Renault Automobiles, the heart of Renault S.A., designs, produces and markets passenger cars and light commercial vehicles. Renault is the leading brand in Western Europe in all the passenger and light commercial vehicle markets.
Renault also has a strong presence in Eastern Europe and Latin America. Global revenues in 2001 were 33.8 billion euros and worldwide market share is 4.4%. Through its Alliance with Nissan, and its acquisition of the Dacia and Samsung brands, the Renault Group is now one of the six world leaders in the automobile industry.
Business issues
The automotive market is becoming increasingly competitive. Cars are more reliable; manufacturers are expanding capacity and chasing marketshare; and the average consumer is better informed and more demanding. Renault recognized the need to better understand and leverage customer contact points throughout the customer lifecycle. They found that customer loyalty could be improved through after-sales customer service and the effective resolution of any problems faced by the consumer. Their objective is to ensure that the customer will buy another Renault in future.
The RC Project
Renault initiated the RC project (Relations Client) to improve the effectiveness of customer claims management for each Renault subsidiary. The objective was to achieve an 80% customer satisfaction with the treatment of claims (in terms of delays, treatment and resolution) within Renault and its network of car dealers.
Customer service call centers were implemented in 22 countries to handle customer complaints and inquiries. Call centers varied in size from 3 to 150 users, depending on country, and are able to handle phone, fax, mail and email contacts in integrated or Front Office/Back Office configurations.
Our approach
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Deloitte acted as program manager and integrators for the project to adapt the processes, organization and tools for the call centers across Renault subsidiaries in Europe and Latin America.
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Siebel 99 was selected for its call center features, configured, and integrated with existing systems for customer, dealer and vehicle data.
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We trained users and provided go-live and on-going support and assistance.
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Over time, the call centers evolved from treating customer complaints to managing customer relationships by handling outbound prospecting and loyalty programs.
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The initial release was upgraded to Siebel 2000 to provide additional functionality such as email, workflow manager, assignment manager, scripting and outbound calls.
Benefits
The documented benefits of the new call centers include the reductions of delays and costs, improved productivity, appropriate answers to customer inquiries, and improved overall customer service and loyalty.
Improved the speed and decision making process
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80% of claims are resolved in a maximum of 7 labor days.
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For emails, simple information requests are answered in less than 2 hours. Complex information request are answered in less than 24 hours (with acknowledgement sent in less than 2 hours).
Consistency of decision process
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Standards have been established to solve claims (delays, monetary or other compensation).
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The steps of the claims treatment process are clear and understood by the customer.
Knowledge of customer expectations
Call center platform evolution
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Customer complaint call centers are evolving to become a platform for managing the customer relationship (requests for marketing materials, outbound calls, support for loyalty programs).
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The focus is now on the total lifecycle from pre-sales to after-sales service.
Our services
We provided Project Management Organization (PMO), Systems Integration, BPR, technology architecting, application configuration, training, and change management consulting services.
