Posts Tagged Insurance
Posted by "Just Sayin'..." in Acquisitions, ADAS, AGRR, aumotive after-market, Auto Glass, Auto Glass Networks, Autoglass, Business, Call Centers, customer, Disruption, Disruptive Innovation, Fleets, General, Innovation, Insurance, Service, state government, Technology, U.S. Govt., Uncategorized on August 20, 2019
Today the competitive landscape in the auto glass repair and replacement (AGRR) industry in the United States was dramatically altered. We saw this morning an announcement that Safelite, the largest company in the space, purchased the second largest company. As the clear market leader Safelite was perhaps 14+ times or so larger than TruRoad Holdings. By acquiring the companies that make up TruRoad and bringing them into the Safelite platform the gulf between Safelite and the possible number two AGRR company Glass America is even more gigantic.
You’d have to believe that auto insurers, fleets and even consumers would have a strong interest in ensuring that competition continues to exist for AGRR services. Insurers and fleets especially would have interest in seeing a strong national competitor emerge to keep pricing and service levels in check considering the market share Safelite controls. The prospect of building a true competitor and all that would be required to compete against Safelite in the marketplace would be an incredibly daunting task and in my opinion is highly unlikely considering the new competitive landscape in the AGRR space with Safelite acquiring TruRoad.
Baseball player and coach Yogi Berra was once quoted as saying when asked about the chances of the New York Yankees winning a pennant race one year, “It ain’t over til it’s over.” I’m sorry to say that competition in the AGRR space might be over. Welcome to the new normal.
Is there a formula that you use to measure success in your career or to measure the performance of employees of your company that determines the success you achieve? What are the metrics or goals that you follow to measure success (or failure) that drives (inhibits) sales and profits for you company? Having metrics is obviously critical to ensure that employees know what is required of them allowing companies to be successful.
Sports are another example of the importance of metrics and formulas managers and coaches use to ensure success. If you like basketball you’ll know who Rick Majerus was (he passed away in 2012). He attempted to be a walk-on college basketball player for the Marquette Golden Eagles in 1967, but didn’t get a chance to play. Instead he became a student assistant at Marquette. After being an assistant coach to Al McGuire for 11 years; Majerus went on to become a head coach at Marquette, then to Ball State, Utah State and ending his coaching career at Saint Louis. Majerus had a short stint as an assistant coach with the Milwaukee Bucks in the late 1980’s.
During his coaching career he developed a statistics formula he believed a college basketball team needed to achieve in order to be successful. Majerus developed a metric he called the “165 Formula”. It combined three key game statistics that were added together for each individual player on the team. He totaled each player’s shooting percentage during the season for field goals, 3 pointers and free throws; believing that a successful team needed at least one of his players have these three stats add up to a total of 165. Over his coaching career Majerus won over 70% of his games, so he must have found players that he felt could hit his magical 165.
There are a lot of ways to achieve success on the basketball court. Just take a look at men’s college basketball’s current AP number one ranked team the University of Kentucky Wildcat’s. How many players does Coach John Calipari (Coach Cal) have that meet Majerus’ formula? Take a look at the graph below and you’ll see how many.
Now let’s take a look at the team that I follow, the University of Illinois Fighting Illini men’s basketball team to see how they compare against The 165 Formula. As you will see in the picture below (from the game versus the Hampton University Pirates on 12/17/2014), the Illini have four players that beat the formula. Great!
After last Saturday’s game versus the Ohio State Buckeye’s, the season statistics for the Fighting Illini’s six leading players show that Rice, Hill, Eguw and Nunn continue to exceed the formula target of 165.
|Name||FG %||FT %||3-PT %||Total|
|Average as of 1/3/2015||166.7|
So the Fighting Illini has a record of 10 wins versus 4 losses for the year and they are not currently ranked in the AP Top 25 and they’ve lost their first two Big 10 Conference games. You’d think they’d either be ranked or winning conference games with four starters with numbers that exceed 165 as per The 165 Formula Rick Majerus felt was needed for success. Perhaps Illini Head Coach John Groce thinks that they are successful? I’m guessing not as much as he’d like.
Now let’s compare the Fighting Illini to the number one ranked team in men’s college basketball, the Kentucky Wildcats. How many players do the Wildcat’s have that meet the Majerus 165 Formula? Well…..just one.
|Name||FG %||FT %||3-PT %||Total|
|Average of 1/3/2015||140.9|
As you can see the one player on the Wildcats that scored a 165 using the Majerus formula is Tyler Ulis. He became a starter after Alex Poythress was injured after the 10th game of the season so his stats may be an outlier. The Wildcat’s had already found phenomenal success prior to Ulis getting more playing time. With the Wildcat’s averaging 140.9 points (110.4 if you take out Ulis) to the formula and the Illini averaging 166.7 points there must be more to achieving success. Besides the entire team of players performing at a level it also takes the head coach, assistant coaches, trainers and doctors to achieve success. You can add to the mix scouts, recruiters, training facilities, athletic director, along with support from students and alumni. So Coach Cal has obviously found his formula to achieve success at the University of Kentucky. He’s surrounded himself with the best players, along with the all the best people and resources needed to support the team.
So John Calipari (along with Rick Majerus) obviously found a formula that he has used to find success in his career. It’s the same in business isn’t it? Don’t we all want to be Coach Cal? To achieve a consistent level of success you need to develop your own formula. But a key ingredient is the need to surround yourself with the best people, the best team you can find to help you find great success for your organization. It doesn’t really matter what your business is, if you don’t have great people it’s going to be more challenging for you to find success against those you compete with in the marketplace.
Previous blogs on the importance of assembling a great team:
What’s Your Line-up? – December 26, 2012
What’s Your Line-up? – “Updated” – January 17, 2014
I recently read the argument that attorneys for Safelite Group Inc. (Safelite) made relating to Connecticut’s Public Act-13-67(c) (2) in a glassBYTEs.com article. They argued that,
“it puts appellants Safelite Group Inc. and Safelite Solutions to a Hobson’s choice….”
“Hobson’s choice” refers to a businessman by the name of Thomas Hobson who ran a livery in Cambridge, England in the 1600’s. Hobson required that every rider asking to hire one of his horses to always take the horse nearest the door. If a patron didn’t want to use that particular horse no other horse could be used. A “take it or leave it” choice. As another source on the origins of the phrase states, “A Hobson’s choice is a free choice in which only one option is offered.” I thought using “Hobson’s choice” in this particular instance an interesting one considering the origins of the term. More on that later.
This link to the summary of the act that was first introduced in the Insurance and Real Estate Committee of the Connecticut House and ultimately signed by the Governor of the State of Connecticut required that in the handling of any insurance auto glass claim in the State of Connecticut that:
“The act requires that a glass claims representative for an insurance company or its third-party claims administrator, in the initial contact with an insured about automotive glass repair services or glass products, tell the insured something substantially similar to: “You have the right to choose a licensed glass shop where the damage to your motor vehicle will be repaired. If you have a preference, please let us know. ” By law, appraisals and estimates for physical damage claims written on behalf of insurers must have a written notice telling the insured that he or she has the right to choose the shop where the damage will be repaired (CGS § 38a-354).”
“The phrase Hobson’s choice goes all the way back to 17th-century England. For 50 years, Thomas Hobson ran a stable near Cambridge University. There he rented horses to students. Old Man Hobson was extremely protective of those animals. He rented them out according to a strict rotating system. The most recently ridden horses he kept at the rear of the stable. The more rested ones he kept up front. That meant that when students came to get a horse, Hobson gave them the first one in line—that is, the most rested. He’d let them rent that horse, or none at all.”
Perhaps you see where I was thinking that Hobson’s choice was an interesting phrase for the attorneys to use in their argument. First, Public Act-13-67(c) (2) is a duly enacted Connecticut law so their client really doesn’t get a choice in deciding whether they wish to follow it or not. As is their right, they can dispute the law which is obviously why the company is filing the appeals to the act which provides Connecticut consumers a choice in what company repairs or replaces their damaged auto glass. It’s just that at his stable Hobson didn’t want the same horse(s) being used each time by his patrons. Hobson wanted his patrons to use only the horse(s) that he wanted them to use. You can understand why Hobson wanted to rotate his horses so that each got equal use. Safelite wants Connecticut consumers to only use the auto glass repair and replacement (AGRR) company that Safelite wants them to use. In this case it would appear that Safelite is Hobson.
By enacting Public Act-13-67(c) (2), the State of Connecticut took steps it deemed appropriate to protect consumer choice for residents of the state. There are any number of AGRR companies operating in the State of Connecticut for consumers to use when they sustain auto glass damage. So is it “A Matter of Self-Interest or Consumer Choice”? Isn’t it Safelite that is attempting to provide Connecticut consumers with a Hobson’s choice?
“Any customer can have a car painted any colour that he wants so long as it is black.”
It’s always an interesting exercise looking at automotive aftermarket retailers that excel in the industry they compete to understand reasons for their success. It doesn’t matter where in the world a company operates; be it in the United States, Canada, Brazil, the United Kingdom or elsewhere in the world. Those companies that do standout and outclass rivals, take on market leaders in the industry they compete and are recognized for the high levels of service they provide to customers, deserve our admiration, respect and emulation. One such company is based in the United Kingdom. Auto Windscreens is headquartered in Derbyshire, in a town named Chesterfield 150 miles north of London. Originally formed in 1971 Auto Windscreens has gone through a number of evolutions to get the company to where they are today. Auto Windscreens is the United Kingdom’s fastest growing and most dynamic provider of (auto) glass repair and replacement services (AGRR). Suffice it to say that the company has a lot of things going for it right now.
Auto Windscreens has won several prestigious awards over the past several years. Among them:
- At this year’s 2014 British Insurance Awards Winner Auto Windscreens won top honors for two award categories:
- Both in 2014 and 2013 they were recognized by The Sunday Times being selected as one of the “Best 100 Companies to Work For”.
- Auto Windscreens was ranked second in the United Kingdom and when the received recognition as a “Top 50 Call Centres for Customer Service” in 2011. At the same time they were also named the “Best Newcomer” and the “Best Service Provider”.
These are very impressive awards for any company. George Bernard Shaw said, “Imitation is not just the sincerest form of flattery – it’s the sincerest form of learning.” I think that there is a lot automotive retailers can learn from Auto Windscreens.
Chris Thornton is the Managing Director (the U.K.’s version of Chief Executive Officer) of Auto Windscreens and I thought hearing from him on a number of topics would be interesting to readers of this blog. Chris took over as Auto Windscreens’ Managing Director earlier this year.
DR: Thank you for taking the time to talk Chris.
CT: My pleasure David. I like nothing better than talking about Auto Windscreens
DR: Auto Windscreens has certainly seen some great successes of late. What do you believe are key the reasons for the company’s successes?
CT: It’s all about being the best at everything we do in delivering the finest service possible to our customers. And in order to do so every member of the team has to play their part. As we offer a Customer Satisfaction Survey to every customer, we can see exactly where and when we are delivering this outstanding service and where we may have some improvements to make
DR: What were some of the issues (positive and/or negatives) you and your management team faced in moving the company forward after you joined Auto Windscreens in 2013?
CT: The atmosphere and approach within Auto Windscreens is outstanding. Everyone knows what we are looking to achieve and how to get there. I am a firm believer in clear and regular communications within the business.
Our biggest challenge is maintaining this as we expand. Many of the UKs biggest insurers and fleets are in discussion with us at the moment as we are clearly THE automotive glass company to be dealing with.
That expansion impacts across our business and one critical area is recruiting and developing technicians to work at the same high standards as we do now. At the end of the day we are a people business.
DR: Of the issues you’ve mentioned which one do you feel made the biggest difference in getting everyone focused on providing customer excellence?
CT: Communication and training is essential.
From the moment we take the customer call, the focus is on finding the right appointment to fit the customer needs. Our automated system generates a selection of appointments for the customer to choose from and once selected the appointment is guaranteed. We spend a lot of time training our contact centre agents in both call handling and technical skills.
Auto Windscreens has the only accredited training centre in the UK. Our facility not only provides an excellent workshop environment for new starters but on-going training, development and advancement to higher qualification.
All our technicians are kept fully up to date with the latest information. All work is processed on Personal Digital Assistants (PDAs) which have a detailed Technical and Training programme on them to support the technician. In addition our Training department supports the technicians with a team of field based trainers and a 24 hour support line.
DR: How have the partnerships Auto Windscreens has made with insurance and fleet customers improved your customer service?
CT: Both insurers and fleets have recognized the quality Auto Windscreens have brought to the industry. We demonstrate this through leading Management Information and more critically through Customer Satisfaction Surveys and Net Promoter Score.
Our surveys are both offered by Auto Windscreens and through an independent survey analyst which creates total transparency for our clients. In turn they have total confidence in Auto Windscreens in our service delivery.
DR: Can you provide an understanding how your value proposition is resonating with your customers? How does your relationship with your customers differ from what other competitors offer?
CT: In 2011 we noticed that customers were regularly getting in touch with us to thank us for the quality of the work they had received. This told us we were doing something right.
From this we created the Praise Log, an internal document sent to everyone in the business each month showing where customers had called to say “Thank You”. And our people love to see their names on there.
This has expanded as customers write about their experiences on review sites such as reviewcentre.com. This is totally independent and Auto Windscreens have a 96% recommendation rate. It is the consumer trust in our brand that is making the difference.
DR: Your company focuses a great deal on providing management information systems to customers to help them find ways to reduce costs and operate more efficiently; how do you feel that helping them understand their windscreen losses is a winning strategy for Auto Windscreens?
CT: Management Information is critical in every business and we support our clients by providing them with the information they need to enhance customer experience and in doing so boosting customer retention.
The information also helps reduce wastage and controls cost but our clients are now being driven by quality rather than cost alone.
DR: How does Auto Windscreens use social media (Facebook, Twitter, YouTube, Google+, etc.) to interact with its customers? Do you feel it is time well spent for anyone operating in the retail automotive after-market?
CT: The world of communications has changed significantly in the last decade and like many businesses we have had to adapt. Our marketing department manages our social media accounts not only promoting our business but monitoring and responding to any questions.
It is very worthwhile as it brings us closer to our customers and helps identify trends before our competitors
DR: How many fitting centres, mobile service units and employees does the company currently have?
CT: We have over 40 branches covering the UK (it’s a lot smaller than the USA) more than 350 mobile service units and over 500 staff in total
DR: Do you see further growth for Auto Windscreens in the United Kingdom? With the success you’re enjoying, are there any thoughts of growth outside of the United Kingdom?
CT: Our focus in firmly on the UK for the foreseeable future. It offers great opportunities for us as we expand. We will not get distracted by expansion alone, the key is to continue delivering the best service in the industry.
DR: With the great success Auto Windscreens has found in recent years while facing a large competitor, can you offer some advice to those who also find themselves competing against companies bigger than they are in a market or country?
CT: I believe you need to set your stall out and get your team on board in delivering this. Our message has been Total Customer Satisfaction from our beginnings which meant everybody has to play their part.
DR: Do you use radio or television to reach customers?
CT: We have in the past but not currently.
DR: What is the most effect way to reach targeted customers?
CT: If you win the corporate accounts then the volume will come. If those clients will support you as the only option for replacement glass and repairs then the business is as good as guaranteed.
DR: Auto Windscreens was a winner in the 2006 Commercial Fleet World Honours – The Environment Award. I know that you and your company have a strong commitment to green initiatives by recycling 100% of the windscreens that you replace. When did this initiative begin and what has been the response from Auto Windscreens’ customers?
CT: 2006! That was a few years back but we are as proud of our environmental credentials now as we were then. We are in a world where recycling is promoted greatly and we have always led in our industry with green policies. Our customers have always been supportive of this approach which started more than 20 years ago. Our resources are finite so we must use them wisely
DR: I read on your web site that 40 replaced windscreens that you recycle fit on a skid, while the materials required for 40 repairs can fit in the palm of a hand. By your commitment to repairing windscreens Auto Windscreens is providing great value to its customers while also fulfilling your green initiative strategy to help reduce the effect replacements have to the environment. That is a strong endorsement for repairing over replacing. How do your customers view your commitment to repair? Can you give us a range of repair rates you see in the United Kingdom?
CT: The repair rates vary by customer type but can be up to 50% of our work. Our customer base encourages repair over replacement and so wherever we can safely make a repair we will.
DR: During my career I spent a fair amount of time in the United Kingdom and I greatly value all that I learned from those I worked with while in country. There is one service component that is offered by your company (and other windscreen companies in the United Kingdom) that hasn’t caught on in the North America and that is 24/7/365 service* with mobile units. Your web site touts that, “Our fitting centres are open from 8:30am till 5:30pm Monday to Friday and on Saturdays from 8:30am to 12:30pm. Outside these hours, work is carried out by our team of mobile technicians who are on call 24 hours a day every day of the year.” Can you provide the reason why this type of service is offered in the United Kingdom and what percentage of work is done outside of the normal fitting centre operating hours?
* Since 1981 windscreens in the U.K. have been laminated. Prior to that date tempered glass was used for some windscreens.
CT: It has been customer led and is for “emergency” work such as broken rear and side glass. We cannot allow customers to be left stranded in a vehicle that cannot be driven or is insecure. Such urgent requests may be low in volume but very high in importance.
DR: What do you feel are the strengths and weaknesses of Auto Windscreens and what are you doing to take advantage or fix them?
CT: Some of our IT infrastructure was getting old so we have created a data centre, 24 hour IT monitoring team and issued new PDAs to all technicians. This significant investment will cover our requirements for the next 10 years.
Our strengths are many. Our independence allows us to develop the business as we need without interference from head offices, shareholders or partners. Our clear leadership in high quality service provision is proving very difficult for our competitors to get close to and as we further develop this, the gap will increase.
And as technology becomes more prevalent in windscreens, companies who cannot demonstrate and prove that they have the proper training processes in place will fall away.
DR: I know that you focus a great deal of time and effort on training Technicians. You obviously feel that you’re reaping dividends on these initiatives. Can you give us a brief overview of your company’s approach to training?
CT: By having highly skilled technicians we have created a team that is prepared to go that extra mile and takes pride in its work. The training starts from the moment a technician, either skilled or a new recruit, joins the business and that training never ends.
It may take place at our Technical Training Centre or through field accompaniments. All technicians are assessed annually to ensure they continue to work to the standards expected of them whether a repair technician , replacement technician or a master technician.
DR: You have an amazing Net Promoter Score (NPS) that is off the charts in the mid 90’s. That is the highest number I’ve ever seen in our industry. As a company how have you been able to achieve that result?
CT: We are very proud of Net Promoter Score and Customer Satisfaction results. It has not been easy but by creating a customer centric culture as mentioned previously we have all staff aligned in delivering an outstanding service
DR: With that high level of NPS you’ve been earning a great deal of new business and contracts with fleets and insurers alike. How was Auto Windscreens able to garner this new business from the incumbents?
CT: That’s a question our customers would have to answer but I would say it’s down to the breadth of service we can offer at a rate which works for everyone. As a progressive business with a clear vision we will attract like minded businesses.
DR: I have been very impressed with what you and your team(s) have accomplished at Auto Windscreens. I firmly believe that that some of the strategies and tactics that Auto Windscreens has been employing can be exported to other countries and used by those who are interested in growing and/or making a difference with their company. I appreciate your taking the time to talk with me. I wish you and Auto Windscreens continued great success.
CT: It’s been a pleasure David.
Auto Windscreens is a great case study in how to turn a company around and make it into a world class service provider. It takes great leaderships and dedicated teams throughout the business, but I believe that Auto Windscreens has shown how to take on competition (big or small) and consistently win against them by focusing on the needs of each and every customer. I applaud Chris and all at Auto Windscreens for all they’ve accomplished.
GQA Qualifications Limited
GQA Level 2 NVQ Certificate in Windscreen Repair (QCF) (GQA Qualifications Limited)
GQA Level 2 NVQ Certificate in the Principle of Windscreen Repair (QCF) (GQA Qualifications Limited)