Mazda - Sales


"Train our new Service Advisors in such a way that it has a positive effect on customer satisfaction."


Mazda - Sales




The issue

For Mazda Motor Netherlands, good customer satisfaction is essential. The role of the Service Advisor is very important in this. The Service Advisor is the contact person for the customer about everything that has to do with maintenance and damage to the car. The question: train the SAs so that they approach and help customers the way Mazda would like them to, with a measurable effect on customer satisfaction as a result.


The challenge

The Service Advisors have peak times at the beginning and at the end of the day. It is then very busy with customers bringing and picking up their cars. While precisely these moments can make the difference in the customer experience, many SAs have the belief that these moments are not suitable for a more personal approach to customers.

Service Advisors are employed by the dealer and not by Mazda. Especially at smaller dealers, this means that an SA helps customers of both Mazda and another car brand. So in many cases they have a stronger connection to the dealer than to Mazda itself.

Service Advisor managers generally have limited involvement. As business owners, they are primarily focused on the success of the entire company and less focused on the personal development of an individual employee. While we know that supervisor involvement is crucial for a positive transfer.


Our solution

Together with Mazda Motor Netherlands, we designed a learning program aimed at demonstrably improving customer satisfaction. The goal of the program for the participants was to raise their local customer satisfaction through a variety of games.

We had the participants and their managers do an analysis of their local customer satisfaction prior to the track. In doing so, they indicated the level of satisfaction at the beginning of the program. They could also decide how high they wanted the satisfaction to be at the end of the program. In this way, participants and their managers engaged in a competition with themselves and their own past.

Between training days, participants played a variety of games related to customer approach, explaining work, personalization and dealing with complaints. The participants devised these games together with their manager.

From the very beginning of the program, we made it clear that participants and supervisor had to demonstrate together at the end how they had worked to increase customer satisfaction. As a result, we kept the pressure and attention of participants and their supervisor throughout the program.


Measurable result

Both we and Mazda Motor Netherlands are very pleased with the measurable results that the program produced.

A 12% increase in customer satisfaction among participating dealers

A 23% increase in voucher amount at participating dealers

An ROI of 4.1

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