ensure that all staff are committed to the principles and ethics of Your Dealership Ltd and that these principles form the cornerstone of customer relations management.
Control of Costs:
a. Maintain daily workshop timekeeping and labor productivity records to monitor the effective use of technician and productive labor. Monitor hours attended and worked in order to achieve labor efficiency targets.
b. Maintain an effective control of expenses in line with agreed objectives by regular examination and review of management accounts and comparisons with budgets.
c. Examine (weekly) sales ledger information to ensure all outstanding debts have been collected within due time periods set and customer queries and concerns, responded to and resolved within 24 hours of there being raised.
d. Establish and maintain a training needs analysis (T.N.A.) to provide satisfactory levels of knowledge, skill, job satisfaction and cost-effective development of key Aftersales personnel.
Business Development: Maintain close scrutiny of developments and events within the motor industry which will impact on future business opportunity, legislation or trading practices.
AUTHORITY LEVEL
Capital Expenditure:
Only as agreed with Dealer Principal or Aftersales Manager.
Personnel:
Recruitment and dismissal of staff within agreed limits, subject to approval by Dealer Principal and Personnel Manager.
Operational:
Authorisation to purchase stock, consumables, short-life tools and other service-related products. Identification of the authority to recommend the grant of credit and to amend or change terms of trading.
MAIN WORK ACTIVITIES
Customer Service
a. Provide all Your Dealership Ltd customers with a level of service which will achieve the highest level of customer satisfaction, retention and loyalty.
b. Seek to improve all aspects of quality and minimize customer complaints, dissatisfaction and defection.
c. Develop all members of staff to achieve the highest levels of performance in order to ensure a. & b. above.
Personnel:
a. Establish the levels of staff required to achieve the established organizational targets and objectives.
b. Recruit and train Service Department staff, subject to authority delegated to line Managers.
c. Recruit the agreed number of apprentices and trainees. Ensure that training and development processes are fully maintained so that future productive personnel requirements are satisfied. Ensure that training standards are fully maintained so that future manpower requirements are covered.
d. In consultation with the Personnel and Training Manager establish technical and other training needs for all staff, plan the programmers and maintain records of training. Ensure up-to-date and accurate documentation to allow grant and fee redemption if available from time to time.
e. Ensure that ‘in-dealership training takes place using skilled staff members to provide the highest standards of training in a cost-effective manner.
f. Operate Staff Performance Appraisal System and ensure actions are taken on results.
g. Work closely with and motivate all staff within the Aftersales departments in order that they work to the highest degree of commitment and attention to customer needs
h. Establish and review salary scales and incentive schemes within AutoNation Pay plan structure in conjunction and with authority from, the Dealer Principal and Regional General Manager.
Systems and Administration:
a. Ensure that all administrative and clerical functions within the Aftersales Departments are carried out in accordance with dealership policies. Such functions will include (but are limited to) Parts special order systems, warranty claims, parts ordering and returns, customer follow-up, workshop loading, estimating, invoicing, daily operating controls and compliance with consumer laws and franchise standards.
b. Define, set up and maintain safety and security procedures of the highest order to protect customers, all property and personnel.
c. Review the operation of workshop, parts and vale ting equipment for condition and accuracy of diagnosis. Ensure routine and unscheduled maintenance is carried out in accordance with manufacturers guidelines and operational requirements.
d. Maintain the systems that control the safe use and serviceable condition of courtesy vehicles. Ensure that systems allow for compliance with legislation and driver identification
e. Administer warranty policy in a cost effective manner whilst maintaining the best interests of dealership, manufacturer and customer.
f. Review at least weekly jobs in work in progress and/or un-costed jobs and report thereon to the Dealer Principal and Dealership Accountant.
g. Review and report at least weekly, special order parts outstanding on customers vehicles and counter sales.
h. Discuss with the Dealer Principal, all departmental activities, results, concerns and report on systems failures and resource inadequacies.
Communication and Interaction:
a. Advise the Dealer Principal/ Aftersales Manager on all Service matters, issues and concerns.
b. Maintain a professional relationship with all other departmental managers.
c. Develop and maintain an effective line of communication with manufacturers, suppliers, statutory representatives and all other contacts.
d. Advise, support and give confidence and backup as required on mechanical and diagnostic problems and their consequences.
e. Maintain open communication and dialogue with all Workshop and Service staff.
Sales and Marketing:
a. Design, evaluate and initiate, marketing plans within agreed budgets.
b. Working with sales and other departments, initiate a system to ensure all vehicle buyers/owners and other customers are introduced to and where appropriate referred to, Service department and key personnel.
c. Investigate and resolve customer complaints keep records of these together with customer congratulation for present and future use. Use results of this information to determine actions to be taken by the dealership.
d. Ensure that the customer database is updated and cleansed as necessary.
e. Ensure that any electronic information such as email links and website data is accurate, up to date and in compliance with statutory legislation. Ensure that data is held in a manner as required by the Data Protection Acts.
Financial:
a. Regularly review pricing and pricing policies, labor rates, fleet discounts, additional charges and other dealership charging policies.
b. Monitor and review Service department financial performance daily in line with Daily Operating Control information produced.
c. Monitor workshop productive and utilization performance daily, in total and by individual technicians.
d. Monitor the size, condition and age of courtesy vehicle fleet and replace at intervals congruent with dealership standards and franchise conditions.
e. Monitor all outstanding overage debtors and any unauthorized cash customers on a regular (weekly) basis and take requisite action as necessary. Meet with Dealership Accountant to agree actions to collect sums as deemed appropriate.
f. Monitor warranty claim submissions, rejections and resubmissions together with manufacturers credit notes and S.B.I.s received. Review short payments, report on losses and take action as appropriate.
g. Maintain day to day control of departmental and other costs in order to minimize the company expenses without adversely affecting service levels or company standards.
