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Sales & After-Sales | Automotive

Improving Customer Satisfaction – A Premium Automaker Realigns Its Customer Goodwill Management

Caught between rising customer expectations, increasing product complexity, and an internal strategic realignment, a leading premium automaker faced the challenge of sustainably increasing customer satisfaction and positioning its customer goodwill initiatives for the future. The company’s existing goodwill measures were no longer sufficient to generate lasting brand enthusiasm. KBC supported the company with a comprehensive study that demonstrated the quantitative effects of customer goodwill on customer satisfaction and loyalty and derived recommendations for action regarding processes and offerings.

Increasing Customer Satisfaction in Numbers

Brands in a Benchmarking Study Across 4 Industries
Key Areas of Action
Internal and external interviewees

The Customer

A leading premium automaker

The client is a globally active premium automaker known for delivering automotive experiences of the highest caliber. With an extensive dealer and service network, as well as its own after-sales organization, the company focuses on providing excellent customer service. Brand loyalty is also a key priority for the company. In recent years, customer expectations have risen steadily. Increasing product complexity necessitated a strategic realignment of customer goodwill activities. Internal initiatives and findings from after-sales focus groups revealed the following: The existing goodwill offerings were no longer sufficient to sustainably increase customer satisfaction; at the same time, it was essential to secure brand loyalty. 

The Project

Strategy, benchmarking, and quantitative impact measurement to increase customer satisfaction

KBC conducted a comprehensive study on the effects of customer goodwill. The study was intended to provide the client with a robust basis for decision-making regarding its strategic realignment. The project was divided into three work packages. In the first package, internal stakeholders and external experts—including benchmark brands from various industries—were initially surveyed using qualitative methods. The survey served to identify best practices, expectations, and opportunities for improvement. In the second work package, a quantitative data approach was subsequently developed. This approach linked various internal data sources together. The aim of this integration was to demonstrate correlations between goodwill experiences and customer satisfaction and loyalty. Finally, the third work package involved deriving concrete recommendations for action. These recommendations focused on redesigning processes, structures, and goodwill offerings along the customer journey. 

Portrait photo of Victor Gradl, Director at Kemény Boehme Consultants (KBC). A man with short dark brown hair, smiling broadly and warmly at the camera. He is wearing a dark suit with a light blue shirt and black tie, with both hands in his pants pockets.
Portrait photo of Victor Gradl, Director at Kemény Boehme Consultants (KBC). A man with short dark brown hair, smiling broadly and warmly at the camera. He is wearing a dark suit with a light blue shirt and black tie, with both hands in his pants pockets.

This is how we see an increase in customer satisfaction

Customer goodwill cannot be assessed in a one-size-fits-all manner. Only by combining qualitative interviews, competitive analysis, and hard metrics can we uncover what truly matters to customers. It is precisely this combination of customer proximity and data-driven insights that sets us apart.

Victor Gradl, Director at KBC

The result

A measurable increase in customer satisfaction and a solid foundation for strategic decisions

The data analysis revealed clear evidence of how customer satisfaction can be increased through targeted customer goodwill. Customers who had a positive goodwill experience showed a 58% higher level of satisfaction compared to customers who had a negative experience. Satisfied customers received, on average, significantly higher goodwill budgets. This indicated that satisfied customers can be more strongly retained by the brand through sustainable measures. The qualitative interviews identified two key areas for action: process optimization for faster handling and personalized, emotionally engaging offers to delight customers. 

Beyond the immediate individual findings, the project provided a strategic basis for decision-making. The recommendations for establishing processes and structures thereby lay the groundwork for a more efficient, customer-oriented handling of goodwill cases. This handling takes place throughout the entire customer journey. The emphasis on the individuality, emotional appeal, and exclusivity of the offerings provides the company with a guideline for future customer delight initiatives. Placing customer goodwill in the context of proactive customer delight goes beyond mere complaint handling. It opens up strategic perspectives for proactive customer retention.

Other Projects That Make a Difference

Portrait photo of Victor Gradl, Director at Kemény Boehme Consultants (KBC). A man with short dark brown hair, smiling broadly and warmly at the camera. He is wearing a dark suit with a light blue shirt and black tie, with both hands in his pants pockets.
Portrait photo of Victor Gradl, Director at Kemény Boehme Consultants (KBC). A man with short dark brown hair, smiling broadly and warmly at the camera. He is wearing a dark suit with a light blue shirt and black tie, with both hands in his pants pockets.
Victor Gradl
Director

Facing a similar challenge? Talk to us

Whether it’s improving customer satisfaction, strategically realigning customer service, or quantitatively measuring the impact of after-sales initiatives: In a brief discussion, we’ll determine which steps make sense and how KBC— an international boutique consulting firm based in Munich —can help you move forward. 

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