Our recommendations
1. Map touchpoints for all customer personas, including how those touchpoints are enabled and delivered.
Mapping the internal systems, processes, people and capabilities that support customer-facing interactions can highlight opportunities for efficiency, reduce duplication of effort and improve the end-to-end customer experience. Technology that is poorly integrated or handoffs between fragmented teams can lead to poor CX, no matter how robust the customer-facing delivery appears.
Operational alignment is particularly important in Fleet, where decision-making timelines and service expectations differ substantially from a typical retail journey. For example, streamlining communications between sales teams and leasing providers or automating document flows can significantly reduce handover friction, and enhance CX as a result.
In our experience, service blueprinting allows for cross-functional teams to develop and refer to a single source of truth that can be continually updated, as customer-facing and internal processes evolve over time. It also allows you to draw a vertical line down at any stage of the journey and understand all of the underlying elements required to deliver the top-line customer experience.
2. Create and embed a comprehensive Fleet training programme across the retailer network.
Sales advisors, both retail and corporate, must be equipped with the skills, confidence and knowledge to handle Fleet customers. This includes developing tailored guidance on light commercial vehicles (LCVs), a strong grasp of Fleet-specific finance packages and an appreciation of the distinct motivations of B2B buyers versus private customers.
In a human-centric industry, skilled people, not just systems, are essential to drive performance in Fleet services. Investment in upskilling and empowering staff with specialist knowledge is essential to help optimise the in-person experience and ultimately build customer loyalty.