Internal users are too often treated by some fleet managers as a captive audience that can be dictated to and shown little respect; however, it is important to remember the reason your fleet department exists is to support user departments. You are the business partner of these departments that rely upon you to provide superb customer service to help them fulfill their daily tasks.
A fleet manager interacts with a multitude of internal corporate supporting functions. With all of these interdepartmental requirements, how can you successfully navigate the inevitable conflicting priorities?
What can a commercial fleet manager do to get the biggest bang from the finite dollars in an annual fleet budget? What practices or initiatives can be implemented to minimize waste or leverage programs to gain greater efficiencies?
Some fleet managers have an adversarial relationship with drivers. These internal customers aren’t your nemesis. In order to develop a service mindset, you need to view work from the customers’ perspectives. Define your functions with the customer in mind. The fleet manager is responsible for creating a fleet culture that values all internal customers, even difficult ones.
Buick has come in at the top of J.D. Power's 2016 U.S. Sales Satisfaction Index Study for mass market brands, while Porsche ranks highest among luxury brands, J.D. Power has announced.
Managing a fleet can end up being repetitive and less than stimulating unless the fleet manager is bold in decision making and willing to act counterintuitively when it can lead to greater success.
The percentage of dealer service visits relating to recalls reached 16 percent in 2015 for at least a six-year high, yet satisfaction among those customers is also rising, according to a J.D. Power study.
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