Yamaha Motor Europe Dealer Standards. Dealer Manual

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1 Yamaha Motor Europe Dealer Standards Dealer Manual Powered Two Wheelers Dealer Manual

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3 Powered Two Wheelers Dealer Manual

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5 Contents Preface 7 Introduction 11 Perceived value is more than the product itself 13 Consistent customer experience 15 Basic standards to lay the foundation 15 Standards aren t static 15 The measurable versus the immeasurable 17 The ultimate goal is to delight 17 Yamaha s brand positioning 19 Visual identity update 19 Three themes General Facilities & Management The Building: impressive, neat and tidy The Showroom: with enough size, well stocked and clearly Yamaha The Workshop: spacious and well-equipped General management Sales Procedures Showroom upkeep Staff expertise Customer treatment: the sales procedure Marketing and Promotions Demo units Delivery Service Procedures Workshop upkeep: always clean, safe and tidy Staff expertise Procedures for delivery, parts stocking, warranty Procedures for customer treatment, estimates, invoicing, complaints Audits Auditing TrackIt 91 Conclusion 93 5

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7 Preface At Yamaha we are committed to our dealer network and we want to build long-term relationships with our dealers. We aim to work together in providing excellent customer service and representing our brand in the best possible way. As I often express, our first media exposure, remains our dealer network window and showrooms, knowing that more than customers are visiting our dealer shops every day Our dealer standards are an important part of this representation of our brand: they ensure that every customer can experience a dedicated commitment from each Yamaha representative, whatever type of customer he or she may be. Our 3-block strategy will help to fine-tune that even more in the future. All people who work in connection with Yamaha, love our brand for its spirit of innovation and competition. Yamaha is a brand that is continuously challenging, and that s exactly what my passion is for myself, every day, in my own job. I am sure you share this spirit of challenge, so let s strive together to keep on improving our business! Eric de Seynes President Yamaha Motor Europe N.V. Even though every customer has different expectations, each customer loves to feel respected and comfortable in the way they can discover our Yamaha world 7

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9 Yamaha Motor Europe Dealer Standards Introduction

10 Sales Service Spare Parts 10

11 Introduction This book describes the Basic European Dealer Standards of Yamaha for European PTW dealers. Why are dealer standards important? Achieving the standards is a recognition of your own high level of quality. Challenge yourself and see where you stand! The standards also provide your staff with clarity as to what is expected from them. Clear roles and procedures will enhance the efficiency of your organisation and further reduce costs. In the end, we re all working together towards the same thing, sharing the passion for the Yamaha brand and bringing it to a higher level, with more customer preference and customer loyalty. 11

12 Treatment Ambience Product 12

13 Introduction Perceived value is more than the product itself The value of any successful product goes beyond the product itself. It has the power to make the consumer dream about their life with it. The magic begins before purchase: with the ambience of the retailer, the customer experience, the attitude and competence of the staff. Our dealer standards support this value-enhancement by defining a complete experience, from a welcoming storefront, through effective branding, all the way to customer treatment. We don t just sell products, we sell dreams and emotions and experiences 13

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15 Introduction Consistent customer experience Customers are more and more affected by international influences these days. Low cost air travel, the internet, international media, global brands are redefining the limits of local business. Brands need to send a clear and consistent message across countries and regions. A strong brand is distinctive, driving recognition and appreciation among consumers. It is clearly recognisable to the consumer, with a seamless Web-to-store experience. With our dealer standards, we aim to create clarity about the kind of experience the customer can expect at an official Yamaha dealer. Obviously, that experience should be different from other dealers. Basic standards to lay the foundation The reason we call most of these standards basic is that we need to meet each of them before we can build our dealer excellence by achieving exceptional levels of customer experience. Can a high score in one area compensate for a low score in another? According to our philosophy, no. No matter how beautiful your showroom, if the toilets are dirty or your staff fails to demonstrate enthusiasm, your customers will still be disappointed. (And they usually won t tell you, so how would you find out?) Standards aren t static Dealer standards will be subject to continuous development, just as our product line-up is. Society is changing, business is changing and our customer requirements are evolving and we plan to stay in tune with that. 15

16 They deliver great experiences Dealer s own identity Meaningful has personal significance Pleasurable an experience worth sharing Few companies cross this line Convenient easy and accessible Basic standards, at every dealer Reliable always available, accurate Functional, useful I can find what I am looking for They do their task well 16

17 Introduction The measurable versus the immeasurable Our dealer standards are intended to be checked and measured, therefore they only address measurable items. But what we can t measure, and where your dealership expertise comes in, are the pleasurable and meaningful experiences you deliver to your clients typically the items where you can go beyond the ordinary and create a special connection with the customer! The ultimate goal is to delight Achieving customer satisfaction is at the heart of any business. Achieving it is more than a matter of providing good service. It includes the entire interaction with your customer through which they build their image of you via a mix of rational and emotional elements. To inspire customer loyalty, it is important to surpass customer satisfaction, to go beyond the ordinary and to actually delight the customer. This is also at the heart of our company s Kando philosophy. 17

18 Race Feel Move 18

19 Introduction Yamaha s brand positioning Our aim for the future is ambitious: we aim to position our brand in a stronger, more unique way. The model offensive we have launched into the market in the past years, with very characteristic models, is an example of that. However, as a brand, our sales shouldn t have to depend on bringing out the latest model all of the time. Our aim is that in the future, people will choose us because they feel that Yamaha is special. And by clearly separating the Race, Feel and Move segment approaches, we aim to support a more unique brand character for each of these. Obviously, the dealershop experience is an essential part of this brand ambition. Visual identity update Yamaha s Visual Identity is evolving over time, as with every brand. But obviously, when a new Visual Identity system is developed we can t expect our dealer network to change overnight. A careful implementation will take years so it may happen that a certain dealer in a certain country has to adhere to an older system than another dealer elsewhere. Notwithstanding that, it remains a requirement to stick to the selected guidelines for a coherent brand experience in the dealershop. 19

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21 Introduction Three themes Our dealer standards are grouped in 3 themes: 1. General: General facilities and infrastructure 2. Sales: Sales, marketing and showroom-related procedures 3. Service: Service, warranty and workshop-related procedures. In terms of responsibilities, the second and third items are most relevant to the Sales and Service Managers rw 21

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23 Yamaha Motor Europe Dealer Standards Chapter 1: General Facilities & Management

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25 1. General Facilities & Management In this chapter we will describe the fundamentals of the dealership: Having the key infrastructure with all key elements in place. This includes the representativeness of the building, the customer appeal of the showroom and the quality of the workshop. Furthermore, the general management procedures and management principles are a part of this chapter. 25

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27 1. General Facilities & Management 1.1 The Building 1.1 The Building: impressive, neat and tidy The building will create the first impression of you as a dealer. In this sense it is like your home: when you have visitors you want it to be clean, well organised and tidy. But, as with your home, what often happens is that there are small unfinished jobs or damaged items that you got used to over time and almost don t see anymore. Visitors will immediately notice them however. So always look at your store with a pair of fresh eyes and correct any defects immediately! The customer should clearly recognize your shop as a high level representative of the Brand 1.1.B1.EU The building should have official Yamaha signage, clean and undamaged. Arrange the signage through your national distributor. Available materials are listed in the Yamaha Visual Identity Guideline. 1.1.B2.EU The building is kept in good state of repair and decoration (no cracks or paint flaking off etc). There is no litter or scrap on the outside premises. 1.2.B1.EU Opening hours are visible (outside). 1.3.B7.EU Customer toilets are available, neat and clean. 27

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29 1. General Facilities & Management 1.2 The Showroom 1.2 The Showroom: with enough size, well stocked and clearly Yamaha At an official Yamaha dealer, the customer expects a professional Yamaha showroom that inspires them and shows passion for the brand. It is important that it is well arranged, up-todate and sufficiently stocked, featuring enough space around each unit. It also should send a clear message: This is a dealer who is proud of the Yamaha brand. Does your showroom express the common passion for Yamaha that you share with your customers? The showroom should create an inspiring customer experience and the Yamaha brand should be the hero in the showroom 29

30 1. General Facilities & Management 1.2 The Showroom 1.3.B1.EU The minimum surface for the Yamaha dedicated PTW area follows the national minimum requirement. 1.3.B2.EU The Yamaha area should show only Yamaha products and Yamaha POS materials, no other brands. In the end, the goal is to create a Yamaha customer experience here. 1.3.B3.EU In case of multi-brand, it is necessary to set aside the Yamaha area by a clear border for example an isle of 2m wide or a divider wall. 1.3.B4.EU The number of units on display in the showroom should be in line with the Yamaha requirements. 30

31 1. General Facilities & Management 1.2 The Showroom 1.3.B6.EU The visible offer at least includes: new Yamaha PTW, used Yamaha PTW, Yamaha Apparel, Yamaha Accessories and Yamaha Genuine Parts. Apparel, parts and accessories are important to create the complete Yamaha experience. Plus they are only available from Yamaha dealers you won t have competition from generalists. 1.4.B1.EU The dedicated Yamaha area in the showroom should only feature colours of the Yamaha palette as described in the Dealer Visual Identity Guidelines. Applying the Yamaha colour palette for walls, ceiling and flooring as recommended will create a high-quality environment with a strong identity and feel-good factor as well. 31

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33 1. General Facilities & Management 1.3 The Workshop 1.3 The Workshop: spacious and well-equipped Dealers are usually quite proud of their showroom, but what about the workshop? The workshop is where your competitive edge can be made: it is an important source of profit and customer retention. It should be managed professionally and your staff should be able to work effectively and efficiently. The working environment is set up to help your staff to do a great job while ensuring all the proper tools are available. In addition to this, the workshop is a technical theatre in the eyes of your customers and it should reflect this in its appearance. The workshop environment should ensure the highest quality standards 33

34 1. General Facilities & Management 1.3 The Workshop 1.6.B1.EU There is a workshop reception / parts counter. 1.6.B5.EU Workshop colouring follows the Dealer Visual Identity Guidelines. 1.6.B6.EU The size of the workshop surface is at least 25 sqm, with at least 1 workplace with 1 technician. Each technician has a dedicated workplace that is at least 15 m2 (approx. 3 m wide by 5 m long). There should be enough room around the lift to safely move (approx. 90 cm for a single lift or 120 cm in between 2 lifts). 1.6.B7.EU The workplace has at least 1 motorcycle lift, 1 workbench and 1 general toolbox. 34

35 1. General Facilities & Management 1.3 The Workshop 1.6.B8.EU The illumination in the workshop should be at least 500 lux in all working areas. * A lux is one lumen per square meter. References: 500 lux < 400 m2 750 lux > 400 m lux for PC working place 200 lux for storages. Commonly used fluorescent lights often use wattages of 35/36W, achieving round 3000 lumen. Old fluorescent light types achieve around 60 lumen per Watt (lm/w), new lights can achieve up to 111 lm/w. Refer to local labour requirements. 1.6.B11.EU The dealer must have at least all the standard workshop equipment. Please refer to the Workshop layout & equipment recommendation manual on B13.EU An exhaust extraction system should be there. Refer to local labour requirements. 1.6.B15.EU There should be a dedicated and traceable waste disposal system. 1.6.B16.EU There should be a separate storage (not visible to customers) for damaged parts or units and warranty parts. Damaged units and damaged parts / warranty parts should always be stored out of sight for clients. 1.7.B1.EU The parts warehouse is minimum 5 sqm. 35

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37 1. General Facilities & Management 1.4 General management 1.4 General management: aiming for improvements and customer loyalty; being part of the Yamaha family Dealer standards are part of a profitable business model, by improving efficiency and reducing the chance of mistakes. Our business philosophy is to work very closely together as dealer, distributor and factory. Good communication with good information systems and a common understanding of the shared goals are essential for us all. One common and ultimate goal is customer satisfaction; we should all aim at maximising this, all the men and women who make up the team at a Yamaha dealership. As a Yamaha dealer, you are part of the Yamaha organisation 3.8.B1.EU Dealer must offer warranty to all customers that are entitled to Yamaha Euro warranty. 4.1.B1.EU CSI scores of the dealer are not lower than 90% of the national average with a redemption rate above 80%. CSI review meetings will be held with staff at least once a year. Each employee is invited to suggest improvement points. Background: The Yamaha Customer Satisfaction Program is a continuous process to monitor the performance and the development of all the dealers of all participating distributors. Measurement of customer satisfaction is never an aim by itself. The ultimate goal of the Yamaha-CSI is to convert all customers into loyal customers. Why is customer satisfaction so important? Satisfied customers are more likely to return for service and purchase of their next motorcycle. They are also more likely to recommend the product or service to others. But please note that most customers are just averagely satisfied, which means that they feel they are getting value for money. It is only the very satisfied customers that are likely to turn into really loyal customers! At the other end of the scale, please note that dissatisfied customers aren t always complaining; in most cases they simply walk away. But they may adversely affect your business by telling others about their negative experiences. It is a common fact that dissatisfied customers spread their experiences much more than satisfied customers. 37

38 1. General Facilities & Management 1.4 General management 4.4.B1.EU The dealer s annual sales plan is shared with the distributor before end of January. 4.4.B2.EU Annual volume and turnover 3S-target should be in line with distributor strategy and shared with distributor. 3S in this context means that we are addressing each of the 3 S s: Sales (units) Service (workshop) Spare parts (parts and accessories) Yamaha promotes the 3S model as the ideal dealership management template. In short, the activities of the dealership should be based on three (equally important) areas, all of which must receive the same level of attention, care and investment. It is not possible to build a solid future simply by pushing sales it is also essential to generate customer satisfaction through excellent service and the effective provisioning of spare parts. The organizational and entrepreneurial commitment of the Yamaha dealership needs to be balanced across these three fronts, without neglecting any one of them. Experience shows that it is only those dealerships that offer a balanced package of the 3 S s that succeed in achieving high levels of customer satisfaction. 38

39 1. General Facilities & Management 1.4 General management 4.4.B3.EU Set up of 3S responsible team & meetings * TBD with frequency! We see each other every day, you may think, so why is this necessary? Well, if meetings are only informal we tend to discuss informal things. Actually sitting down for a meeting secures that all relevant plans and operational issues are shared. It also puts people in a different state of mind, which clearly helps to set clear structures, tasks and deadlines. In particular, in 3S dealerships, it is essential that: The responsibility for managing each of the three areas is assigned to an individual manager. All of the team members are fully aware of their own tasks and responsibilities, and have a clear sense of the contribution each of them can make towards the company s shared objectives. All of the team members are trained to make them fully understand that total customer satisfaction can only be achieved through the collaboration of all of the personnel at the dealership. 39

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41 Yamaha Motor Europe Dealer Standards Chapter 2: Sales Procedures

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43 2. Sales Procedures In today s stores, it is no longer enough to leave clients looking around and being available just to answer their questions. We need to surprise and seduce them with an attractive and inspiring showroom and a committed sales conversation. A starting point for this is defined in the Sales Standards. As written in the Economist Physical shops must focus on things that customers will want to try before they buy, and for which they will pay extra, such as advice from competent sales assistants. Stores have to become more fun to visit, so shoppers feel it is worth the trip. Apple s shops thrive not only because they contain cool products; they are beautifully designed, with helpful staff. Too many retailers think only of getting a quick sale, neglecting the importance of building relationships with customers. They are the most at risk from showrooming : shoppers trying products in physical stores before sneaking off to buy them cheaper online. 43

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45 2. Sales Procedures 2.1 Showroom upkeep 2.1 Showroom upkeep Showroom design in many shops has become much more professional over the years yet in the motorcycle business this tends to lag behind. Let s give the customer a pleasant and memorable showroom experience that sets a positive mood. Shopping has become an experience and people want to be stimulated when visiting a showroom. A showroom is not a stock room. 3.1.B1.EU The showroom should be kept clean and orderly. POS materials that show non-current vehicles or promotions are removed. Don t give your customers a visual headache: use POS materials only reluctantly and remove non-current or non-relevant materials immediately. Please beware that in cramped and crowded showrooms, customers instinctively want to get out and spend less time browsing and shopping! 1.3.B5.EU Customers should be able to access and sit on each unit (except in case of special display units). Showroom space is always limited and you may often struggle between total available space and enough space around each model. But remember that for the customer, it s always the one model he or she is interested in, that should be exposed with dignity. So each model should have enough space around it and should be in the right atmosphere that transmits dreams and emotions Prevent a showroom looking and feeling like a stock room. For that reason we recommend not to line the bikes up in rows (as you would do in a warehouse) but to group and display them in an inviting manner in line with the VI requirements of your shop. This gives each individual model the space and dignity it deserves. 45

46 2. Sales Procedures 2.1 Showroom upkeep 1.4.B2.EU Models are to be grouped in categories. This allows you to transmit the emotions related to the categories and create product worlds. 1.4.B3.EU At least 3 of these categories are to be combined with proper background visual and apparel or accessories. We recommend to create worlds of inspiration for each category of bikes. That inspiration comes from an exposition that includes the right visuals, clothing, accessories or other materials that fit to that category and to the dreams behind it. 46

47 2. Sales Procedures 2.1 Showroom upkeep 1.4.B4.EU There is a Yamaha waiting area in the showroom including Yamaha video and brochures. (In case of multi-brand dealer: Neutral waiting area is allowed.) The goal of this is to create a space that reflects the DNA of Yamaha where customers can relax, chat, wait or meet, and where Yamaha information and entertainment is provided. As an extra service for waiting customers, it is recommendable to offer hot/cold drinks and a Wi-Fi connection in the waiting area as well. 1.4.B5.EU Brochures/catalogues are available regarding the Yamaha bikes - Yamaha apparel - Yamaha accessories - After sales services. 1.4.B6.EU Model price and specs are shown at each bike. If accessories are mounted, this is mentioned clearly. 47

48 2. Sales Procedures 2.1 Showroom upkeep 1.4.B7.EU There is a Sales desk in the showroom or an area where the client can talk discretely. 1.5.B1.EU A selection of Yamaha Genuine parts are clearly visible in the showroom by at least1 display rack. 48

49 2. Sales Procedures 2.1 Showroom upkeep 1.3.B8.EU The size of the Yamaha apparel area is at least 6 sqm. This 6 sqm should be one complete area (not scattered around). The goal is to bring attention to Yamaha genuine apparel and accessories and to support lifestyle in a total Dealer shop experience. Apparel can be a typical impulse item for the customer, so it is important to display it attractively and to update the displays often! 49

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51 2. Sales Procedures 2.2 Staff expertise 2.2 Staff expertise More than ever, customers are well informed by the amount information available on the Internet before visiting the showroom. Be sure to keep an information advantage and to be recognized as the real expert! Your staff s passion, expertise and motivation are crucial in impressing them. Be sure you know more than the client 2.2.B1.EU All sales staff should complete all Yamaha WBT within 3 weeks of its start. Besides the essential Yamaha training it is highly recommended that your staff follows industry and product news through the Internet and relevant press and keeps experiencing our products by regular test rides. 3.1.B2.EU Yamaha dedicated staff that have active customer contact need to wear Yamaha apparel from the belt up. This makes it easier for the customer to identify staff and helps to be recognized as a true Yamaha expert. Uniforms (and name badges with functions) also help to make staff more aware of their own roles and tasks, and create an incentive to act accordingly. 51

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53 2. Sales Procedures 2.3 Customer treatment 2.3 Customer treatment: the sales procedure We like to think that ours is a passionate business, different from for example the more professionalised car business. Yet at the same time we could learn from good procedures and courtesy towards the customer. Acknowledge customers upon entering the showroom and never let potential customers just walk away: Utilize Yamaha s recommended 9-step sales procedure and always try to move to a next step in the sales process, for example by offering a demo ride or any other follow up. People who do not know how to listen, do not know how to sell 3.2.B1.EU Customers entering the showroom are acknowledged or greeted within 2 minutes. Being friendly and courteous is of vital importance in the opinion of the customer. Although it might seem natural a number of customers complained in the CSI survey that the dealer was not friendly enough; Always remain friendly and courteous, it will create a lasting impression for your business! The first contact with a customer all starts with your greeting. Never let customers wait around unrecognized. If a customer cannot be helped immediately, for example when it s busy, at least acknowledge that you know he or she is there. Ignoring him or her may give a feeling of disrespect and reason to go to another dealer. So always make a first contact it will set the tone for future conversations and gives you the first opportunity to show the customer you care about him or her. Of course, customers may want to look around on their own at first and you want to give them the liberty to do so. But then plan to approach them in a later stage; don t leave customers till they walk out of the showroom. 53

54 2. Sales Procedures 2.3 Customer treatment 3.2.B2.EU Dealer works with Yamaha s recommended sales procedure: 1. Salesperson introduces him/herself. 2. Customer background is investigated. Find out which bike(s) the prospect is interested in; Enquire or know at least customer s current or previous bike and years of riding experience; Enquire about future usage. In this stage it is important that you listen and enquire, rather than just start pushing your own opinion. Try to find out what is important for the client regarding the new bike. Only then can you give sound advice with relevant arguments for that client. Avoid asking questions in an aggressive manner - rather, concentrate on creating an atmosphere in which customers can express themselves freely. Take an active interest in everything, including their hobbies, family, the place where they live and, of course, their ideas about the bike they want. 3. Address features and benefits specific to the prospect s wants / Mention at least 4 qualities of the new bike. During this argumentation stage, it can be helpful to propose the client to sit on the machine. Mention the strong points of the machine. Find out potential hesitations of the client. Listen well and reformulate or summarize the client s comments to make sure you understood correctly. It is extremely important that you do not limit yourself simply to discussing technical matters and pricing. Rather, you should attempt to communicate regarding passion and emotions as well. Sharing the customer s passion, and encouraging their enthusiasm for Yamaha products this is the spirit in which the conversation should be carried out, in order to make the customer feel positive about purchasing from you. 4. Always mention dealer qualities and Yamaha qualities. Be sure to have this ready from the top of your head. Regarding dealer qualities: You can think about passion, service level, special services provided, etcetera. Regarding Yamaha qualities: you can think about quality, reliability, driving character, parts supply, history and expertise in the market. 5. A demo ride is always offered if the specific model is part of the demo fleet. A test ride is the number one source of information for the customer, please utilize this opportunity! It is a vital aspect in the process of customer satisfaction. Not offering a test ride to a potential customer can even be an insult in the customer s perception. (More requirements and advice on demo units are described in chapter 1.5 Demo units.) 6. The brochure is offered to the customer. Handing it over formally makes a good impression and creates gratitude. 54

55 2. Sales Procedures 2.3 Customer treatment 7. Yamaha Services and Yamaha accessories are always offered. 8. The dealer proposes to make an offer or to make the sale. This can, of course, include an offer to trade in the client s existing bike. (In this case: The customer may feel a strong attachment to their current bike and on occasion have unrealistic expectations about its current market value. It is important to handle the customer s expectations tactfully, referring wherever possible to objective, documented sources like an official used-vehicle price chart.) When a sale is done, always congratulate the client and reassure he/she has made the best choice and the best deal possible. When a sale is not done, make clear the client can always think it over and is always welcome back whether he buys at your dealership or not. 9. The dealer always asks customer s mobile telephone number and address. We know it s hard to do, but always try to get the client s contact details so you can keep in touch when something unexpected comes up in the future. Don t be embarrassed in doing so: you might trade in a used bike or a promotion will start soon or for other reasons you may have something interesting for him/her in the future. 55

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57 2. Sales Procedures 2.4 Marketing and Promotions 2.4 Marketing and Promotions In today s world there are many ways to keep in touch. , social media, Youtube, text messaging and alike have been added to the traditional mail and telephone. Whatever way is best for you, beware that your overall quality feel is kept to a high standard and in line with Yamaha Visual Identity guidelines. And of course the best and most binding way to keep in touch with your customers is to organise events and experiences! These one-on-one contacts are key to building meaningful relationships. Know who your clients are and keep in touch with them 57

58 2. Sales Procedures 2.4 Marketing and Promotions We see many dealers taking initiatives in this field. Some examples (in random order) of what you could do: Offer training, off-road days, track days, let your customers taste the different aspects of the motorcycling world Offer tours of the region with different themes / either guided or as printout - possibly with open Sunday at your shop as the start of the tour possibly with a voucher for a coffee at a scenic place; give your clients an excuse to ride and stimulate them to visit your showroom. Organise bike introduction shows when an important new model arrives as a celebration and as a chance to give your clients the inside information on it. Organise a Kids day, a nice outing for the parents, with an opportunity for the kids to ride the PW50 under supervision; collaborate with a photographer to take pictures, expose kids apparel and riding gear etc. Offer a travel night : Invite a bike travel/adventure agency to present a selection of beautiful destinations; Invite travellers to show photos of their trips, with tips&tricks for others; have equipped travel bikes there to showcase what is possible with accessories. Organise a garage sale for dead stock and invite clients to offer old parts or clothing for sale. Send birthday cards to the client (alternatively: do this with the delivery day of the bike being the birthday). Create Yamaha Racing Days, watch MotoGP together on a big screen in the showroom, with drinks and snacks available. Organise most beautiful bike election for certain models invite model clubs to come over also stimulate the exchange of information on customizing, inspire people to see how personal they can make the bike. Organise workshops for maintenance or cleaning, with tips&tricks on how-to, explaining maintenance products and Yamalube products. Invite tyre or suspension partner(s) to give info sessions and have the client s bike checked. Create a holiday photo contest: invite customers to send in holiday bike photos that will be exposed on a wall in the showroom to inspire others. Invite a photographer to give a workshop for those who are interested. 58

59 2. Sales Procedures 2.4 Marketing and Promotions 3.1.B3.EU All dealer s printed materials as well as dealer s local marketing should follow the VI regulations as to fonts, colours, logos, etc. Please refer to the Visual Identity instructions that are available online: B4.EU All marketing related Yamaha materials should only promote the Yamaha brand. No competitor brand should be included on any Yamaha marketing materials. 3.5.B1.EU A Client database is actively maintained. 3.5.B2.EU Newsletters and mailings are at least once a year sent out to existing customers. 59

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61 2. Sales Procedures 2.5 Demo units 2.5 Demo units A clear and identifiable offer of demo units will help you to sell more. A significant share of your potential customers will not buy the product without having the possibility to test it. It also shows you care for the customer and creates gratitude from customers having used it. When demo units are also used as courtesy bikes, and if the demo bike is one step up from the customer s current bike, they can plant the seed of dreaming about the next bike in the mind of the customer. All in all, a demo unit is an instrument with strong sales potential, both in the short and long term. In addition to having demo units available on demand you may consider arranging Demo day events. These can help to attract customers, including other-brandcustomers, with a relatively low threshold. Many customers feel hesitant to ask for an official test ride on their own, because they feel it obliges them to something. A demo day with its more free and open set-up may therefore attract additional potential clients. A test ride is always the most decisive source of information for the customer 3.3.B1.EU Available demo models should be in line with the demo-program. 3.3.B2.EU Demo units and used units should be kept separate from new units and be easily identifiable by special tags or stickers. 61

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63 2. Sales Procedures 2.6 Delivery 2.6 Delivery Do you remember the feeling when you picked up your first new bike? How you wanted to see your reflection in every window along the street, how you showed it off to your friends and family? It is such a special and proud moment for your customers even if it is the tenth or twentieth bike they own. Don t hesitate to celebrate this occasion with a small ceremony. At the very least, take the customer through the ins and outs of the new bike and congratulate them on their choice! When you see their eyes shining you know you have done a good job. Picking up your new bike is such a proud and memorable moment 63

64 2. Sales Procedures 2.6 Delivery 3.4.B2.EU At handover of a new bike, the client is introduced to the service manager. This item is also mentioned in the service procedures and explained in more detail there. In case a dealer has many employees it is advisable to introduce the customer to the different employees with whom the customer might have contact. Introducing the staff helps to boost the customer s sense of familiarity and is the start of a connection that can last many years. 3.4.B3.EU The bikes functions and warranty conditions and maintenance scheme are explained. It is also important to pay attention to the possible extended warranty. If the customer chooses this extended warranty it is in his or her opinion an extra reassurance and it is advisable to emphasize it. The same goes for any other additional benefits you can offer. This moment is a good opportunity to reconfirm the customer s choice. An area in or near the showroom is generally the nicest looking part of any store and therefore the most suitable place to deliver the motorcycle or scooter to the customer. Otherwise an area in or near the workshop may be suitable as well. 64

65 2. Sales Procedures 2.6 Delivery 3.4.B4.EU The dealer contacts the customer within 2 weeks of unit s delivery to verify if everything is OK. From our CSI results we know this item is not so easy for our dealers and understandably it needs extra planning in the height of the season. But put yourself in the mind of the customer who just purchased a new vehicle for a sizeable sum of money: How nice would it be if your dealer called you up and informed about your first experiences? It would show respect and care for you as a customer and would allow to ask small questions or silent concerns there may be. Personal contact and direct dialogue is best for this: it allows for you as a dealer to interact immediately. Plus, it s also about sharing a passion. Ask if everything is going well, what the first experiences were and wish the customer luck with the bike mentioning he or she is always more than welcome with any question they may have. Any problem that is proactively solved this way may turn a normally satisfied customer into a very satisfied, loyal one! 65

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67 Yamaha Motor Europe Dealer Standards Chapter 3: Service Procedures

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69 3. Service Procedures Studies show that resolving customer issues is the number one driver of brand loyalty. In fact, it stimulates customer loyalty more than never experiencing a problem at all! So consider a customer problem as an opportunity to bring the relationship with your customer to the best level possible. The standards in this section are related to your service and after-sales procedures. Make customers come back to you and recommend you to others 69

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71 3. Service Procedures 3.1 Workshop upkeep 3.1 Workshop upkeep: always clean, safe and tidy Make sure your staff can work in a safe environment and your customers can be impressed by a well-organised technical display. The service area s tidiness and cleanliness speak volumes about the quality of the work. Can you imagine our MotoGP team technicians rummaging around having to look for a wrench 12? A professional image and professional working methods go hand in hand 1.6.B4.EU The Workshop itself is a clean, tidy and safe working environment. Safety equipment and precautions should be in place. Safety equipment includes: Safety shoes Fire extinguisher Ear plugs Work gloves and clothes Protection glasses (grinding or drilling) Face protection for welding First aid kit. All hazardous materials must be labelled and stored in separate shelves in a lockable room according to the legal safety rules. Labelling with international identification of hazardous materials. All parts, tools, materials and equipment have to be stored in line with fire protection requirements. No smoking in the workshop area. Refer to local labour regulations as well. 71

72 3. Service Procedures 3.1 Workshop upkeep 1.6.B9.EU The dealer must have at least all the standard technician s tools per each technician. The standard tools must be properly stored in dedicated toolboxes. 1.6.B10.EU The latest VI tool boards should be placed in an adequate location in the workshop and should have the dedicated special tools placed on the proper location on these tool boards. The dealer must have the latest applicable Yamaha special service tools. Yamaha s tool boards also offer a visual signal to the customer that of a well organised workshop with specialist expertise. Tools and tool boards can be ordered through the spare parts ordering system. 72

73 3. Service Procedures 3.1 Workshop upkeep 1.6.B12.EU Tools and equipment are in good condition. 1.6.B14.EU Computer with fast Internet connection should be present in the workshop area. 73

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75 3. Service Procedures 3.2 Staff expertise 3.2 Staff expertise The customer expects expert, motivated staff at an official Yamaha dealer. Make sure your staff is well trained and actively stays up-to-date! Training and certification, work clothes, access to and sharing of the latest information are covered in this section. Good knowledge saves time and improves quality 2.2.B2.EU All technicians should be at least YTA Bronze certified. Dealer should guarantee that the YTA level is maintained with follow-up trainings, if required. 2.2.B3.EU At least one technician should follow the yearly new model service training. This technician is able to train all other dealer staff internally. Arrange that a procedure is defined. 3.6.B2.EU Yamaha technicians should wear Yamaha work clothes that are clean at the start of the shift. It identifies them as qualified technicians, also in the eyes of the customer. For multi-brand dealers: brand neutral work clothes are allowed. 4.2.B1.EU All info bulletins, technical info, recall bulletins or priority service field actions must be accessible through YSP and circulated among all technical staff. The Technical Bulletins must circulate around all technicians and be signed by each technician to be sure that all relevant persons are aware of important technical information released by Yamaha distributors. All Technical Bulletins must be signed and archived in a binder. 75

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77 3. Service Procedures 3.3 Procedures for delivery, parts stocking, warranty 3.3 Procedures for delivery, parts stocking, warranty Yamaha has developed procedures to ensure a consistent customer treatment. At every official Yamaha dealer, this is what every customer can expect. This starts with a thoroughly checked new bike (PDI) and also handover, parts stocking, warranty and recall procedures are covered in this section. Let s respect Yamaha s high-quality approach 77

78 3. Service Procedures 3.3 Procedures for delivery, parts stocking, warranty 3.4.B1.EU Pre-Delivery Inspection is carried out prior to delivery of a new machine. PDI sheet is filled in. PDI sheets must be printed and must be signed by inspector and customer. A copy of the completed PDI sheet has to be: handed over to the customer sent to distributor service archived at the dealer. 3.4.B2.EU At handover of a new bike, the client is introduced to the service manager. (This item was already briefly mentioned in the sales procedure). The service manager should explain that the motorcycle/scooter is prepared and ready for use. He also should explain the functions and its maintenance schedule using the Owner s Manual. Some customers already know every aspect of the machine while others will need some help concerning the operation of the product. The service manager also explains the warranty conditions using the Warranty Booklet. The Owner s Manual and Warranty Booklet are handed over to the customer after explanation. 78

79 3. Service Procedures 3.3 Procedures for delivery, parts stocking, warranty 3.6.B1.EU Yamaha Genuine parts and Yamalube are used for maintenance and repairs. When using Genuine Yamaha Spare Parts, the customer is ensured of: Perfect fit Proven use of high-quality materials High resistance to wear and tear Proven safety standards Any technical updates where necessary It would be very strange in the eyes of the customers if a Yamaha dealer would not use them. If we believe in our products, it goes without saying we believe in every component and would use only genuine parts and lubricants for repair and maintenance. 79

80 3. Service Procedures 3.3 Procedures for delivery, parts stocking, warranty 4.3.B1.EU Sufficient parts stocking should be there and ABC analysis done. The dealer must have parts in stock that can be classified as mandatory to offer optimum support for regular maintenance and small repairs to the Yamaha units in the dealer region. To guarantee a good stocking, the dealer should work with ABC analysis. This technique makes it possible to classify items into different categories: those for which you must be able to guarantee immediately available (A); those that need to be monitored (B); and those that are not critically important (C). ABC analysis, then, is very useful in defining the optimum stock levels and re-order points. Category A items are usually described as fast-mover spare parts. To guarantee immediate availability, it is advisable to hold a small stock of these items on site, which can then be replenished by the central warehouse at short notice (short provisioning times and lead times). Typical fast mover parts: Tires Air and oil filters Oil and lubricants Brake pads Batteries Spark plugs Levers and cables Gaskets and o-rings Indicator lights Light bulbs Drive chain and sprockets Drive belts Category B items are, typically, those products that are subject to wear (such as pistons and shafts). In relation to these items, the lead times could be longer than those for category A items, but this means that local stocks must be carefully managed to ensure that you do not end up with no stock of these items. Category C items are those that are required only occasionally. It is difficult to predict when these products will be required, but the customer will not expect immediate delivery and so the lead-times can be longer than those for items in the other two categories. For this reason, it may not be necessary to maintain an onsite stock of these items. 80

81 3. Service Procedures 3.3 Procedures for delivery, parts stocking, warranty 3.8.B2.EU Yamaha warranty procedure is to be followed, with warranty tag data filled in and retention parts kept 90 days. All Yamaha customers entitled to Yamaha Euro warranty should be helped under Yamaha s warranty conditions. This also applies to foreign customers and to bikes that have been purchased in another country. Every Yamaha that has been sold specifically for the European territory is entitled to the Yamaha Euro Warranty and a Euro Service Warranty Card will be submitted to the customer. Before starting repairs, ask the customer to show the Yamaha Euro Service Warranty Card and check if the motorcycle is under warranty. NOTE: If the customer cannot show the Yamaha Euro Service Warranty Card, this does not automatically mean that warranty cannot be given. In this case, your distributor should be consulted. Warranty claim parts are stored separately in a dedicated storage way and invisible to customers. Warranty claim parts are clearly identified by using the Yamaha claim tag. The Yamaha warranty claim tag includes: Vehicle Identification Number (VIN) Failure date Repair date Mileage Description of the problem Work order number / Warranty claim number. Retention period: 90 days. 4.2.B2.EU The dealer must participate to all recall and special service campaigns. 81

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83 3. Service Procedures 3.4 Customer treatment, estimates, invoicing, complaints 3.4 Procedures for customer treatment, estimates, invoicing, complaints It is in the customer contact that the dealership s expertise is put into practice. Technical expertise must always be complemented by a capacity to enter into a dialogue with the customers - listening to what they have to say, understanding exactly where the defect lies and what assistance is required. Such customer support can be highly influential in developing customer trust and loyalty. Apart from this, customer respect is embedded in proper information systems and administrative procedures that help you to be clear and upto-date towards any customer queries that may arise. Finally, customer respect is also shown in openness and honesty also in invoicing. Estimates prior to repairs and a clear explanation of all elements of the invoice is a crucial part of that; and the final customer invoice should clearly mirror your quotation and all jobs performed and parts replaced / added on to the bike. Respect for the customer should be priority No. 1, throughout the organisation 83

84 3. Service Procedures 3.4 Customer treatment, estimates, invoicing, complaints 1.6.B2.EU The workshop reception / parts counter has a PC with Internet running YPEC and YPS. This ensures that many questions can be answered here. When using you cannot only give a quick and detailed price quotation, by model and maintenance type, you can use a dedicated list with all relevant information for that maintenance. The list guarantees that you cover every checkpoint and so secure the quality of the maintenance. This list is also an excellent piece of information when given to the customer together with the invoice as it shows what has been done to his/her bike during a regular maintenance. 1.6.B3.EU The dealer clearly displays the Labour Time Poster at the reception. It is an example of being open and honest. 84

85 3. Service Procedures 3.4 Customer treatment, estimates, invoicing, complaints 3.6.B3.EU The dealer should always propose an estimate to the customer prior to the repair or maintenance. If extra work or parts are needed unexpectedly, the dealer contacts the customer to agree on it again. When customers come in for service, they are probably somewhat uncomfortable they are often concerned if the problem is well understood or whether the costs will be unexpectedly high. Going through the work undertaken, before and after the service, will relieve that anxiety and increases the feeling of trust and customer satisfaction. 3.7.B1.EU The invoice should be ready before the customer picks up the bike. The invoice is explained to the customer and specified. The supplier and/or brand name of each product should be mentioned on the invoice. The invoice should also specify the free of charge tasks such as warranty repairs, cleaning etc. The invoice includes name & address & VAT nr & VIN. Invoice has to include: Customer name & address VAT Number Vehicle Identification Number (VIN) Registration/license plate number Invoice elements Labour & parts costs VAT Customers problem description Explanation of work carried out Work order number In the past there was a big difference between a motorcycle before or after service: the engine ran well again or was not leaking oil anymore. But today, there is almost no difference noticed by the customer while he or she often is paying a large amount of money. So it is very important to show the customer where this money has gone, what work has been done, what parts have been changed. This shows you are open and honest and supports the feeling of trust. Using will help you achieve this easily. Doing something unexpected like cleaning the motorcycle or fine-tuning some parts free of charge shows that you really care about the bike, and could increase customer satisfaction even more. 85

86 3. Service Procedures 3.4 Customer treatment, estimates, invoicing, complaints 3.9.B1.EU Customer complaints are laid down in a complaint form and answered within 2 working days (with a written confirmation within 5). Complaints are generally the result of one of two types of problem: problems relating to the bike and its functionality, and problems relating to the treatment the customer has received at the hands of the dealer. Whatever the reason, it is important to treat problems and misunderstandings seriously. It is essential to listen carefully to everything that the customer has to say - do not try to stop them from talking on the premise that you have already understood the nature of the problem. Do not dispute what the customer is saying. It is crucial to allow the customer to make the complaint that they want to make. The next step in dealing correctly with the complaint is to take careful note of all the details to which the customer has referred. Only in this way will it be possible to increase the likelihood of providing an immediate, accurate response. Moreover, you will demonstrate to the customer that you are taking their complaint seriously. Remember that, for the customer, Yamaha is a single company, and the dealership is part of that company. You are, therefore, responsible for demonstrating that Yamaha knows how to handle any problems its customers may have, and to do so rapidly, responsibly and effectively. Apply the five golden rules for handling complaints: 1. Make the customer aware you are sincerely sorry for the problem they are having. Apologizing with sincerity is very important, as is making the customer realize that you are not being hostile to them - on the contrary, you should be thankful to them for the opportunity to look closely at a problem in order to prevent it happening to other customers in future. 2. Listen carefully to the customer - it is essential to understand fully what they have to say. If you do not realize what the customer has been through as a result of the problem, and you fail to identify the cause(s), you will probably not manage to handle the complaint properly. The customer will feel more at ease when they are sure that their point of view has been taken seriously. 3. Put yourself in the customer s shoes. Trained employees can make technical evaluations that the customer is probably not able to make, and can work out whether the problem is more or less serious than it may appear to the customer. What really matters is the impact that the problem has had on the customer. By putting yourself in their shoes, you will better understand their reaction, and they will respond positively to this sort of treatment. 86

87 3. Service Procedures 3.4 Customer treatment, estimates, invoicing, complaints 4. Try to get the customer s approval and consent in relation to the strategy through which you intend to resolve the problem - i.e. How about trying this...? Even if you think you have reached an appropriate solution, the customer will not appreciate this if it is provided without an explanation or without their involvement, or if they think that the solution you are proposing is too expensive or will take too long. 5. Express your gratitude to the customer. Tell them that you appreciate their patience, and that resolving the problem has given you the opportunity to broaden your technical knowledge.complaints provide an important opportunity to communicate with the customer, and, if resolved properly, can leave the customer more satisfied than ever by their relationship with you. 87

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89 Yamaha Motor Europe Dealer Standards Chapter 4: Audits

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91 4. Audits Dealer standards should be very clear in what is expected of you. But sometimes the interpretation differs so we will perform audits to see where you stand as a dealer. 4.1 Auditing There are two types of audits planned: Self audits. We expect you to perform your self-audit in the first quarter of the year. A self audit gives you a clear fresh look regarding the dealer standards and will help you in getting your procedures checked. It will also be an aid to sort out the items that you know should be improved, but are left forgotten in the daily routine or get buried in the business of the season! External audits by an independent auditor. These are announced at least 4 weeks in advance. Please be prepared for this visit, have your staff available that day, be sure you know where to find requested documents, etc. External audits will function as a final compliancy judgement. They are usually undertaken in the fourth quarter of the year. 4.2 TrackIt Our auditing tool, whether for external auditing or for your own self-assessment, is TrackIt. This online tool enables you to check your compliance with each item within the dealer standards. By means of using simple yes/no questions, it is easy to fill in. The results will only be visible to yourself and to responsible staff at the Yamaha distributor. 91

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