Wróbel Group CRM Mercedes Dealer

Wrobel Group has been developing a network of Mercedes-Benz and Mazda dealerships and service centers for over 30 years. The company has more than15 showrooms in western Poland. According to Forbes, it is also on the TOP500list of the largest companies in Poland. Its revenues exceed PLN 1,200 million.

Client:

Industry:

Technologies:

> 90000

Invoices imported to the system

> 26000

Invoices recognized and processed automatically thanks to implemented business rules

> 32000

Calls to customers

What was the business need?

By automating your aftersales business processes, our CRM solution will not only improve indicators
related to payment delays and ensure ISO compliance, but also enhance the quality of your customer
relations and task billing. This will lead to a significant boost in efficiency and productivity,
empowering your team and motivating them to achieve even more.

What was the challenge?

The processes used Excel files on shared resources. Task files were generated daily or every few days depending on the process. Feedback from tasks performed was placed in the same
files. Most of the data entered into the files was in unstructured form. In connection with the growth of the organization and thus the increase in the number of cases handled, the following problems arose:

  1. Inability to report on tasks
  2. Lack of ability to measure the effectiveness of processes
  3. There was a significant increase in the number of errors in after-sales service
  4. Large communication problems between employees were noticed
  5. The onboarding time of new employees handling processes was significantly above the expected time, resulting in low productivity with high turnover.

What was the solution?

The solution consisted of designing and implementing a CRM-class solution integrated with the client’s current systems.

The solution included the implementation of:

  1. Customer file module, which pulls data from the existing ERP system on an ongoing basis
  2. Implementation of a vindication process that automates the work between the controlling department, customer service and the telephone customer service office
  3. Implementation of a complaint management process with built-in controlmechanisms to meet the quality indicators defined in ISO
  4. Implementation of a multi-channel contact center class module supervisingactivities related to contact with customers
  5. Preparation of managerial dashboards and custom reports
  6. Implementation of a product module integrated with the existing ERP system.

The solution has a multi-level authorization system to ensure data confidentiality

Project process and workflow

The project consisted of several phases within which sprints were implemented according to the agile methodology.

Phase 1 – Analysis and Planning

In the analysis phase, processes were reviewed (as is) and target processes were designed (to be). After the analysis was completed, milestones and success metrics for each product were planned.

Phase 2 – Implementation

Implementation consisted of software development and integration with the client’s current systems. The work was carried out according to Agile methodology in sprints of 10 to 20 working days. After each sprint, deliverables were presented to the customer. Retrospectives were performed once a month.

Phase 3 – User testing

User testing was performed each time each module was completed and additionally after integration with other modules or third-party systems.

Phase 4 – Optimization

Depending on the test outcome, additional work was performed to optimize the functionality performed in the innate phase.

Phase 5 – Commercial launch and development

After the commercial launch, the customer received the author’s support with an SLA and development services to cold-start and adapt the system to new requirements.

What did the client get?

A custom-made solution tailored to its individual processes. After the project was implemented, the ability to supervise the tasks of individual teams and employees was gained. Managers got an excellent tool for managing and accounting for teams’ work. The results of work in the form of acceleration of processes were significantly improved. An increase in customer satisfaction was also noticed. Employees’ job satisfaction and their perception of the company as modern improved because they were equipped with modern work tools.

Specific business goals:

  1. Reduced average payment delays by >30 days
  2. >98% of claims resolved by defined ISO KPIs
  3. Reduced employee onboarding time to 14 days

Are you interested in our services?

If you are interested in custom software design and development services, please contact our experts.

Together we will assess which of the SOFTIQ team’s competencies will support your project.

See also

3dgarden_thumbnail

3D GARDEN

Customer: Ministry of Internal Affairs and Administration
Industry: Services
The aim of the project was to create a prototype of the Garden Design 3D application. The 3D garden design solution is easy and pleasant to use for the user. The prototype was to be based on a go games engine. The aim was to create a universal solution that anyone could use
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