Boating Industry

January 2017

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26 | Boating Industry | January 2017 [ 2016 Top 100 ] AVERAGE TOP 100 TURN RATE more, dealerships have to be able to adapt. "The changes and demands by the customer to be satisfi ed enough to be a loyal customer is increasingly diffi cult," Christian says. "Social media, time restraints and fi nancial require- ments of the business dictate you will learn and advance, or fail." All of Tobler's employees receive training in accordance with dealer certifi cation, industry updates, local market trends and changes. Weekly manager meetings drill down further into training on specifi c issues, and individual weekly department meetings are held also. New hires spend a day reviewing detailed policy and procedure manual, process maps, and all job descriptions. This gives them an overall level of familiarity with all departments and people to know how their position interacts with others and affects their co-worker. A minimum of one day is then spent in each of the departments. They work with the supervi- sor, manager or employee to familiarize with the key tasks and process of that department. For existing employees, specifi c job shadowing and cross training is available to improve the diversity of their skills, making it easier for them to advance in the company. Improve the store, not the score The Port Harbor Marine team believes that true customer satisfaction is more about the company's culture than an individual strategy. "Our strategy is designed to improve the store fi rst and then use mechanisms to ensure we are getting the scores we deserve," says President Rob Soucy. "The fi rst thing we work on is our culture. Our vision statement reads that 'we want to be the only company that anyone would ever want to buy boating products and services from' and we support that vision with a mission of 'creating the ul- timate boating experience.'" This vision and mission is achieved by adhering to a set of company core values that guide Port Harbor's crewmembers to do the right things. Those values drive habits and habits drive culture, Soucy says. "Actual CSI scores are not our primary focus, cus- tomer loyalty is," Soucy says. "Our approach is much like that of the one described in the book, 'The Ultimate Question.' We are not fi xated on the 'completely satisfi ed' score but whether customers would come back and recommend us. This is the true measurement of customer loyalty." To more directly improve CSI, Port Harbor changed the role of its sales assistant and made the position responsible for 100 percent of the post sale and delivery follow up. An extensive pre- and post-delivery process helps to ensure customer satisfaction and quick response to any issues. "All of these formal contacts are supported by ongoing communication through our per- sonalized service program and with the array of customer events we engage in," Soucy says. "We have also implemented new initiatives in our service department to improve the CSI scores. Service coordinators are now charged with the responsibility of improving scores and have a bonus tied to their performance. The importance of CSI and practices to improve our customer experience are discussed at all company meetings as well as monthly managers meetings and weekly sales and service meetings." 2.37 NEW BOATS 3.59 USED BOATS 5,142 Total Top 100 employees Port Harbor puts culture fi rst to improve the customer experience. Sales 71% Service 10% Parts & Accessories 9% Storage 3% Marina 3% F&I 2% Other 2% HOW THE AVERAGE TOP 100 DEALER MAKES ITS MONEY

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