Page 409 - Operations Strategy

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384 case study 3 • carglass : Building and sustaining a customer-centric organisation
Once an appointment is made, the customer goes to the Customer Delight Center
or is served by one of the 100 mobile vans. Carglass® pays a lot of attention to train
its technicians to deliver a high-quality job. Service technicians even receive special
training on how to greet customers when arriving at the location of a job and on the
information they are to provide to customers. 2
Carglass® records quality figures and measures the productive time in the Customer
Delight Centers. Productive time is the time spent on driving to the customer and
repairing or replacing the customer’s damaged car glass. Training time is also consid-
ered as productive time. Doing rework, dealing with complaints, and ‘no shows’ are
considered to be unproductive time. The company reports the productivity figures of
the Customer Delight Centers, and even links the team bonus to the achievement of
productivity targets.

service recovery

Upon completion of the job, the customer is asked to pay any outstanding amounts,
when necessary, and to complete customer satisfaction survey. Special attention is paid
to unsatisfied customers, by means of a service recovery program, to ensure that these
customers’ problems are quickly resolved. Complaints are called ‘actions to improve’.

dealing with partners
For the corporate customers of Carglass® – the insurance, lease or fleet companies –
long-term relationships are developed in order to provide an even better service for the
end-customer. One of those corporate partners in Belgium, for example, is LeasePlan, a
leading international leasing company with activities in more than 30 countries. Luc
Norga, Director of Operations & Procurement at LeasePlan Belgium comments on the
relationship they have with Carglass®:
We work with Carglass® because they are the specialists in car glass repair. In view of the
high standard of services and optimised repair ratio versus other channels, Carglass® is our
dominant supplier and majority of our customers go to Carglass® in case of glass damage.
But there is more than that: we have a very open relationship with Carglass®. We learn
from them and they learn from us. Carglass® is always eager to jump on new opportunities
that will further strengthen the relationship. For example, we decided to set up an Integrated
Services concept that includes oil checks, air pressure control checks for pneumatic tires and
so on. We asked the Key Account Manager whether Carglass® would participate in this ini-
tiative, and they immediately agreed. Now we receive monthly reports of the tire controls,
the oil controls, that they conducted. They even report the savings we make by having those
controls. We can provide this information to our customers. This is typical for Carglass®:
whenever you ask for something, you always receive something more.
Another example is the integration of our back offices. When we asked for electronic
invoicing, Carglass® was very open to link their back office to ours. Today, we have inte-
grated back offices and for car glass repair we do not need to input anything in our systems.

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the Carglass Circle of success
Providing an unforgettable automotive glass service experience and continuously
exceeding customers’ expectations requires that the organisation also has a special cul-
ture. A key element of the Carglass® organisation is The Carglass® Circle of Success (see

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