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This King's at your service
Page 24
Page 25
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Nikki King seems a fair and decent person. Sure, she can be a tad sensitive at times — the scars are still there from some of the run-ins we've had when our stories have not been greeted with her approval. But a dogged determination and an apparently unswerving self belief have helped her launch a new truck brand in the UK, build a loyal customer base, lead a management buyout of Istrzu Trucks UK and, most recently, become chair of the Institute of Road Transport Engineers.
If the rumblings from that area are to be believed she is the perfect candidate to lead the institute from dusty obsolescence to relevance and all this in the space of less than 10 years.
Granted, Isuzu's UK vehicle pare isn't anywhere near the size of any of the other established truck marques and the sales figures, like the company's trading position, are off-limits to interviewers. However, a scout through its Companies House records indicates the company turned a decent profit for 2004 of around £500,000.
So let's take nothing away from these achievements. In that period she's also assembled what is, in our opinion.one of the strongest. most committed teams in the truck and road transport industry. A visit to Isuzu's Hertfordshire HQ was never going to be boring.
Enough of this gushing praise ( no doubt well get a few calls pointing out some of her faults feel free to ring the usual number): whatever your feelings are for her you can't get away from the fact that she's built, and continues to build, a decent presence in the UK despite the problems of a model line-up that is hardly at the cutting edge when it comes to looks, cab comfort or technology.
Euro-4 is on the way
And now that's about to change. Euro-4 engines are on the way, as is automatic transmission (standard on the NQR 7.5-ton ners) as well as an all-new model range that includes the long-awaited step up to 18 tonnes. However, any thoughts of Isuzu becoming a full-range truck brand, as it is in Japan, are quickly dismissed. "We're not interested in tractors," says King. "The Japanese product is not suitable for Europe; besides there's no margin in that sector. Many of the manufacturers are only in the tractor market as part of an ego trip."
So if it's not the product, what is it that persuades Isuzu buyers to keep coming back? So far this year sales of Isuzu 7.5-tonners are up 45% compared with 2004. A discussion with any Isuzu customer will leave you in no doubt what the magic ingredient is: customer care. And in this area, we'd venture. Isuzu is market leader.
In a previous interview with Nick Gregg at ATS Euromaster we met an MD who's passionate about customer service-King is an equally passionate subscriber to this ethos: "Customer service is a very simple philosophy. You have to deliver a reliable, consistent service to those people who have invested in your products.
"Furthermore," she adds: "You have to have an organisation that fully believes in that culture as any weak links will see the service come crashing down.'' To cope with its huge customer base ATS Euromaster's approach has to he based on research and regular reporting throughout the organisation. By contrast the Isuzu Customer Care programme is much more down to earth. and seemingly an example of the spirit running through the organisation.
Everyone from the technicians training in Isuzu's workshops, via the dealers to the management team appear genuinely committed to the principles of the Isuzu Care programme.
"Our mission statement is to be the first truly customer-facing truck manufacturer in the world," says King. "That's not your usual corporate posturingwe speak to customers to find out what they want from usThey've told us, among other things, they want peace of mind,a quick response and to be kept informed, so we've developed a programme based around their requirements" She has taken personal charge of the programme and she's active in ensuring customers come first at Isuzu. All new buyers receive a personal letter from King when they take delivery of their truck, welcoming them to the Isuzu family. This, along with the usual "thanks a lot for buying one of our trucks" includes the direct dial and mobile phone numbers of the managers and directors of Isuzu Truck UK.
"If a customer has a problem we need to know about it and act quickly," she says. "If we don't keep the customers satisfied they won't come back to us again. Act in their interests as quickly as possible and they'll be one of your best salesmen. I firmly believe that the second truck is sold by the aftersales department, not the salesman."
Rewarding repeat business In recognition of this fact King has been keen to get workshop technicians talking to customers; the firm now rewards the service departments for repeat business. -For every repeat order we take we put £50 into a reward fund,from which we'll finance a party or away day at the end of the year. The service department is extremely important to the success of Isuzu Care and our whole business" Isuzu takes pains to measure its impact and the figures make for good reading. So far this year repeat retail business is running at 38% well above the industry average; staff turnover has averaged less than 2% for the past six years; and, with a waiting list of qualified personnel who want to join the company from competitors, recruitment costs are zero.
While many in the road transport industry talk a good fight when it comes to customer care, Isuzu's approach is all about action and the results speak for themselves. We can think of only one other marque in the UK whose customer service programme comes close to matching Isuzu's, and the fact it's the market leader is no coincidence.
Clearly if you want to build a successful business customer care has to be a high priority. With that already in place Isuzu is on course for continued success. •