TPS0914 by Richard Street

Truck Centers, Inc. wins Successful Dealer award | NTN assists in counterfeiting raid

Keeping the peace INDUSTRY EXPERTS SHARE KEY TO CONFLICT RESOLUTION

SEPTEMBER 2014 |

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DOTY finalist: Sadler Power Train

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Volume 50 | Number 9 | September 2014

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Cover Story

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Four steps to a conflict resolution

/truckpartsandservice Truck Parts & Service

Editorial

Editor: Lucas Deal Online Editor: Jason Cannon Equipment Editor: Jack Roberts Contributing Editor: John G. Smith editorial@truckpartsandservice.com

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Features 14 Distributor of the Year finalist: Sadler Power Train 22 How to document a conflict

Departments 1 2 6 12

Editorial Staff Editorials Industry Focus Tech Updates

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Editorial | Lucas Deal

Keep your composure By Lucas Deal, Editor lucasdeal@randallreilly.com

o one likes being yelled at. Sure, some people handle it better than others, but no one enjoys it. It’s embarrassing, demeaning and uncomfortable. It’s also all too common during a conflict with customers. This month’s issue focuses heavily on the ways customer conflicts arise, and best practices for resolving them. It also focuses on the importance of documentation during a customer conflict and the value of recording employee performance and customer interactions as a way to learn from and avoid future conflicts. And in this space, I’d like to personally warn you against losing your temper. There’s no worse response to a customer complaint than anger and hostility. Just think about the situation. A customer who comes back to your location to complain has been inconvenienced. They needed something from you and didn’t get it, or weren’t properly billed for what they did receive. They’re frustrated, and need help. But most importantly, in spite of your mistakes, they’ve still come back to you. A customer who returns to your business with a complaint is giving your business the benefit of the doubt. They are giving you a second chance. If you get mad at them for coming back — for having the audacity to complain — you’ll lose them. Possibly forever.

T R U C K PA R T S & S E R V I C E |

You must remain calm. A complaint provides an opportunity to redeem yourself, says Kenneth Calhoun, vice president of customer relations at Truck Centers of Arkansas “Anytime a complaint is escalated to me I always tell the customer ‘Thank you. Thank you for voicing your concern, and letting us know where we can improve.’”

A customer who returns to your business with a complaint is giving you a second chance. But being gracious and cordial when a customer is listing your failures is easier said than done. It is human nature to defend yourself from scorn, and it’s not uncommon for that defense to come off as hostile. That’s a habit you have to break. You have to stand there and take it. Hostility toward a customer you’ve already bothered may cause you to lose them forever — and won’t get either side any closer to fixing the problem. You have to keep your composure. Listen to the customer’s concerns and

September 2014

find the root of their problem. Keep your emotions inside. That customer has come back to you; they’ve given you a chance to make amends. Don’t forget that. And for the record, I realize some customer complaints are bupkis. Sometimes a customer misreads an invoice and thinks they have a valid complaint when in fact they don’t, or thinks they were overcharged because they simply forgot about an additional expense. Some customers even make baseless complaints because they think if they yell loud enough, you’ll give them a discount. The latter is far more egregious than the former, but in either case, a customer’s mistake does not justify an angry response. If a customer misread an invoice, slowly take them through it and point out how it was formed. Show them why it says what it says, and how each line item impacts their order or repair. Strive to educate; not punish. “It takes a lot of patience,” says James Williams, senior director of vendor relations at FleetNet America, “but you can’t let your emotions get the best of you. “I already try to put myself on the other side of the desk. How would I feel if I [had a complaint] and someone yelled at me?” Keep that in mind next time a customer comes in fuming. It might just make all the difference.

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Editorial | Jason Cannon

Predicting the changing truck market By Jason Cannon, Online Editor jasoncannon@randallreilly.com

he trucking landscape is changing. I know what you’re thinking; “Again?!” Change is constant, but in an industry like trucking — one that is regulated in practically every capacity — change is inevitable. In 2013, 2.7 million medium- and heavy-duty trucks were sold globally. By 2022, that number is expected to reach 4.6 million, according to Sandeep Kar, global director, automotive and transportation research for Frost & Sullivan, who delivered the opening address of the 2014 Commercial Vehicle Outlook Conference (CVOC) in Dallas last month. Not only will the landscape change, but so will the types of trucks driving across it. Frost & Sullivan projects that natural gas penetration in North America will reach 16.8 percent in trucks sold in 2022, with diesel engines making up the balance. The government isn’t the only thing forcing innovations in the market. Fleet and OE leaders addressed the life cycle of today’s equipment during a panel discussion at CVOC. And while their perspectives varied, their observations were consistent; trucking has become a vastly different marketplace than it was 10 years ago. Technology and ever-changing needs of a fleet have drastically altered what once was a fairly standardized truck and equipment trade cycle. With so much innovation coming at

T R U C K PA R T S & S E R V I C E |

fleets (and distributors) at the same time, one-time early adoptors have begun to shy away thanks in part to some failures (like many pre-EPA 2010 trucks) and the sheer volume of innovations. As efficiency packages have helped cut operational costs of the truck, they have driven up the acquisition price of the unit. Fleets are now looking to make more money with the truck on the road versus worrying about performance on the secondary market.

Acquisition price + operating cost residual value = total cost of ownership. John Diez, senior vice president, Ryder Dedicated says to get return on investment, companies are going to need to operate that piece of equipment longer. Dave Williams, vice president, equipment, Knight Transportation, says rising acquisition and maintenance costs have forced fleets to take a closer look at the costs of growing pains when evaluating when to trade for new trucks. “Historically, acquisition price and residual value have ruled the day,” he says. “Operating costs are a more substantial factor today. We’ve been looking much, much harder at operating costs.” And buying that new technology comes down to basic math, Williams says; Acquisition price plus operating

September 2014

cost minus residual value equals total cost of ownership. As Ryder looks to recoup more of its purchase price, Diez says the company’s trade cycle for power equipment has risen nearly a year in the last decade. Among the industries expected to see a boost by 2022 is telematics; specifically advanced telematics. In 2011, subscriptions to telematics totaled 102,731 in North America but are expected to grow to 1.21 million subscriptions in 2020, Kar says, adding fleets have shown a willingness to add “any technology that reduces operating costs” as long as “they can see the value.” With the use of telematics rising year-over-year, a market for being able to predict failures before they happen has emerged. Telematics have become a handy tool in coordinating a failure between the driver, the fleet and repair shop. Kar says prognostics (a form of advanced telematics) will take that one step further by alerting all three that a failure is imminent, allowing for diagnostics and coordination with the parts and service provider and the fleet before the failure actually takes place. All of Kar’s predictions are timestamped for 2022. Some of it may seem a little too “Star Trek” to be real, but think back to eight years ago. How much of what is happening now — and how much of what we have and see now — would have seemed unrealistic in 2006?

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Industry Focus

Dealer News M&K Truck Centers’ new, 23,000 sq. ft. building is under construction in Kalamazoo, Mich. Allstate Peterbilt’s Blackhawk, S.D. location was destroyed by fire in June. The company plans to expand its location in nearby Rapid City, S.D. to combat the loss. Inland Kenworth has moved into a new 40,000-sq. ft. facility in Albuquerque, N.M.

Palmer Trucks has broken ground on its new 44,000 sq. ft. Kenworth of Cincinnati location.

measuring in at 17 ft. 2 in. tall and 29 ft. 6 in. wide.

Rush Enterprises is the new owner of Truck Parts Depot, Inc., a parts and service associate dealer for International trucks in Gainesville, Ga. The newly acquired location will operate as part of the company’s Navistar Division as Rush Truck Center – Gainesville.

Penske Used Trucks has opened a used commercial truck dealership in Phoenix, Ariz., joining locations in Torrance, Calif. and Charlotte, N.C. RDO Truck Centers has completed a purchase of Nebraska Truck and Equipment, which includes dealerships in Lincoln and Lexington.

Valley Truck Centers has opened a 40,000 sq. ft. Mack dealership in Cotulla, Texas. The new facility hosts the world’s largest Mack Trucks pylon,

Vanguard Truck Centers has opened

Murphy-Hoffman Company’s (MHC) store in Chattanooga, Tenn., has moved to a new facility, making it the largest MHC dealership in Tennessee. At 63,440 sq. ft., the full-service dealership is equipped with 20 service and 10 body shop bays.

two new Mack dealerships in Texas — Victoria and El Campo.

Truck Centers, Inc. wins Successful Dealer Award Truck Centers, Inc. was named the 2014 Successful Dealer Award winner last month at the Commercial Vehicle Outlook Conference in Dallas. The award was sponsored by Automann, USA. Truck Centers, Inc. began in 1970 under the leadership of John Hopkins III. In years since, it has grown into a network of seven dealerships across Illinois and Missouri. The Hopkins family currently operates its dealership group as active members of its management team. John Hopkins says plans are in place for his children, Katie and Justin, to eventually

T R U C K PA R T S & S E R V I C E |

Truck Centers, Inc. was named the 2014 Successful Dealer Award recipient last month at the Commerical Vehicle Outlook Conference. Pictured above are Automann Sales Manager Mike Baker, Automann President Dennis Khanduja and Truck Centers, Inc. Mike Yates and Justin Hopkins.

transition into leadership roles, along with Trevor and Tyler Yates, the children of his business partner Mike Yates. “They all play an active and important

September 2014

role in the business,” he says. “So (the goal is) to continue to allow them to grow and become the absolute leaders of the company when Mike and I decide to retire.”

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Industry Focus

People In The News Central Region.

Hadley has hired Tim Lampen as fleet/dealer account manager. Steve Davis has retired from Phillips Industries, where he served as national OEM/OES truck sales manager. Fontaine Fifth Wheel has hired Chuck McCann to serve as key account manager for the Midwest region. Mack Trucks has named Martin Kleker regional vice president for the U.S.

Ox Bodies, Inc. announces Brenda Walters has joined the company as site controller. Lampen

McCann

Betts Truck Parts & Service has promoted Ruben Walters Gutierrez to the new position of director of service. DuraClass has hired Ray Collins as plant manager for its manufacturing facility in Tishomingo, Miss., and Jeffery Terry as its new Gutierrez

continuous improvement engineer. Spartan Motors has named Daryl Adams as its chief operating officer. Ken Kelley has been named group president of Fontaine Kelley Fifth Wheel. Ox Bodies has hired Michael Yi as product designer and Robert Keeton as product design engineer. Rugby Manufacturing has hired Gary Phelps to its inside sales team.

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VIPAR caps busy month

ConMet debuts online resources

VIPAR Heavy Duty has been busy in recent weeks. In July the heavy-duty marketing and buying group was named an approved supplier for The Penray Companies and joined forces with GenNext HD as a corporate sponsor. It also celebrated its 25th anniversary on July 31. VIPAR was formed when 17 independent distributors came together in 1989. The organization has now grown to 125 distributors who operate more than 500 locations throughout the U.S., Canada, Puerto Rico and Mexico. “The growth and success of VIPAR Heavy Duty is a testament to the original vision and inspiration of these entrepreneurial founding distributors, as well as the contributions of all of our other distributors since then,” says Steve Crowley, president of VIPAR Heavy Duty. “VIPAR Heavy Duty has succeeded by helping our distributors be more competitive in their local market and by providing resources, such as technology, marketing, communications and many other value-added solutions, to make them more profitable.” In addition to its corporate news, the organization also has added Tri Cities Truck Parts as its newest member. Located in Muscle Shoals, Ala., Tri Cities Truck Parts serves customers with parts for Class 6-8 trucks in northwestern Alabama, south central Tennessee and northeastern Mississippi. “We are pleased to welcome Tri Cities Truck Parts to the VIPAR Heavy Duty family of distributors,” says Jim Pennig, vice president of business development for VIPAR Heavy Duty.

Consolidated Metco (ConMet) launched a new online catalog which follows the release of ConMet Hub Training 2.0 earlier this spring. The online catalog features more than 60 ConMet hubs, including hub/cup/stud, PreSet, and PreSet Plus assemblies for both tractors and trailers; more than a dozen varieties of CastLite, TruTurn, and standard cast brake drums; and ConMet Premium Seals, Bearings and spindle nuts, the company says. “As more countermen, owner/operators, and maintenance managers use the web and mobile devices to find information and training on heavy-duty products, ConMet is meeting their needs,” says Denise Reeves, vice president of marketing at ConMet. “By presenting this information in such a user friendly format, we intend to drive sales of our products through our dealer and distributor networks.”

T R U C K PA R T S & S E R V I C E |

September 2014

RTA adds new members Exxon Mobil Chemical Company, Baytown, Texas, International Tire Repair Solutions Inc., Canada, and Quality Truck Treads, Claxton, Ga. are the newest members of the Retread Tire Association (RTA). “We continue to be very pleased and gratified at the amount of support our exciting new association continues to receive from retreaders and others in the retread and tire industries,” says Harvey Brodsky, managing director of the Retread Tire Association. “We know that their support will be more than justified as we continue our efforts on behalf of retreaders, tire repair companies, new tire manufacturers, tire recyclers, suppliers, trucking companies and others interested in the well being and betterment of the retread industry worldwide.”

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Industry Focus

Two distributors joining forces

FleetPride acquires Republic Diesel

Automotive Parts Headquarters Inc. (APH), a family-owned auto parts distributor and store group, and La Crosse, Wis.-based United Auto Supply Inc., a leading privately held distributor and store group, have announced plans to join forces. United’s 13 locations will join APH’s family of corporate stores and fly the Auto Value flag. “We’ve had a great relationship with the United Auto Supply team for many years, and we’re honored that they’ve chosen to partner with APH,” says Corey Bartlett, APH president. “They’ve built an impressive business and are the leader in their markets — we’re looking forward to continuing that tradition.”

FleetPride, Inc. has acquired the assets of Republic Diesel truck parts and service business. The acquisition includes Republic Diesel’s heavy-duty parts and service operations in Jeffersonville, Ind., as well as Kentucky locations in Louisville (Jennings Lane), Lexington, and Prestonsburg. Republic Diesel will continue to operate its driveline repair, machining and yard truck businesses in Louisville; Tri-State Machine in Harrogate, Tenn.; Center Diesel & Machine in Akron, Ohio; and Capacity Yard Trucks in Jeffersonville, Ind., the company says. “With the addition of Republic Diesel, FleetPride will now operate eight locations in Kentucky and Indiana, expanding our coverage to both sides of the Ohio River,” says Kevin Peters, CEO at FleetPride. “This union provides Republic Diesel’s customers with access to FleetPride’s national parts inventory, heavy duty expertise and efficient distribution network. In turn, it provides FleetPride with an expanded customer base, additional quality drive-in service options within close proximity, and conveniently located storefronts.”

NTN assists in counterfeit parts raid NTN has announced the results of a joint raid it participated in with the Naval Criminal Investigative Service (NCIS). The raid was conducted on a bearing storage location near Charleston, S.C. on June 25 after NCIS agents concluded a warehouse was illegally distributing low-quality, counterfeited bearings directly to consumers. NTN says the search resulted in the seizure of hundreds of fake NTN products, as well as counterfeited merchandise of several other major Japan and U.S. based manufacturers. The investigation was coordinated by NCIS and included engineers from major bearing corporations that volunteered to aid in the identification of the counterfeit parts. NTN says its application engineers supported U.S. Naval agents in detecting suspect product and packaging bearing fake NTN company logos. All of the suspicious products were confiscated and cataloged to assist in future prosecution and investigation of illegal bearing counterfeiting, the company says. The raid was part of NTN’s continuing commitment to leading the fight against counterfeit bearings.

T R U C K PA R T S & S E R V I C E |

Navistar debuts truck reconditioning program Navistar has introduced Diamond Renewed, a comprehensive inspection and mechanical reconditioning process for International used trucks taken in via trade that it says will improve the value and marketability of the trucks when returned to the wholesale, retail and dealer marketplaces. “Diamond Renewed is an industry game-changer,” says David Gerrard, senior vice president of distribution at Navistar. “We are providing our used truck customers with a new truck experience.” “I think this program can raise the bar of what the used truck market means,” he says. “We hope to give a small buyer the same truck buying experience that a larger customer receives.” Gerrard says the Diamond Renewed program is anchored by three core principles: an exhaustive inspection process, a two-year, 200,000 mile warranty and Navistar’s new OnCommand Connection uptime monitoring program, standard on all reconditioned vehicles.

September 2014

Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

Tech Updates

FRICTION REPLACEMENT TIPS

endix has released a step-by-step guide for replacing air disc brake friction material as part of its Tech Tips series. Pads on air disc brakes are the same whether they are equipped on a steer, drive, or trailer axle, Bendix says. The steps required to replace each wheel end are listed below. Release or cage the parking brake so the axle rotates freely, then remove the wheel. Once the wheel end is visible, find and remove the cap covering the shear adapter of the brake caliper. Using a 10 mm socket wrench or a ratcheting box wrench on the adapter, turn the adjuster counterclockwise – a clicking noise indicates that the tappets are “backing off,” or loosening the pads’ grip on the brake rotor – until it stops. A chain connects the pair of tappets to extend and retract them simultaneously. Once the shear adapter is fully backed off, the brake pads can be freed for removal. A retaining bar across the top of the brake pads holds them in place. Use a small pair of pliers to remove the spring clip from the pin fasten-

ing the retaining bar, then remove the washer from the pin as well. Push down on the retaining bar, pull out the pin, and remove the pad retaining bar. The two brake pads can now be lifted out from either side of the rotor. Take a quick look at the pads. The minimum friction thickness is about 2 mm – roughly the thickness of a nickel. Compare that with the thickness of new pads to see just how much usage you get out of air disc brake friction. Before installing the new pads, take some time for a preventive maintenance inspection: ● Using the shear adapter, extend the tappets and inspect the tappet boots to make sure they are not damaged or contaminated with dirt, which can cause them to bind. ● Inspect the guide pin boots: Push the caliper all the way inboard to open up the boots and check them for damage and contamination. ● Look over the tappets, seals, and bushings. If components are damaged they must be serviced. Use the brake manufacturer’s service data sheet to determine

SAFETY RECALLS Daimler Trucks North America is recalling certain model year 2015 Freightliner Cascadia, 122SD, and Business Class M2 trucks manufactured March 20, 2014, through April 10, 2014. Due to an axle manufacturing error, there may be weak spots in the beam of the affected axle assemblies. The axle weak spots could cause the axle beam to bend or cause wheel separation, increasing the risk of a crash. Spartan Motors Chassis, Inc. is recalling certain

T R U C K PA R T S & S E R V I C E |

The following are safety recalls issued by the National Highway Traffic Safety Administration:

model year 2013-2014 Gladiator emergency vehicles manufactured Oct. 22, 2012, to Feb. 12, 2014. In the affected vehicles, a high pressure fuel fitting may make contact with the aluminum engine tunnel overlay causing the fitting to wear and possibly leak fuel. If the fuel fitting leaks in the presence of an ignition source, there is an increased risk of fire. Volvo Trucks of North America is recalling certain model year 2011-2015 VNL

September 2014

the right kit, which should include the components as well as any special tools to ensure that new bushings are set at the proper depth. Note that slide pin lubrication is not required. Air disc brakes are lubricated for life and do not need grease fittings or oil spray as long as the components remain uncontaminated. When the inspection is complete, make sure the tappets are fully backed off so they are flush, and slide the new brake pads down into position. They will go in only one way, with the friction facing the rotor and the pad springs at the top. Once the new friction is installed, replace the pad retaining bar and fasten it in place with the pin, washer, and clip found in the replacement service kit. With the 10 mm socket wrench or ratcheting box wrench, turn the shear adapter clockwise to adjust the tappets until the new pads make enough contact with the rotor to stop it from free-wheeling, then back it off – counterclockwise – three clicks. Replace the cap that covers the shear adapter, and the pad replacement is complete.

and 2014-2015 VNM trucks manufactured Nov. 17, 2010, through Feb. 5, 2014, and equipped with enhanced cruise control and without side fairings. In the affected vehicles, the active braking component of the enhanced cruise control can become disabled. If the active braking feature becomes disabled, the vehicle may not automatically activate the brakes as intended when the enhanced cruise control system is in use, thereby increasing the risk of a crash.

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DOTY Finalist

Sadler Power Train

adler Power Train has added 10 employees in the last year. When he says it out loud, John Sadler can barely believe it. Ten people. “That’s big. We rarely have [a year] like that,” says the president of the back-toback Truck Parts & Service Distributor of the Year finalist. “But then when I look around, everyone is still so busy. That’s when I realize how blessed we are to have the people we have; that they can do so much for us.” Employees have been the cornerstone of Sadler’s operation for nearly 60 years. The company originally opened as Sadler Machine, Inc. in 1958. It entered the parts business in the 70s, and now operates four distributor locations in addition to its machine shop throughout central and eastern Iowa. Throughout that time, John

Sadler says his family has always relied on its talented staff to help point the company in the right direction. “I was born with the name that’s on the building, but I’m only as good as the other people inside here,” he says. “We have 40 people here [at our Cedar Rapids, Iowa corporate office], which means there are 39 other people who have ideas on how to make this business great … And we value every one of them.” Sadler says the company’s employees return the favor through dedication and hard work — both of which are traits Sadler looks for when adding to his team. “If you can find people that grew up working hard and take pride in their work, they are going to do the same for you,” he says. Sadler Power Train employees average having been with the company for nearly

Sadler Power Train at a glance

T R U C K PA R T S & S E R V I C E |

a decade. Several managers have 30-plus years at the business, and Sadler himself is in year 42 with the family business. His two sons also are active in the operation. It’s a company people want to work for. Sadler says two of this year’s new hires were actually former employees itching to come back. The company has even recruited internationally. “We recently hired a technician from Guam. He had been an Internet customer of ours for a while and we got to know him. When he and his family decided to move we added him to our team,” Sadler says. The company needed all the help it could get when moving to its new, expanded While its brick-and-mortar stores are only located in Iowa, Sadler Power Train’s online presence allows it to sell parts on a global scale.

Source: Google Maps, Sadler Power Train

Sadler Power Train opened a new, expanded location in Davenport, Iowa earlier this year to help better serve its Quad Cities customers.

September 2014

location opened in Davenport, Iowa in March. “We started moving everything [from the old location] on a Friday afternoon and we were open for business at the new store first thing Monday morning,” Sadler says. “Everyone did such a great job getting the new place going. “We didn’t want to be closed too long and be unable to serve our customers.” Looking ahead, Sadler doesn’t expect the company’s strategy to change. “We want to continue to do our best to service our customers.” More information on Sadler Power Train, headquartered in Cedar Rapids, Iowa, can be found at www. sadlerpowertrain.com.

Congratulations

2014 Successful Dealer Award Recipient

Sponsored by:

To learn more about the Successful Dealer Award please visit us at www.successfuldealer.com

By Lucas Deal, Editor lucasdeal@randallreilly.com

Cover Story

Four steps to a conflict resolution 16

T R U C K PA R T S & S E R V I C E |

September 2014

Cover Story

onflicts with customers are unfortunate yet unavoidable. No one achieves 100 percent customer satisfaction all the time. But even though conflicts can’t be eliminated, they can be controlled. Through well-developed conflict resolution strategies, aftermarket operations can minimize customer conflict triggers and create simple, repeatable solutions to right their customers’ wrongs. Here are four tips for building a conflict resolution plan in your operation.

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You can’t do anything to address a customer complaint until you know exactly why they’re mad, says Chas Voyles, regional manager of fleet services at Navistar, and chairman of the Technology and Maintenance Council’s (TMC) Service Provider ‘Conflict Resolution’ task force. To do that, you have to listen, which Voyles says is sometimes easier said than done. “People struggle with listening,” he says. “When a customer comes in complaining it can throw you off; a lot starts going through your head. If you aren’t focused on listening, you can miss the root cause of a problem.” Voyles says his task force has identified a number of tips that can help in listening and grasping a customer complaint. Among the tips are retreating to a private location, allowing a customer to speak first and taking notes during all conversations. (For more on documentation, see page 22.) Each aspect is valuable, Voyles says, because it puts you in position to dedicate all your attention to the customer. Away from distractions, some conflicts can be ended in one or two conversations. “Listening is very important because a lot of times a customer will take [a conflict] personal when it’s not,” adds James Williams, senior director of vendor relations at FleetNet America. “If you don’t listen, they can take it that you don’t care, and that’s no good for either side.” When listening it also helps to be sympathetic, Williams says. While some customers will exaggerate the severity of their complaints for sympathy, most customers aren’t going to complain unless they’ve been seriously inconvenienced. And not every customer who shows up angry is angling for a discount. Showing a customer a willingness to sit down and intently listen to their concern can sometimes be all they really need, says Kenneth Calhoun, vice

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Cover Story

president of customer relations at Truck Centers of Arkansas. “I can’t tell you how many times I’ve had a conflict get to me only to discover at the end of the day the customer just wanted to find someone who was sympathetic to their situation,” he says. “They didn’t expect us to fix everything; they just wanted to speak to someone who cared [about it].”

Conflict resolution process flowchart

Conflict occurence

Acknowledge

Isolate customer from public setting

Listen to customer’s complaint

Research the issue (gather the facts) Ask for clarification

Acknowledge understanding of the conflict

Is root cause identified?

Yes

Escalate to higher level

Offer possible resolution

Is resolution acceptable?

Determine escalation to higher level

Conflict resolved

Record event for further analysis

Follow up

T R U C K PA R T S & S E R V I C E |

September 2014

Once you know exactly what’s wrong you can start looking for a solution. Voyles says once a customer has finished airing their grievances it’s a good idea to briefly reiterate their feelings back to them to ensure you’re both on the same page. If you were attentive when they spoke and took succinct notes this might not be necessary, he says, but it can put the customer at ease because it shows them you were listening. When you offer your first thoughts on a solution, it’s important to be descriptive, but also composed and professional, says Brian Mulshine, director of operations technology and innovation at Rush Enterprises. Defensively responding to an angry customer with more anger significantly reduces the likelihood for a quick resolution, and can have long-lasting consequences. “You have to be professional. That is just so critical,” he says. “[In training] I always tell my people to lead with facts and evidence. Talk about what happened and what needs to be fixed. It’s not personal and shouldn’t be treated as such.” You also need to be fair. Downplaying a customer’s problem and/or your impact on said problem will get you nowhere. This is why it’s so important to let a customer speak first, says Voyles. It allows you to hear everything they have to say so you can formulate a response that best fits their needs. “Most situations are resolved by listening and understanding, then responding as necessary,” says Calhoun. It’s also important to be willing to compromise. A customer who has lost freight business due to a mistake in your facility likely expects to be compensated for their downtime. You have to be prepared for that, and be willing to accept that demand. But you shouldn’t feel obligated to refund a customer’s money after every complaint. As mentioned above, not every complaining customer is looking for a discount on their bill. Others want you to know they were disappointed with their service, or felt your operation handled their business poorly. Calhoun says those complaints are invaluable, because they give your business a chance to get better. “I’m the absolute worst kind of customer because when something goes bad for me I’m going to pay my bill quietly, and make a note of where I just left because it will never, ever happen again,” he says. “I will never go back. “So anytime a complaint is escalated to me I always tell the customer ‘Thank you. Thank you for voicing your concern, and letting us know where we can improve.’” Adds Williams; “A lot of times it’s not about the money. A lot

Cover Story

ability,” says Michael Riemer, vice president of products and channel marketing at Decisiv. “You build trust [with customers] when you’re transparent about what you’re going to do.”

When a customer has a problem its a good idea to take notes so you are completely sure you know what to fix.

of times the most important piece [of a solution] is ‘What are you going to do to keep this from happening again?’” And when both sides finally agree to a solution, write it down. This gives both sides a step-by-step timeline for resolution and minimizes the risk of an angry flare up before the job is done. “Think about any relationship you have with a customer, and how much smoother it is with transparency and account-

When you have a solution on paper it’s time to follow through. Do exactly what you said you were going to do, Williams says. “If you tell a customer you’ll call back tomorrow with more information, you have to call them back — even if you don’t have more to tell them,” he says. “The customer wants to know that you’re going to do what you’ve set out to do.” “Customers want to be kept in the loop, and if you can make them feel like you have an open dialogue and you’re working off the same sheet of music you can develop confidence and trust in your process,” says Riemer. Follow the timeline you created during your meeting with the customer.

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Cover Story

Keeping a customer informed of how you plan to resolve his problem is a good way to get them back on your side, and keep them when the conflict is resolved.

If you hit a snag and risk falling behind, let the customer know. If the repair is going to cost more than estimated, let the customer know. Get approval on each step before moving forward on your path. And if your customer has concerns at any point, or reescalates the conflict when trouble occurs, go back and discuss it, Voyles says. One conflict is bad enough, but angering a customer while working toward a solution puts you at risk of losing that customer forever. “Sometimes you have to start peeling back the onion,” Mulshine says. “You have to go through the bill one line at a time” until you find the exact source of their concern. And just like Steps 1 and 2, document everything. There are business systems available in today’s market that will automatically send updates to customers (through their preferred method of communication) when you update their repair order, assuring them that the job is moving forward as planned. “When customers realize that data is available their eyes light up,” Riemer says. Also make sure copies of your records are provided to the customer at the conclusion of the conflict. Proof of your efforts reduces the likelihood of another callback.

Don’t close the book on a conflict when a customer leaves. Calhoun believes the most important step in managing conflicts in your business is what you do immediately afterward. Taking time to evaluate your team’s performance during a conflict can improve your responses in future conflicts.

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September 2014

“That component is absolutely critical and yet it’s so hard to do,” says Calhoun. “When a customer leaves there’s a natural feeling to say ‘Whew, glad that’s over,’ but it is absolutely imperative if you are looking for improvement that you look at why things went south. “You have to ask, ‘Was [the conflict] actually resolved, or is it just over?’ There is a difference.” “If you don’t know where you’re making mistakes you’re going to make them again,” adds Williams, who notes employees should be encouraged to actively participate in these discussions. They are on the front lines and have the most experience operating your conflict resolution strategy. Allowing them to make changes when necessary will empower them when the next conflict comes along, he says. Any changes made to your resolution strategy should be communicated to other staff members as well. “You have to give your people the tools to be successful,” Williams says. Follow up discussions also allow you to reduce the risk of related conflicts moving forward, says Voyles. Addressing a problem your team made can get them back on the right track before one mistake leads to a trend. “Nobody in the service provider business is perfect. Nobody gets it right every time,” he says. “You’re going to have some sort of conflict almost every day. But if you are willing to learn from those conflicts you can build a stronger business.”

Empower your employees While this article addresses what you need to do during a conflict, it’s likely you personally aren’t the point of contact for every customer complaint. That’s OK. Trying to manage every customer complaint and conflict on your own would be a poor use of your time. A better way to deal with conflict is empower your employees to follow a resolution strategy you’ve installed in your business. If you can create a hierarchy of conflict scenarios, and instruct your team as to when you or other management need to be briefed on a complaint, you can significantly improve your resolution time. “What empowerment does for morale and your business as a whole is so important,” says Kenneth Calhoun, vice president of customer relations at Truck Centers of Arkansas. “When you start empowering people to make decisions on their own, you don’t have to be a full-time firefighter.”

By Lucas Deal, Editor lucasdeal@randallreilly.com

Service Bay

Critical event recording Taking good notes can help resolve a customer conflict 22

T R U C K PA R T S & S E R V I C E |

September 2014

Service Bay

ew scenarios are more stressful to a service department than a customer complaint. They appear out of nowhere and can turn your entire operation upside down. While this month’s cover story tackles the steps necessary to wade your way through such conflict, it’s also important to expand on one specific aspect of conflict resolution — documentation. Recording your actions during a critical event is crucial. In a situation where tempers run high, the ability to show your work as you move toward resolution offers customers, and your team, valuable peace of mind. It keeps everyone in the loop. But it’s not easy. Building a documentation strategy for your operation requires a willingness to dedicate time before, during and after a crisis to making your business better. The first step in recording a critical event actually comes well before an event occurs — you have train your people on the importance of documentation, says Chas Voyles, regional manager of fleet services at Navistar, and chairman of the Technology and Maintenance Council’s Service Provider ‘Conflict Resolution’ task – Kenneth Calhoun, vice president of customer force. relations at Truck Centers of Arkansas Customers don’t give lead time on complaints. When something goes bad you hear from them immediately, and in most cases they expect immediate support. Training an employee to withstand an angry customer’s first call puts you on the right track to a resolution, but unless they also are trained to record what they’re doing in those early moments, you are at risk of losing valuable information. Voyles says there’s a benefit to knowing how an employee handles an initial complaint for training and reference purposes, especially considering the circumstances. “Their mind is going a million miles an hour,” he says. Training also can ensure your staff knows how to record different aspects of a conflict. Fielding a complaint from an agitated customer can be an overwhelming task. You don’t want to make it any harder on your

We simply don’t have the manpower and available time to record everything. We have to create repeatable systems that offer simple and easy ways to record [those interactions].

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Service Bay

employee by requiring them to record too much, says Kenneth Calhoun, vice president of customer relations at Truck Centers of Arkansas. “In our industry everything comes at us at a very, very high rate of speed,” he says. “We simply don’t have the manpower and available time to record everything. We have to create repeatable systems that offer simple and easy ways to record [those interactions].” An easily accessible list of dos and don’ts can offer your employee valuable support during the first minutes of a call, adds James Williams, senior director of vendor relations at FleetNet America. From there it’s just a matter of employees sticking to their training, he says. Not everything your employees and customers say must be recorded verbatim — though if you have the technology to record phone calls Williams strongly recommends using it — but all important points regarding customer complaints and your team’s responses should be recorded, along with the time and date, in your management system. This information should then be passed along to your customer as the situation progresses. This is incredibly important, Williams says, because it shows your customer you are dedicated to solving their problem,

Taking notes isn’t just valuable during conflicts. Service writers and technicians should record the status of all repair orders and should be able to identify a repair based on their documentation.

and offers indisputable proof that you have taken action. One of the worst things a service provider can do during a conflict is tell a customer they will ‘fix it’ but not update them on how, Voyles says. When a customer is angry they need reassurance, they need to know you’re doing something, he says. Providing documentation allows them to see the steps you’re taking to make things right. “One of the interesting dynamics in our industry is lack of communication can create distrust,” adds Michael Riemer, vice president of products and channel marketing at Decisiv. “Customers want to be kept in the loop, and if you can make them feel like you have an open dialogue … you can develop confidence and trust

Three Dos and Don’ts of Critical Event Recording DO Listen: You can’t take good notes if you aren’t a good listener. Be concise: Don’t write a book. Just get the most important points. Follow up: Check with customers to ensure what you’ve recorded is correct.

DON’T Get angry: The customer isn’t mad at you; they’re frustrated by the situation. Overlook small interaction: Everything should be documented. Even a two-minute call. Immediately discount: Then you don’t get any notes, or have any idea what really went wrong.

T R U C K PA R T S & S E R V I C E |

September 2014

in your process.” And event records shouldn’t be forgotten once a conflict is resolved. Voyles says what you do with your notes post-resolution might be the most important step in avoiding, or resolving, a similar issue in the future. First you should review them. Voyles says he advises International dealers to schedule a meeting after resolving any major conflict to discuss how the event was handled. Notes come in incredibly handy during these meetings, he says, offering a timeline for how both sides acted during the process. “Nobody gets it right every time,” he says. “What’s important is that you look at your flaws and you try to get better.” These meetings also allow you a chance to tinker with your dos and don’ts and recording methods for future conflicts. “That’s big for us,” says Williams. “We know the importance of not continuing to make the same mistake.” Then once you’re done reviewing your records you want to make sure they’re easily accessible. Whether they are in your department management system or in an old-fashioned filing cabinet, records need to be easy to find. You never know how long

Service Bay

Customers want to be kept in the loop, and if you can make them feel like you have an open dialogue … you can develop confidence and trust in your process. Computer kiosks in your service department simplify the note-taking process for busy technicians.

it’s going to be until that customer comes back with another complaint, or another customer has a similar problem. And remember, simplicity helps. Irritated customers are stressful

enough; don’t let your recording process cause your team any additional anxiety. “One thing we have to be cautious about in our industry is we don’t administrate ourselves to death,” says Calhoun.

– Michael Riemer, vice president of products and channel marketing at Decisiv

“We can’t get bogged down trying to record these events and add even more to our plates. [Event] recording has to be something we mesh seamlessly into our operation.”

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Marketplace

Air Slide Assembly Stainless Steel Fenders Hogebuilt has introduced a new line of stainless steel full tandem fenders. The new mid-grade product line provides the distinctive Hogebuilt look with a 3 in. signature flange produced in 14 gauge 430 bright anneal stainless steel, the company says. The fenders are handcrafted featuring a mirror shine and available in both regular (5506) and low rider (5556) versions. The fenders in this new line will carry Hogebuilt’s standard one-year warranty, the company says. Hogebuilt, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

Fontaine Fifth Wheel’s LWB Air Slide assembly was released for OEM production in 2013 and is now available in the aftermarket, the company says. The LWB replaced the ATB, long the standard moderate duty air slide lower assembly. The new unit adds several features including a smaller footprint on the frame – the 24 in. slide LWB assembly is 6.5 in. shorter than the ATB; weighs less – there are weight advantages of 10-20 lbs. compared to the ATB assembly depending on the height and slide length; assemblies can be built with 6000, 7000, or 7000 Clean Connect Low Lube top plates; mounting heights range from 6¾ in. to 10¼ in.; slide lengths available from 12 in. to 48 in.; and the LWB can be installed where the ATB was installed originally, offering immediate weight and space savings. Fontaine Fifth Wheel says the LWB is rated up to 55,000 lbs. vertical load and 150,000 lbs. drawbar pull rating. Fontaine Fifth Wheel, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

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September 2014

Marketplace

Trailer Diagnostic Adapter Noregon Systems introduces the Noregon Trailer Diagnostic Adapter. The new adapter provides technicians with a single source solution for

the diagnosis of trailer ABS issues, the company says. Noregon says its Trailer Diagnostic Adapter works with all trailer ABS software applications (Bendix ACOM – Trailer, Meritor WABCO TOOLBOX,

Haldex ABS and Wabash ABS for PLC) and will also work with JPRO Commercial Vehicle Diagnostics – Heavy Duty (2014 v1.1). Noregon Systems, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

New Fan Blade Horton announces its most efficient fan blade to-date, the WindShift WSE, has been computer-optimized to provide a superior combination of increased airflow and reduced operating noise. The WindShift WSE Modular Fan is available in diameters of 21 to 41 in. (610 to 1040 mm) and 2.44- to 5.94-in. (62 to 151 mm) pitch widths. Other WindShift blades include WSC and WSD, which Horton says are engineered for lowrestriction airflow applications and fit a narrower, more compact space. WindShift modular fans are offered in pitch widths ranging from 1.88 to 6.32 in. (48 to 161 mm) and diameters from 24 to 52 in. (610 to 1320 mm). Fans are provided with 3 to 16 blades, equally spaced or staggered to modulate system noise, the company says. Horton, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

Redesigned Trailer Hub Webb Wheel OEM says it has redesigned its 25,000 lb. axle-rated TN trailer hub to make it lighter and to simplify brake drum installation. The new 2023 hub weighs 3.5 lbs. less than the previous design resulting in the lightest ductile iron hub available for 25,000 lb. rated TN trailer axles. The new Webb TN trailer hub is a direct replacement for all current 2123 and 2023 hub applications. All future production will incorporate the redesigned elements, Webb says. Webb Wheel, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

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Marketplace

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Hendrickson Truck Commercial Vehicle Systems introduces its new Progressive Load Spring (PLS) for HaulMaax vocational rear suspension system. The PLS is an elastomeric spring which works in concert with the bolster springs in Hendrickson’s Vari-Rate Spring system. The company says its new Progressive Load Spring will improve the reliable HaulMaax rear suspension system by providing key advancements in ride quality and stability. The PLS is continuously engaged, thus providing excellent unloaded ride performance. As payload increases, the spring further engages and functions together with the rubber bolster springs to provide additional stability. Hendrickson says PLS’s constant engagement also eliminates the need for shim adjustments for most applications, resulting in reduced maintenance and lowered cost. Hendrickson, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

Gates has introduced new diesel exhaust fluid hotline selective catalytic reduction (SCR) hose assemblies, which are used used by more than a million Class 8 vehicles equipped with SCR systems. Gates says its patented carbon fiber heating system provides faster thaw times, lower amp draw and more uniform heating than OE heated-wire designs. In cold weather, vehicles are up and running sooner conserving fuel and improving efficiency, the company says. Over-molded quick connectors keep dirt and grime out of critical connections to prevent premature system failure, Gates says. Gates Corporation, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

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September 2014

Marketplace

High-Output Alternator Remy International, Inc. has launched the Delco Remy 38SI, its latest highoutput alternator. With this high-efficiency, mid-range amperage alternator, Remy says it offers customers a comprehensive portfolio of high output products. The 38SI also has the highest

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Dewalt has introduced a new line of air tools for technician professionals, including a 1/2 in. drive heavy duty impact wrench, a 3/8 in. drive air ratchet, a 3/8 in. reversible drill, angle die grinder, and palm sander. The tools are designed with unique features for easy operation and control, to deliver premium performance, Dewalt says. Dewalt, Text INFO to 205-289-3544 or visit www.tpsdigital.com/info

Heavy-Duty Cutting Tool Milwaukee Tool continues to expand its hand tool offering with the launch of two new Long Cut Snip Solutions. Backed by Milwaukee’s Limited Lifetime Warranty, the new Long Cut Straight Snips provide 3 in. cut length through 20 gauge cold rolled steel, while the Long Cut Offset Snips slice through a 2.5 in. cut length, Milwaukee says. The Long Cut Offset Snips also feature a 45-degree angle, which keeps users’ hands above the cutting material for added protection and control, the company says.

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S & S Truck Parts, Inc.

800-621-1558

Rig Dig

800-633-5953

S & S Truck Parts, Inc.

800-621-1558

SKF Automotive Division

800-882-0008

Water Cannon

800-333-9274