1. Activities at Willowdale Subaru revolve around
three key pillars: Customer satisfaction, customer
retention, and employee satisfaction.
Underpinning everything they do is a thorough
commitment to developing and following
strong, consistent work processes.
In the following pages, we will take a detailed
look at the specific activities Willowdale has
implemented to achieve their goal of enhancing
their customers' journeys.
“Service sells the second car”: The Importance of Customer Retention
Willowdale Subaru
For the latest edition of SUBARU Best Practice News, we paid a visit to
Canada. The friendly staff at Willowdale Subaru, located in a northern
neighborhood of Toronto, Ontario, were kind enough to welcome us to their
outlet, show us around their facilities, and answer our questions about their
various after-sales business initiatives.
Just a few short years ago, Willowdale was a middle-of-the-road dealer
with average scores across most indicators. Staff turnover was high and
after-sales profitability falling.
And now? Customer satisfaction scores, total customer numbers, paid
service revenue, and customer retention have all improved significantly.
The fix-it-right rate is up and – most importantly – service profit is growing.
Like to know more? Read on for an in-depth look at how they did it.
SUBARU Best Practice News, Vol. 9 1/6
Start of business
Service advisors
Technicians
Service bays
New vehicle sales (2015)
Retention rate
1997
2 full time
1 part time
8
8
807
66%
Vol. 9
Sep. 2016
Process
Standardization and control
Employee
Satisfaction
Happy employees make
happy customers
Customer
Satisfaction
Don’t make
customers wait!
Customer
Retention
Service sells the second –
and third – cars
The Willowdale Way
Major improvements
Customer
satisfaction
Up !points23
Customer
retention
Up !%38!%
Fix-it-right
98Now
Service
profit
Up !%8.5
SUBARUBest Practice News

2. Underpinning everything that Willowdale Subaru does is a commitment to developing, following, and continuing
to improve their processes. Standardizing and visualizing the status of operations promotes a higher quality,
more consistent level of customer service.
The first step was a complete overhaul of operations.
All service processes were thoroughly reviewed by the
manager and best practices were documented in the
Service Department Process manual.
The standard procedures were explained to staff
through group training, with 1-on-1 follow-up provided
to ensure full understanding. Feedback from all levels
of staff is used to fine-tune the processes to ensure happy, satisfied customers.
Visual management tools, such as mirror hangers linking vehicles to job
documents, were implemented to enable the status of each job to be monitored.
The Willowdale service process
Fix it right the first time! The Fix-It-Right workflow
Assign job to foreman or service manager
Road test problem with customer
Diagnose problem within 1 hour
Contact Subaru Canada HQ if cause not found
Confirm resolution together with customer
Fix-it-right rate
!!Now98%
Process standardization and visualization
Examples of standard procedures
Visual management of job status
A follow-up call is made to all customers
3 hours after job start – even if everything
is on schedule!
By introducing a standard process for difficult-to-diagnose
repairs – and gradually refining it over time – the dealer has
been able to improve its fix-it-right rate.
Appointment After Appointment
(Preparation)
Job Write-up
(Reception)
Appointment
Reminder
Fix-It-Right Handover After-Service
Follow-up
Shuttle Service*1
Express Pick-up*2
Progress
follow-up
Shuttle Service: See page 4 for more details
Express Pick-up: A vehicle delivery service that allows customers to pick up their vehicle without entering the dealer. Customers provide their credit card details
beforehand for billing. Work performed and charges are explained by phone and the customer is dropped off at their vehicle by the shuttle.
*1
*2
SUBARU Best Practice News, Vol. 9 2/6
Process Standardization and Control

3. Consumers today have so many choices about where to get their vehicle serviced. To encourage customers to
come back to Willowdale for their servicing needs, the dealer has developed win-win initiatives that benefit both
customers and the dealer.
After trying a number of unsuccessful measures, the Willowdale team struck gold with a voucher system. Every
customer purchasing a new vehicle receives a set of vouchers entitling them to 15% discounts on a range of services.
The vouchers include discounts on the tire
storage service introduced below.
Another way that Willowdale keeps their clients coming back for more is with a storage
service for summer and winter tires. This initiative has been so successful that the dealer
is now looking for more space to expand!
What if winter tires aren’t used in your region?
Big savings!
Service marketing initiative #1: Loyalty discount program
Service marketing initiative #2: Tire storage service
Customers can save more than $2000
The tire storage initiative is an obvious idea to implement as it
provides customers with value and convenience. If snow does not
fall in your region, however, what else can be done?
The point is to consider products and services that will give
customers a genuine incentive to visit the dealer regularly, while not
requiring large investments or complicated operations for the dealer.
Vouchers given to customers
Tire storage warehouse
Oil bottle storage system
Offer a discount on a large container of oil that is stored
at the dealer. Customers have an incentive to visit
periodically for a top up.
A seamless transition
When a new vehicle is sold, sales staff will introduce the customer to our service team to make
them feel welcome. We also take this opportunity to set the customer’s first service appointment.
We then follow up with the customer roughly one month before the appointment date. This has
been effective in increasing service retention.
Payman Nasrollahi
Fixed Operations Manager
Willowdale Subaru
Free car wash service
Free car washes are a convenient service that give
customers an incentive to drop by the dealer on a regular
basis.
Increased revenue!
Greater customer retention translates into
more consistent service revenue.
Seasonal promotions!
Parts and accessories promotions are
tied in with the change of seasons.
More touchpoints!
Meaningful contact with customers
at least twice a year is guaranteed.
SUBARU Best Practice News, Vol. 9 3/6
Service sells the second – and third – cars
Customer Retention

4. In our modern, mobile world, being without your car
while it is in the shop can be a big inconvenience.
Willowdale Subaru do their best to minimize the hassle
by providing a complimentary shuttle service to all
customers.
Customers can be dropped
off and picked up from
anywhere within a 15-km
radius of the dealer.
Don’t make customers wait!
The Willowdale motto:
Of course, No. 1 customer satisfaction is the goal of many dealers. At Willowdale, they are always looking for
ways to increase convenience for customers and enhance the customer experience. Let’s have a look at some
specific ways they have done this.
Customers in Canada generally prefer to drop off their vehicles first thing in the
morning. This often leads to a “rush hour” and congestion at the start of the day.
To ease the stress and increase convenience for customers, the dealer has set
up a drive-thru facility to make the reception process as smooth as possible.
Customers simply drive their vehicle right up to the service entrance. Here, a
greeter (valet staff) welcomes them to the dealer. The greeter then escorts the
customer to the service consultant, who confirms their requests and writes up
the repair order.
While this is happening, the greeter checks the vehicle for any damage or
additional service needs. The greeter then moves the customer’s vehicle to the
parking area.
While the shuttle service means that most customers don’t
choose to wait at the dealer, Willowdale Subaru still makes
sure that any waiting customers are well looked after.
With WiFi and customer work
stations, multilingual reading
materials to cater for the
diverse local community, not
to mention some well-stocked
fridges, waiting customers
have everything they need
close to hand.
Drive-thru service and valet staff
Shuttle service
Map of area serviced
Convenient drive-thru facility
Work stations
Customer-centric lounge
SUBARU Best Practice News, Vol. 9 4/6
Don’t make customers wait!
Customer Satisfaction
Happy to be of service
Our customers know we are here to provide great service. We know that service is cheaper elsewhere.
But we don’t cut corners. As a customer, do you want to save $20 or do you want value for money?
We know that once customers see the level of service we provide, even if they try another service
provider, they’ll always come back to us.
Payman Nasrollahi
Fixed Operations Manager
Willowdale Subaru

5. Distributors and dealers around the world are gradually realizing that there is a close correlation between
employee satisfaction and customer satisfaction. It makes sense when you think about it, but how do you
achieve it in practice? Let’s look at how Willowdale Subaru does it.
Clearly communicating what you are trying to do and why
you are trying to do it is vital for getting staff to “buy in” to any
new initiative or process.
A big part of the dealer’s philosophy is to treat staff as
customer managers, not simply advisors. The respect
shown to employees by management translates into a staff
with high-morale and loyalty, and a vibrant, welcoming
atmosphere for dealer customers.
As well as sharing positive feedback with staff, management go to great lengths to show staff that their efforts are
appreciated.
Some examples of the ways management show their appreciation to staff are shown below.
Clear direction
Clear communication
Take every opportunity to convey the company’s vision.
Right incentives
Staff are motivated with a number of team and individual
bonuses that are linked to KPIs such as CSI.
Go-carting and other team outings
Friendly competition for team-building.
Summer barbecues
Management do all the work – staff can put their feet up
and relax!
Monthly birthday celebrations
With cake!
Show your appreciation
Constantly review the “voice of the customer” with staff. Wherever possible,
use the customer’s actual words.
Timely feedback
The staff’s contribution to the store’s success is recognized by providing
feedback on a timely basis.
All positive feedback is shared with both upper management and the
relevant individuals. This has led to happier staff who take greater pride
in their work.
SUBARU Best Practice News, Vol. 9 5/6
Happy employees make happy customers
Employee Satisfaction
People: A company’s most valuable asset
People are the most important aspect of our business. They must be constantly managed and
coached. They are the frontlines to all our service and sales customers and everything they do and
say reflects immediately on our brand and affects our store reputation, referrals, and – ultimately –
the success of our business.
Payman Nasrollahi
Fixed Operations Manager
Willowdale Subaru

6. 2012
7.0
7.5
8.0
8.5
9.0
9.5
10.0
2013 2014 2015
2012
-4%
-2%
0
2%
4%
6%
8%
2013 2014 2015
20152014
66%
28%
2011
400
500
600
700
800
900
1000
2012 2013 20152014
498 506
640
706
807
Dealerships such as Willowdale Subaru share in great successes for several reasons.
Doing the small things right, having happy, long-term staff who are onboard with the
processes in place, and a service manager who provides consistent, team-based
management and is passionate about serving his customers all together create a
winning environment.
Through focus on customer satisfaction and strategic customer retention programs,
Willowdale has shown that it is definitely possible to operate a successful and
profitable Service Department while increasing customer satisfaction and loyalty.
Annual new vehicle salesService profit
Service retentionCustomer satisfaction index (CSI)
(Results of Subaru Canada dealer survey)
Doing the common things uncommonly well
Thanks to healthy growth in customer numbers and paid
service revenue, service profit is now back in the black
Stronger customer retention is also beginning to
translate into increased new vehicle sales
Customer satisfaction is showing a strong rising trend
as the dealer’s various initiatives take effect
Not actively monitored before 2014, the retention rate
has more than doubled in just 12 months
David Leko, Director
After Sales, Service Operations
Subaru Canada, Inc.
SUBARU Best Practice News, Vol. 9 6/6
Our store’s philosophy is simple: “Your Journey Starts Here. Thank you for choosing Willowdale Subaru
for all your service and sales needs.” Of course, CSI is our number one goal. Over the past two years,
we have seen many more customers returning for service. But there is always room for improvement to
serve our customers better and increase our business.
Christopher Ko
General Manager
Willowdale Subaru
Summary and Results
Across a range of key indicators – including customer satisfaction, paid service revenue, customer retention,
fix-it-right rate, and service profit – Willowdale Subaru has made significant improvements. Some of the most
impressive achievements are highlighted below.