"Great Customer Service is Great Customer Service," Says
Safelite's New VP
August 25, 2011
Renee Cacchillo joined
Safelite AutoGlass in the newly created role of vice president,
service delivery, on August 15. Cacchillo is new to the auto glass
industry, but has 25 years of experience of a variety of consumer-based
companies that are national in scale, such as Bob Evans, Mimi's
Café restaurants, Bath & Body Works/Limited Brands, Accenture,
Hallmark and Dillard Department Stores, and spent some time this
week discussing her background and plans for Safelite with glassBYTEs.com/AGRR
glassBYTEs.com (GB): What does your new role entail?
Cacchillo (RC): It includes customer experience, so when
we have customers who want to contact us and want to share how their
experience went as well as the how we run surveys in the field.
It also includes labor management, which is new, as well as total
net conversion, which is something that Safelite's been working
on for years. (Editor's Note: Click here
for more about total net conversion at Belron, Safelite's parent
GB: I understand you have a variety of experience in numerous
industries. What differences have you seen so far in the auto glass
industry from your previous experience, and what is the same?
RC: I wouldn't be the expert to answer on that quite yet,
seeing that I'm so new in my role and I'm still learning the auto
glass industry as well as Safelite, but I would say that great customer
service is great customer service, and that customers do expect
a great experience whenever they purchase a product or service from
any provider, and so half of it is really making sure that team
members that are satisfying and delivering that customer service
to your customer, along with understanding what those expectations
look like and how they're being measured by the customer.
GB: What will you be focusing on first?
RC: I'd say right now it's a bit early to answer that, because there
are a lot of different vectors and operations and levers that all
work together, and so I'm really just trying to find out where we
are and what our end goals look like. The other factor I failed
to mention that is critical is that when a customer contacts Safelite,
or any company for that matter, is that we're really very consistent
in how we deliver that service, and that they can rely on us time
and time again, and expect the service that they're going to get
would be consistent no matter if they receive it in Utah, California,
Texas, or here in Ohio.
GB: What strategies do you plan to utilize to communicate that
consistency to employees across the United States?
RC: I think the important thing is whether it's the surveys that
you deploy, or whether it's the key factors that you understand
drive your satisfaction rate or your loyalty rate or score. Whether
it's speed, or for a restaurant perspective your hospitality, or
whether it's your loyalty score, [employees need to] understand
how those things are measured and which ones they control. You also
start to learn over time from the field which things the customer
really cares about. Then when you communicate those, you can share
those best practices, and that's how everyone in the field in an
organization can start to execute those in a consistent fashion.
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