Tata Motors: The Year our Customer Service Excellence made us the most improved brand


Company to further expand 200 more service touch points in 2017

If there is one thing that has underscored Tata Motors’ performance this year, it is the company’s relentless pursuit of customer-centricity that has borne fruit. Enhanced customer experience and consistent quality of service has led to enjoyable ownership experiences across India. Maintaining a strong after sales service momentum, the company jumped a whopping 39 points from its 2015 rating, and scored the second highest score of 888 in the J.D. Power 2016 Syndicate India Customer Service Index Study and registering itself as the most improved brand this year.

Commenting on the company’s focus on customer service, Dinesh Bhasin, Head- Customer Support, Passenger Vehicle Business Unit, Tata Motors, said, “Enriched purchase experience and consistent quality of service are key pillars of Tata Motors’ customer-centric strategy. The introduction of new service programmes like ‘Speed-O-Service’, pick-up and drop, along with an increased usage of technology like Service App, V-Tabs and body-repair estimation tool- Audatex, has enabled increased service levels with delivery of vehicles within 90 minutes. All these efforts have resulted in a good performance in the J.D. Power 2016 Syndicate India Customer Service Index Study. We have regained our No 1 rank in the southern region. Through consistent service initiatives, we reaffirm our commitment to provide the best after sales services along with a value-added ownership experience.”

Tata Motors has a strong countrywide presence catering customers across 527 workshops in 281 cities backed by consistent quality of service. By bringing the brand closer to its customers, Tata Motors has created new benchmarks in customer service that plays a key role in the car buying decision. Having rolled out three mega service camps in the year 2016, Tata Motors hosted 361,425 customers; an increase by 19,591 numbers over last year. With a significant jump of 13% over last year, the Lost Customer Recovery during Mega Camps number stood at 60,228 compared to 53,255 last year. Customers have recognised the efforts and are witnessing the change at touch points in the manner in which the brand engages itself.  During the year, the company added four training centres, one each in Kolkata, Lucknow, Chandigarh andCoimbatore to improve the service quality, upgrade the skills of the technical staff.

Additionally, through Crack Team Identification, the company has strived to reduce the number of customer complaints despite an increase in vehicle inflow. The efforts have resulted in quick and speedy resolutions, reducing complaint closure cycle time from 72 to 48 hours. These initiatives are a testament to Tata Motors’ focused efforts towards achieving its vision of being among the top 3 in the domestic passenger vehicle market till FY19.

Delving into digitization, the company introduced Tata Motors Service Application (TMSA) to help customers improve the overall service experience, making it quicker and more efficient at service centres by eliminating the process of physical filing of service details. In addition, the company also introduced Tata Motors Service Connect – a customer friendly app to help them engage with the company and keep track of all aftermarket needs corresponding to the vehicles owned by him. Reinforcing the company’s image as a customer-centric brand, this innovative digital service platform drew over 40,000 downloads with improved ratings in the Play Store since its launch in April.

Going forward, the business unit will expand 200 more touch points in 2017, with an aim to triple the number to 1500 dealerships in the next five years across the country.

However, this is just the tip of the iceberg in the company’s overall transformation journey. In its quest to provide contemporary and enhanced after sales experience, Tata Motors will continue to create opportunities for customers to experience the best-in-class service experiences.