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Gaining Control and Managing Reputation Bryan Long | Senior Manager, Social Media Customer Strategy
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Agenda
Key Challenges
01Actions Taken
02Results
03Key Takeaways
04
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Key Challenge
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Key ChallengeFrictionless Customer Service
Understand issues and pain points, change processes and positively impact the Customer Human Experience, creating an environment where customers perceive dealers and the brand are more connected.
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Provide dealers with the ability to see, review and fix problems early in the sales and service process
Resolve issues before the diagnostic survey goes out
Resolve all issues before customers go to social to complain
Discourage coaching of (any) surveys
Desired Outcome
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Actions TakenDefine the Approach–“Strategy”
Quick Survey No compensation tied to survey
Diagnostic SurveyCompensation tied to performance
Social Reviews Create awareness of what customers are saying and educate
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Actions TakenReputation Alert Summary
Reputation Alerts–Sales 2%, Service 7%
Responding to Reputation Alerts has a positive impact on NPS
Resolving Reputation Alerts has a tremendous positive impact on NPS
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Results and Findings
What the brand looks like from the ground up
Level of knowledge/receptiveness from dealers
Preparedness to deal with crisis
Dealership personnel? Who handles at dealerships?
RESOURCES
Webinars
Best Practices
Online Dashboard
Social Alerts
Support (helpline)
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Results
High response rates on quick pulse
Low impact to response rates for diagnostic survey
Addressing reputation alerts efficiently has a very strong impact on satisfaction
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Social Media
Continue to Monitor Dealer Brand ReputationOwner Loyalty Manager and Digital Quarterback
Respond to All Customers…Handling “hot alerts” only meets expectations, and doesn't get you to loyalty!Temkin Research
Establish Dealership PoliciesEducate Employees
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ResultsSocial Review Scores
Regions
Dealer Average March R3M: January 2017 – March 2017
4.4 - 5.0 50% 55% 59% 45% 54% 44% 50% 28%
4.0 - 4.3 19% 19% 14% 30% 19% 21% 20% 22%
1.0 - 3.9 31% 31% 27% 25% 27% 35% 30% 50%
# of Dealers With 0 Reviews 18 11 13 9 12 7 13 3
Nation
Dealer Average Sep R3M March R3M
4.4 - 5.0 40% 50%
4.0 - 4.3 17% 19%
1.0 - 3.9 43% 31%
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JD Power SSI/CSI Non-Premium RankingsNissan-Toyota-Honda
16
1011
89
11
6
109
8
6
4
10
89
10
6 65
910
2010 2011 2012 2013 2014 2015 2016
Nissan Toyota Honda
16
11
5
8 8
54
14
11 11
5 5
7 78 8
7
11
8
10 10
2011 2012 2013 2014 2015 2016 2017
Nissan Toyota Honda
SSI Non-Premium Rankings CSI Non-Premium Rankings
Nissan Leads Toyota and Honda in SSI/CSI for the First Time Ever!
Excludes: MINI, Scion and Fiat
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Results and Findings
Increase in NPS
Reduction in the number of Social Media cases at the national level
JD Power CSI Results
Nissan leads Toyota-Honda-Hyundai in both CSI and SSI for the first time ever!
JD Power CSI/SSI/ Results
CSI
SSI
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Key TakeawaysUnderstand–Listen
Follow up with “Meets” and “Exceeds” Customers
01Deeper Understanding of VOC in Real Time–Sales and Service
02Continually Review Survey Strategy and Follow Up
03Combine Social Presence
04
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Questions