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Beeston says that Nissan may not be in a position to go out to the industry and shout about its all-round post-sale service proposition until at least the fiscal year 2014. The dealer business centre programme is described as "key" and has been in place since June, while there are various building blocks that will come together to create a comprehensive customer service and retention plan. Nissan has a working group of around 20 dealers to evaluate its local business and smaller fleet activity, an area the firm sees as an opportunity.
"We're taking it a step at a time. I want to ensure that, before we go out and communicate to the industry and wave the flag, the processes and back of house is there," he continues. "We can run it with no promotion, put the systems and processes in, train staff and monitor what happens; we could run it for six or 12 months and gauge whether it's making a difference and then go out and promote it."
Another focus is SMR costs, and Nissan is developing a new tool so leasing companies and end-user companies could log straight into a real-time feed from Nissan's European parts centre and download the latest parts prices and service schedules, knowing they had been updated every evening.
Beeston is also building a "more robust" customer relationship management system with the target of it being tailored to each fleet.
"At the moment, if a company takes a demonstrator then we follow up, and if we haven't seen the company we will catch up, but it's all generic not bespoke to the individual client," he explains. "I want to develop a bespoke relationship with the top 400 to 500 fleets in terms of management of our interaction with them."
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