TUGAS CUSTOMER BEHAVIOUR

GIVING DELIGHT ACTIVITY THROUGH EMPLOYEE AND

CUSTOMER VOICE MANAGEMENT
(Studi pada Nasmoco Majapahit)

Dosen :
Prof. Dr. PM. Budi Haryono

Nama Mahasiswa :
M. Afi Prabowo - 012021097

UNIVERSITAS KRISTEN KRIDA WACANA

JAKARTA
2023
Table of Content

• I. Pendahuluan
• II. Situational Background
• III. Conceptual Framework
• IV. Problem Analysis and Solution
• V. Result, Summary and Recommendation
I. PENDAHULUAN - PROFIL NASMOCO
MAJAPAHIT
NASMOCO MAJAPAHIT
Branch Manager M. Afi Prabowo
Service Manager Bambang S.H.
Ari Novianto
Supervisor Robert Kurniawan
M. Dwi Setyono (GSO)
Adm. Head Rizky Firmansyah
Sales Force & 38
Counter
Administration 18 (+OS 3)
Service 68

Market Share 29 %

Retail Sales 125 / month

UIO 13.666

CPUS 103 %

Service Share 60,8 %

II. PENDAHULUAN - PROFIL NASMOCO

PT. NASMOCO MAJAPAHIT - JL. BRIDGEJEND SUDIARTO Km 4,3 No.426 SEMARANG

 DEALER CULTURE IMPLEMENTATION

III. SITUATIONAL BACKGROUND - HOSHIN KANRI

TAM Nasmoco Head Office Nasmoco Branch

DEALER CULTURE DEVELOPMENT

BELIEFS
GREAT PEOPLE Aktivitas dealer guna mensosialisasikan dan
VALUES GREAT SERVICES memberikan pengetahuan tentang GREAT kepada
BEHAVIORS GREAT PROCESS seluruh karyawan.
EMPLOYEE HAPPINESS • Campaign
• Internalization
PONDASI DASAR BERPERILAKU
• Challenge & Appreciation

DEALER CULTURE DEVELOPMENT

TOYOTA PROGRAM CORPORATE CULTURE
Implementasi nilai dan perilaku kunci Culture
“BEST IN TOWN” “NASMOCO GREAT”
Nasmoco GREAT yang dijalankan oleh seluruh
karyawan Nasmoco Group.
Corporate culture GREAT GREAT GREAT EMPLOYEE
Nasmoco GREAT PEOPLE SERVICES PROCESS HAPPINESS
sebagai pondasi dasar
berperilaku
 III. SITUATIONAL BACKGROUND - EMPLOYEE HAPPINESS
SURVEY
EMPLOYEE HAPPINESS
B
Background – Internal Issue Memperkuat aktivitas-aktivitas dalam bentuk
(Based on EH Survey 2018) apresiasi & pengakuan kepada karyawan

Strength Area
1. Best Friend Improvement
2. Proud to be
Toyota 1. Opinion Count
3. Proud to be 2. Recognition
Dealer Family

A Membuat aktivitas yang mengakomodasi suara karyawan (opini)

A. Aktivitas menampung suara karyawan untuk

ditindaklanjuti dalam improvement (Voice of
Employee), dan ngobrol bareng dalam sesi non
formal.
B. Apresiasi kepada karyawan dengan pencapaian
terbaik. Tidak lupa, apresiasi ke seluruh team
Next Improvement: Employee Wishlist dengan makan bersama (Mie Ayam)
III. SITUATIONAL BACKGROUND - EMPLOYEE HAPPINESS
SURVEY OUTPUT VOC ANALYTIC (internal too
“Various source”
IV. CONCEPTUAL FRAME WORK DELIGHT
FRAMEWORK
CUSTOMER CENTRIC EMPLOYEE CENTRIC

Voice of Dealer Culture

Understand
Customer
Customer Profile Distinctive As basic
Collect Corporate foundation and
Voice of Customer To give identity for Dealer
at every touch personalize & Service
to deliver same
point services for Culture vision and mission
customer, based among Employee
Analysis on customer
To gain insight preference
and to make Employee
Capture/Grasp
improvement Happiness
idea for Delight
Hansa Renkei
ACT (+) VOC for delight
implementation
Personalized To understand
To give the best Employee voice
experiences to (-) VOC for SOP Service by knowing
customer improvement weakness/strong
point

[Outlet Classification]

EH → Customer Delight → High NPS

EH & NPS as one of KPI in Outlet Classification
IV. CONCEPTUAL FRAME WORK DELIGHT
FRAMEWORK
SCOPE : ROLE HO TO GUIDE BRANCH

Empowerment

1. When customer in trouble/problem:

HELP THEM!, serve by Heart

2. When customer in routine process:

Find a moment, surprise them
with UNUSUAL TREATMENT

Willingness Sensitiveness
IV. CONCEPTUAL FRAME WORK DELIGHT
FRAMEWORK

• Program untuk memperkuat ikatan antara perusahaan dengan pelanggan

disebut customer relationship management (CRM), (Haryono, 2019)
• Pelanggan sebagai titik sentral perusahaan, determinant of customer delivered
value (Kotler, 2003)
• Sumber daya manusia dan lingkungan kerja mempengaruhi perilaku layanan
(Haryono, 2019)
• Mendengarkan suara perusahaan berarti perusahaan memikirkan kelangsungan
hidup masa depannya (Haryono, 2013)
• Hubungan yang berbanding lurus antara penanganan suara pelanggan dengan
peningkatan penjualan dan keuntungan (Haryono, 2013)
• Suara pelanggan menjadi strategis dan sensitive di era disrupsi (Haryono, 2013)
V. PROBLEM ANALYSIS AND SOLUTION
EMPLOYEE CENTRIC GREAT CULTURE
MAJAPAHIT
DEALER CULTURE DEVELOPMENT DEALER CULTURE IMPLEMENTATION
GIVE DELIGHT RESPECT FOR EXCELLENT ALWAYS BE TAKE ACTION TO
CAMPAIGN EXPERIENCE OTHERS PERFORMANCE PROFESSIONAL IMPROVE

INTERNALIZATION EMPLOYEE HAPPINESS IMPROVEMENT

Analysis Issue & Develop
Task Force Development Conduct the activities
Activities

HANSA RENKEI
CHALLENGE & APPRECIATION Integration Program of GREAT Culture

PERSONALIZED
GREAT SERVICES SERVICES

• Facilities “ENJOY SERVICE IN

EMPLOYEE HAPPINESS NASMOCO MAJAPAHIT”
• Infrastructure
• Guidance & procedure 1. Cari tahu kebutuhan
• Well trained manpower 2. Layani sesuai kebutuhan
• Services Culture
V. PROBLEM ANALYSIS AND SOLUTION
EMPLOYEE CENTRIC CULTURE
IMPLEMENTATION
Intervensi Program
Background
“ENJOY SERVICE Issue by VOC : 1. Sosialisasi
IN NASMOCO Lama waktu 2. Roleplay
MAJAPAHIT” service

1. Cari tahu kebutuhan

PERSONALIZED SERVICE 2. Layani sesuai kebutuhan

ALL MANPOWER CABANG SERVICE ADVISOR SALES COUNTER SUPPORT PERSONEL AREA
TUNGGU
Care kepada setiap Memberikan layanan Memberikan layanan
customer yang datang sesuai kebutuhan sesuai kebutuhan Memastikan customer
ruang tunggu merasa
• Menanyakan kebutuhan • Memberikan informasi • Melayani kebutuhan nyaman.
• Melayani kebutuhan sesuai prosedur customer
• Mengarahkan ke PIC • Menawarkan test drive, • Memberikan informasi
yang berwenang (bagi trade in, atau menunggu. yang dibutuhkan
non incharge)
V. PROBLEM ANALYSIS AND SOLUTION
EMPLOYEE CENTRIC CULTURE
“ENJOY SERVICE INIMPLEMENTATION
NASMOCO MAJAPAHIT”

Service Advisor Ruang tunggu Sales Counter

Customer Customer

Mengkondisikan customer menunggu dengan nyaman,

dan setiap orang di Nasmoco Majapahit siap membantu
melayani kebutuhan customer

Test Drive Trade In Periodic Greeting

Info Progress & Tawarkan

layanan

Existing Program Improvement Activity

V. PROBLEM ANALYSIS AND SOLUTION
EMPLOYEE CENTRIC SGA DEALER

SGA VOC SGA Culture SGA Digital SGA Database SGA Hansa Renkei

CENDOLS:
Customer Engagement
aNd Database OnLine
System
V. PROBLEM ANALYSIS AND SOLUTION
CUSTOMER CENTRIC VOICE OF CUSTOMER

COLLECTING ANALYSIS ACTION

CRC share data analysis to team

VOC iCare Complaint

VOC Analytic Tools

Google
PDFU PSFU
Review

Improvement Improvement by
VOC Monthly by Sales Team After Sales Team
Inquiry
Monitoring Report
DELIGHT ACTIVITIES
THE BEST TOTAL CUSTOMER OWNERSHIP
EXPERIENCE
Search Visit Purchase Obtain Own
DELIGHT ACTIVITIES
THE BEST TOTAL CUSTOMER OWNERSHIP
EXPERIENCE
Search Visit Purchase Obtain Own

VOC yang melandasi :

1. Pelayanan bagus , untuk booking jg sudah
kenal jd gampang
2. Karena mudah booking lewat salesmannya
3. Mobil bisa diantar jemput, mau booking
mudah
4. Booking mudah, service cepat, pelayanan baik Muncul
Lengkapi Lengkapi
Tampilan
Profil Data Kendaraan
Pelanggan Kendaraan Pelanggan
Activity Delight yang dilakukan :
Menggunakan Nasmoco App untuk 1. Buka menu ”BOOKING SERVICE”.
memberikan kemudahan bagi pelanggan 2. Pilih data kendaraan yang dimaksud.
dalam melakukan booking service. 3. Lengkapi isian informasi booking
4. Klik BOOKING.
5. Finish.
DELIGHT ACTIVITIES
THE BEST TOTAL CUSTOMER OWNERSHIP
EXPERIENCE
Search Visit Purchase Obtain Own
VOC yang melandasi :
Pelayanan sudah baik, pada saat mau menyeberang,
ada yang membantu menyeberangkan.

da ini
“Semenjak a
t
jadi gak ribe
cari receh”

Activity Delight yang dilakukan :

Memberikan “Karcis Menyeberang” kepada pelanggan sebagai pengganti uang
tipping saat menyeberang di depan Nasmoco Majapahit.
DELIGHT ACTIVITIES
THE BEST TOTAL CUSTOMER OWNERSHIP
EXPERIENCE
Search Visit Purchase Obtain Own

VOC yang melandasi :

Fasilitas lengkap
Activity Delight yang dilakukan :
Menata mobil display di Nasmoco Majapahit
dengan 8 unit berbeda dan memasang display
directory di pintu masuk.
DELIGHT ACTIVITIES
THE BEST TOTAL CUSTOMER OWNERSHIP
EXPERIENCE
Search Visit Purchase Obtain Own

VOC yang melandasi :

1. Proses administrasi pembelian karena salesman telah membantu menjual mobil bekas customer
untuk ditukar dengan yang baru
2. Salesnya baik karena saya dibantu test drive.

Activity Delight yang dilakukan :

1. Membuat media informasi mengenai tukar tambah
dan promo test drive melalui hanging banner yang
dipasang di Ruang Penerimaan SA dan Ruang Tunggu
Service.
2. Membuat test drive directory yang dipasang di
Showroom dan Ruang Tunggu Service untuk
memberikan informasi kepada customer terkait
mobil test drive yang saat itu ready.
DELIGHT ACTIVITIES
THE BEST TOTAL CUSTOMER OWNERSHIP
EXPERIENCE
Search Visit Purchase Obtain Own

VOC yang melandasi :

Karena salesnya sangat baik memberikan kemudahan dalam pengiriman serta tidak pelit memberikan
hadiah untuk anak-anak saya.

Activity Delight yang dilakukan :

Special Treatment for Customer at Delivery Moment.
Ex : Birthday Surprise.
DELIGHT ACTIVITIES
THE BEST TOTAL CUSTOMER OWNERSHIP
EXPERIENCE
Search Visit Purchase Obtain Own
VOC yang melandasi :
1). Fasilitas bengkel ada camilan gratis - Testimony Customers -
2). Fasilitas bengkel disediakan berbagai macam cemilan enak Click Play
3). Fasilitas bengkel disediakan kopi dan camilan gratis enak
4). Fasilitas bengkel disediakan makanan ringan gratis
5). Fasilitas bengkel lengkap ada cemilan & minuman kopi gratis

Activity Delight yang dilakukan :

Memberikan Free Pop Mie untuk pelanggan yang ketika
jam istirahat, masih menunggu service di Nasmoco Majapahit.
 WE CARE, WE
SHARE
Security memberikan minum kepada orang tua pekerja yang sehari-harinya
diantar oleh mobil perusahaan tapi minta diberhentikan di Nasmoco
Majapahit karena agar lebih mudah memesan ojek online (kiri); orang tua
pengemis yang duduk berteduh di depan Pos Security Dealer (kanan)

Team Majapahit yang membantu memperbaiki

mobil Toyota tua yang Mogok di dekat Dealer
(pemiliknya adalah rekan dari
Sales Majapahit)
VI. RESULT, SUMMARY, RECOMMENDATION

CUSTOMER CENTRIC VOC KPI ACHIEVEMENT

QUANTITY VS QUALITY QUANTITY VS QUALITY

VOC SALES VOC AFTER SALES
VI. RESULT, SUMMARY, RECOMMENDATION
DELIGHT IMPACT
KPI HANSA Aug Sept Oct (~15)
RENKEI
Leads SA to 4 1148 1288
Sales

Leads SA to DO 3 10 12

Book Req. from 46 56 61

Sales

Book Show 46 49 34
from Sales

• RS Majapahit diatas rata rata RS NRM

ACV RS 101% dibanding Target OAP ACV RS naik 102% dibanding 2018
• RS Majapahit trend naik dari ACV 2018
VI. RESULT, SUMMARY, RECOMMENDATION

Key success factor

TAM & HO
Fast Respons for Improvement
KaizenStrong
Understanding
Collaboration
Support
Leader
VI. RESULT, SUMMARY, RECOMMENDATION

Future Recommendation :
1 Customer Database Validity
2 Predictive Database System
3 Ideas to Deliver Delight Activity
VII. REFERENCE
Haryono, Budi. "How to win customer through customer service with heart." (2019).

Haryono, Budi. "How to Manage Customer Voice." Yogyakarta: Andi Publisher (2013).

Kotler, Philip, et al. Marketing management: an Asian perspective. London: Pearson, 2018.

Shaheen, Musarrat, Farrah Zeba, and Pankaj Kumar Mohanty. "Can engaged and positive employees delight
customers?." Advances in Developing Human Resources 20.1 (2018): 103-122.

Barnes, Donald C., et al. "Investigating the employee’s perspective of customer delight." Journal of Personal Selling & Sales
Management 33.1 (2013): 91-104.

Nugraha, Heri, and Afni Nurafiani. "Pengaruh kepuasan kerja karyawan bagian frontliner dan kualitas pelayanan terhadap
kepuasan nasabah: Studi Kasus pada bank bjb Cabang Pangandaran." Humantech: Jurnal Ilmiah Multidisiplin Indonesia 1.2
(2021): 154-177.

Thompson, Debra N., Gail A. Wolf, and Steven J. Spear. "Driving improvement in patient care: lessons from Toyota." JONA:
The Journal of Nursing Administration 33.11 (2003): 585-595.

Omotuyi Ehinlanwo, Olajide, and Mohamed Zairi. "Best practice in the car after ‐sales service: An empirical study of Ford,
Toyota, Nissan and Fiat in Germany‐Part 1." Business Process Re-engineering & Management Journal 2.2 (1996): 39-56.

Kakuro, A. "Development of ‘Science TQM’, a new principle of quality management: effectiveness of strategic stratified task
team at Toyota." International Journal of Production Research 42.17 (2004): 3691-3706.

Voss, C. A. "Operations management–from Taylor to Toyota–and beyond?." British Journal of Management 6 (1995): S17-
S29.