For commercial vehicle manufacturers, one of the ways to improve sales performance is through the introduction of more reliable, good performance and quality as well as fuel efficient and environmental friendly vehicles. On top of that, they have to change their approach from solely a product manufacturer to solution provider and become a reliable business partner that could grow with their customers.
Hino Malaysia’s Journey Towards Exceptional After-Sales Service
In view of the industry’s developments and uncertainties, an effective way to drive progress is probably to focus on existing customers and convert them to loyal ones by providing an exceptional after-sales service experience. Fleet owners would be more willing to buy back the same brand of vehicles if they receive good and efficient after-sales service from the manufacturers or dealers.
“Good after-sales service is an important factor that influences commercial vehicle purchase decision. Hino has a philosophy called Total Support, which supports the customer’s business through ‘Best Fit Products’, engages in ‘Customer Oriented Activities’ and provides ‘After-sales Services’. Thus, after-sales service is one of 3 pillars of Hino’s Total Support. Maximise up time and minimise vehicle life time cost are our two after-sales missions,” said Toshihiko Takeda, Director, Business Strategy, Hino Motors Sales (Malaysia) Sdn Bhd (HMSM) .
Takeda believes after-sales service is the crux of truck business. Providing the right customer after-sales support, he said, would make a real difference. A satisfied customer was more likely to recommend the company and products to others. Word of mouth marketing, he stressed, had invaluable impact on the brand and business.
“In the other countries, 70 per cent of the commercial vehicle customers make an intended purchase because of the after-sales service. This shows the importance of good after-sales service. We are not here just to sell you the products but we are also a solution provider. We put our effort in understanding their operation and business so that we could help them by introducing the best fit products, support them in maintenance and provide training for their drivers and technical support and transfer to their mechanics. We want to be their partner, one that they could rely on to grow their business.”
HMSM’s after-sales have 4 divisions – Service Division, Parts Division, Hino Total Support Customer Center (HTSCC) and Total Support Division.
Training Programme Extended to Include Dealers’ Customers
Takeda admitted that the company did not focus so much on the retail sales programme previously. However, he said the company conducted many after-sales activities and programmes in the last 2 years. For instance, he pointed out HMSM extended its training programme to include the dealers’ customers, which received good acceptance and response from the market.
Compared to the other brands, he said HMSM’s strength was probably in having the largest after-sales service network among commercial vehicle distributors in Malaysia. In addition to two workshops – one in Petaling Jaya and the other in Kuching – he noted that the company had 62 service outlets, including 37 3S centres and 25 parts and service outles.
“To ensure shorter lead times in spare-parts delivery and availability, we have 3 spare-parts warehouses located in Petaling Jaya, Kuching and Kota Kinabalu. We stock about 15,000 line items in our warehouses. Besides that, we also have a mini warehouse in Klang and 24 parts stockists.”
Unlike the majority of the Continental commercial vehicle brands that sell directly to end customers, HMSM sells through the dealers and the business belongs to them.
Locally Developed TOP Brand of Maintenance and Servicing Parts
With the Total Support (TS) policy, the company always strove to increase the up-time of its products and reduce the lifetime cost for the customers. For example, he said, HMSM developed 300 line items of locally procured maintenance and service parts, making them more price competitive. These locally-made parts under the brand name ‘TOP’ were only for HMSM’s vehicles.
As part of its efforts to raise after-sales service quality, the company conducts 14 to 16 training sessions for its dealers’ mechanics and 10 sessions or more for parts staff every year along with new product knowledge training when new items are being launched.
He added that all training programmes were conducted free of charge and included material. “For dealers that send 3 or more mechanics for the same session, they could discuss with us and we would be willing to send our mechanics to help out in their workshop if they are shorthanded.
“This year, we introduced a new Service Advisor training programme and we plan to hold 16 training sessions. Our target is to certify more than 20 Hino qualified Service Advisors and these personnel would receive a certificate issued by Hino Japan.”
General Manager, Head of Service Division Redzuan Albakri Abdullah said the Service Advisor was the first person that customers met when they brought their vehicles in for service. Thus, they were customer service representatives and determined whether the customers would be happy with the job and come back again or to the contrary.
“We have to ensure that they have the right attitude and people skills, are friendly and approachable as well as well-equipped in product and technical knowledge,” added Redzuan.
Takeda emphasised that the improvement on the status of mechanics was a key to success. He said the mechanic was a doctor to the product. The medical doctor was often trusted and highly respected by their patients. As such, he said, Hino mechanics should enhance their knowledge and skills to provide professional services that gained such trust and confidence from their customers.
Hino’s Japanese Hospitality
What is the key challenge in after-sales service? Takeda pointed out that the company’s greatest challenge was to make customers understand the importance of proper maintenance in order to reduce their vehicle’s operation cost and time.
“We need to listen attentively to our customers. Their voice provide many hints for Kaizen (continuous improvement); therefore our dealers need to improve their listening skills,” he added.
Talking about future plans, he revealed that HMSM planned to help dealers improve their efficiency in operation, for instance, shorter time for maintenance or repairs.
“Hino as a Japanese company would like to introduce the concept of ‘Omotenashi’, the Japanese way of hospitality, to our dealers. The spirit of omotenashi is the reason behind the excellent customer service that one receives when visiting Japan. We believe that this is our strength and if we could instil this concept of hospitality to the dealers, it would enhance the way they serve their customers. The politeness, respect and consideration are also part of the customer-oriented service. This would help them build rapport and trust apart from professionalism.”
马来西亚日野—迈向卓越售后服务
对商用车制造商来说，其中一个加强销售业绩的方式就是透过推出更多可靠、性能佳、优质、节油及环保的车辆。在这些以外，最重要的是他们必须从产品制造商转为解决方案供应商，成为能够与客户共同成长的商业伙伴。
有鉴于商用车行业的发展和不确定性，透过卓越的售后服务， 将重点放在把现有客户转换成忠诚支持者是有效推动业务进展的方法之一。如果车队持有人从制造商或代理那里取得良好和高效的售后服务，他们会因此愿意购买同样的品牌。
“良好的售后服务是决定商用车购买的因素之一。日野有一个‘全方位支援 ’（Total Support）概念，透过‘最适配产品’、从事‘以客户为导向的活动’和提供‘售后服务。 因此，售后服务是日野全方位支援的三大支柱之一。我们售后服务的两大使命是最大化提升车辆的正常运作时间，尽量降低车辆生命周期成本。”日野汽车销售（马）私人有限公司（HMSM）经营策略总监武田敏彦表示。
武田敏彦相信售后服务是卡车业务的核心。他说，为客户提供适当的售后服务支援将带来不同的结果。一名满意的客户会将你的公司和产品推荐给其他人。他强调说口碑对品牌和业务的影响是无价的。
“在其他的国家，70% 的商用车客户会因为售后服务而决定购买某个品牌的车辆。这反映了良好售后服务的重要性。我们不仅仅来这里销售产品，而是成为客户的解决方案供应商。我们致力了解客户的营运和业务，以便我们透过为他们介绍最适配的产品来协助他们，支持他们的维修，为他们的司机提供培训，并为他们的技术人员提供技术支援和转移。我们要成为他们的伙伴，一个他们能信赖，与他们并肩作战，一同增长业务的伙伴。 ”
支援该公司售后服务活动的有四大部门，也就是服务部、零部件部、日野全方位客户支援中心（HTSCC）及全方位支援部。
为代理的客户们提供培训
武田敏彦承认该公司在过去并没有很重视零售销售项目。然而，他说，公司在过去的两年里主办了许多售后服务活动和项目。他指出，比如说HMSM扩展了其培训课程，让代理的客户们能够参加培训，这为他们带来更高的市场接受度和反应。
他说，相较于其他品牌，HMSM 的优点是他们在马来西亚商用车经销商中拥有最大的售后服务网络。在HMSM的两家全资修车厂，也就是一家在八打灵再也，另一家位于古晋的修车厂外，他表示该公司在全马拥有62家服务中心，包括37家3S中心和25家零部件及服务中心。
“为了确保更短的备件供应和交货期，我们拥有3家备件仓库，分别位于八打灵再也、古晋及亚庇。我们库存15，000 订单项目（line- items）。此外，我们在巴生有家迷你仓库和在全马有24家 库存批发商。”
有别于大部分欧洲大陆商用车品牌直接销售给终端客户，HMSM透过代理销售产品，而这些生意是属于代理自己的。
本地研发TOP品牌维修及服务零部件
在全方位支援（TS）政策下，该公司一直努力于提升其产品的正常运作时间，降低产品寿命周期成本。他说，HMSM在本地研发和制造300个维修及服务零部件订单项目，使它们的价格更具有竞争性。这些本地制造的TOP品牌零部件只供HMSM的车辆使用。
在推介新产品时的新产品知识培训外，该公司每年会为其代理的技术人员提供14至16个培训课程，并为零部件员工提供10个或更多的培训课程，作为该公司提升其售后服务品质的一部分。
他补充说，这些课程是免费的，包括材料在内。“那些送3名或更多技术人员前来参加同一个培训课程的代理，可以与我们商讨。如果他们因此发生人手短缺的情况，我们愿意派出我们的技术人员到他们的修车厂协助他们。”
“今年，我们推出了一个新的服务顾问培训课程，并计划提供16个课程。我们的目标是培训出20名合格的日野服务顾问，而这些人员将获得由日本日野公司发出的认证。”
服务部总经理瑞川（Redzuan Albakari Abdullah）说，服务顾问是客户将车子送到修车厂时所遇见的第一个人。因此，身为客户服务代表的他们，自然成为决定客户是否满意维修工作，会不会再度光顾的关键人物。
“我们必须确保他们拥有正确的态度和处理人事关系的技巧。他们必须友善，易于亲近 ，同时具有产品和技术装备。”瑞川补充说。
武田敏彦强调说，提升技术人员的地位是成功的关键。他解释，技术人员就如产品的医生。病人一般都很信任和尊重他们的医生。因此，他说，日野的技术人员必须加强他们的相关知识和技能，提供专业化的服务，以赢得客户对他们的信任和信心。
日野的日本待客之道
售后服务的主要挑战为何？武田敏彦指出，该公司的最大挑战是让客户了解正确维修的重要性，以降低他们车辆的营运成本和时间。
“我们必须仔细聆听客户。他们的意见为我们提供了许多Kaizen（持续改进）的提示，因此我们的代理需要提升他们的聆听技巧。”他补充。
谈到未来计划，他透露说，HMSM计划协助客户改善他们的营运效率，比如缩短维修或修理的时间。
“日野是家日本公司，我们希望在代理中推广日本的待客之道，也就是Omotenashi。Omotenashi精神正是人们拜访日本时所取得的卓越客户服务背后的理由。我们相信这是我们的优点，如果我们能在代理中灌输这个概念，就能强化他们为客户提供的服务。礼貌、尊敬及善解人意都是以客户为导向的服务的一部分。在专业化外，这些特质将协助他们与客户建立起默契和信靠关系。 ”
