Vehicle valeting firm Autoclenz aims to take customer service to new heights by introducing a stringent set of key performance indicators for all its managers and sales force.

Autoclenz managers will be expected to meet or surpass expectations in eight key areas:

• the percentage of customers giving feedback
• the time taken to address ‘red alert’ problems or concerns
• the number of audits completed
• the time taken to address examples of non-conformance
• the cost of vehicle accidents
• the financial performance of areas
• the number of accounts lost per month
• the number of personal visits made to key accounts

Grahame Rummery, ceo of Derbyshire-based Autoclenz, says the new KPIs will help Autoclenz to keep ahead of its competitors by ensuring excellent levels of customer service.

“We’re leading the way in the valeting industry and we’re convinced that by pushing ourselves we can genuinely help to raise standards across the sector and improve the quality of our service delivery,” he said.

“These new key performance indicators will be linked to bonuses for our managers and they will be rigorously enforced in order to drive up standards even further.”
Rummery said Autoclenz managers already look after fewer accounts across a smaller geographical area than many of its competitors.

“We recognise that our managers can’t manage effectively large numbers of customer accounts as well as they might wish to. In order that they spend quality time with their customers, we limit the number of accounts each manager looks after,” he explained.

“This enables us to provide a high-quality customer care experience which our clients truly appreciate. But we know that we can do more, and by measuring more effectively our management team we believe we will be able to deliver a better service for our customers.

“Nearly all our customers have some form of customer service index or net promoter scores that they are measured against and it is only right that we measure ourselves in a similar way.”