Medhat Ashry

Duties:

Working with relevant divisions to develop the dealer network and meet principals’ requirements (KODAWARI programs).

Working with relevant National managers to secure the right resources needed to hit the budgeted targets.

Developing new revenue-generating programs such as VHC.

Establishing TPS and Quality Control programs.

Establishing and implementing customer engagement programs.
Analyzing CS survey results and evaluating feedback to take countermeasures.

Implementing key service and retail parts & accessories projects for improving business profitability. Managing budget (exceeding or meeting financial targets)

Developing corrective action plans for improvements within individual service center.

Setting strategies for customer care including 5-year strategic plan for business growth

Managing the customer engagement reviews with each brand service & parts center.

Tracking the progress of PDCA action plans related to improvement areas, within set priority parameters.

Achievements:

Awarded “Preferred Manager” Award from the Group Vice Chairman due to my sincere attitude and professionalism

Established new human capital strategy that increased employee loyalty, training certification objectives, manpower productivity, service capacity & utilization and competent workforce to enhance after-sales revenues.

The Group has achieved the highest level in after-sales customer engagement (satisfaction) in the UAE (DMM project).

Led the after-sales management teams to successfully complete the yearly business plans achieving the set targets of service retention, retail accessories & parts targets, FIRFT and related elements.

FIRFT ratio increased from 72% to 90% with the same resources.

After-sales targets were always exceeded and in many instances new monthly records were achieved (March & May 2014).

Customer retention ratios exceeded yearly targets leading to new vehicle sales leads

Developed certification programs for both sales & after-sales employees.

Duties:

Manage a team of 6 operational managers to optimise the after-sales operations in 4 outlets across Kuwait

Establish P&L targets for each branch with specific focus on Body & Paint outlet

Work closely with Principals (Mistubishi and Fuso of Japan) to enhance distributor-manufacturer relationships and cooperation through different activities

Prepare annual after-sales dept. targets analysis and external environment analysis (gross profit, labor revenue, No. of vehicles serviced, CSI productivity, efficiency, retention etc.) for each after-sales facility and set yearly/ monthly targets.

Develop after-sales strategy for the financial year and finalize measures and targets by drawing Review SWOT participation from all key personnel in the service department


Organize, lead, motivate and manage the after-sales function and establish systems to become the best vehicle service provider in Kuwait by offering outstanding work quality within agreed time frames, working to high standard giving excellent customer satisfaction


Monitor efficiency and effectiveness of all branches service provided at all customer contact points across all locations and Promotions and identify areas of improvements & Campaigns

Motivate the service team and maintain high morale toto service advisors Recommend training need for eachachieve highest level of service to customers.

Guiding team in planning their work and assisting them in difficultsubordinate Timely conduct annual performance assessment of the servicesituations department team members.


Conduct site visits to each location regularly to ensure business performance.


Managing all Group Profit & Loss (P&L) activities (Express Service, PDI, General Repair and Body & Paint centers).

Optimizing cost and processes.

Setting retail standards and operating procedures (SOP).

Restructuring organization to optimize resource utilization and effectiveness.

Establishing annual financial targets/ KPI’s.

Establishing 5-year strategic plan for network development and budget forecast.

Providing effective communication and support (service network reward programs).

Analyzing trends to determine methods for goodwill expense reduction.

Coordinating with the marketing department on aspects of media campaigns.

Working with the sales management to evaluate impact of service certifications.

Developing sales & after-sales network across Kuwait (vehicle sales, service and parts & accessories centers).

Identifying performance and skill gaps of the overall performance of network sales, service and retail parts & accessories (customer focused training, service adviser and retail parts executive training and others.

Developing new campaigns and packages to ensure highest level of profitability.

Monitoring KPI's to analyze problem areas and implement corrective actions.


Achievements:
Revenue targets were always exceeded (Net Profit increased to 28%).

Redefined mystery shopper activities

Al Mulla Group has been ranked the top in after-sales customer satisfaction.

Established a new quality audit & dealer development program to enhance quality of each stage of the customer value chain.

Established new test-drive techniques.

Improved the workshop management system (labour sales and parts & accessories per vehicle).

Enhanced questionnaires used by mystery shoppers.

Service revenue targets have been met with increasing customer engagement levels.

Within one month, I established and ran M R System that doubled generated service revenues. (This has never happened in the Group history)

Duties:

Handling after-sales service operations of MENA Dealers and ensuring readiness for new product introductions.

Carrying out dealer development (Honda Dealer Clinic for revenue generation). Guiding Distributors on their service business improvement (customer satisfaction, customer-paid activities, HQSP certification & training standards, accessories & parts sales improvement, retention projects and overall standards)

Visiting distributors to implement customer retention programs.

Conducting after-sales management reviews and seminars to regional Distributors (in countries like Saudi Arabia, Morocco, South Africa, Bahrain, UAE, Oman, Qatar and Syria). Timely submission of detailed activity report covering the event and pointing out findings for business improvement.

Improving Customer Satisfaction and identifying areas for improvement for dealer management.

Managing the budget and preparing annual plan including financial reports.

Participate in all applicable Honda Japan management seminars to enhance my leadership (Japan over 10 times and Europe over 6 times).

Communicating monthly dealer specific retail parts sales targets.

Achievements:

Implemented “Fix It Right First Time” programs and many others that increased revenues and enhanced CS.

Developed new after-sales training programs and introduced new methods to MENA such as (IST) & e-learning.

Introduced new diagnosis systems including HIM system and other dealer management systems that enhanced after-sales activities and customer experience.

Supported the Research & Development departments (USA and Japan) in their tests to ensure highest product quality of new vehicle launches (New dual-zone air conditioning and New Pilot).

Introduced a new Qualification System for Service Personnel (HQSP Program).

Introduced new programs such as Honda-Service Management Action Renovation and e-Learning method to enhance dealer profitability.

Customer Satisfaction Index improved across several GCC.

Duties:

Assisting the Head in implementing different programs from Craft level (NVQ) to British (BTEC) National Diploma Certificate in Automotive Service (A 3-year full-time program post high school).

Coordinating with the BTEC higher council in the United Kingdom to implement all their requirements in Bahrain.

Designing new training programs to meet demands from the automotive industry in Bahrain.

Assisting the Head of the Mechanical department in marketing automobile training courses to the industry and setting up exams and evaluation criteria as per the general strategies of BTI & BTEC

Achievements:

Increased revenues by developing specialist courses for the industry and selling them (Heavy Duty Truck Service for Bahrain Defense Force and Service Adviser Programs Level 1 and 2 for service advisers). This was the first time ever for the Institute to generate revenues through marketing special courses

Developed new training programs, running them, delivering those programs, developing curriculum and training materials.

Developed the curriculum, materials and preparing the required physical resources for new modules (UK First Diploma in Automobiles).

Improved the image of the automotive business and increased the number of sponsoring automobile distributors.



Training Courses that I actively participated in are:

Course Title Duration Date Venue
Diesel Engine & Fuel Supply Systems 1 month July 1990 Cairo,
Automotive Workshop Training 1 month August 1990 BMW Service Center, Cairo
Electronic Fuel Injection 1 week July 1994 Toyota Training Center, Bahrain
General Mechanical Course 2 weeks April 1995 Toyota Training Center, Bahrain
Advanced Service Training Course 2 months Oct.-Nov. 1995 Toyota Training Center, Japan
New Mechanisms & Hi-Technology 2 days Sept. 1998 Toyota Training Center, Bahrain
New Model Course 2 days Sept. 1999 Europe Training Center, Gent, Belgium
UAE
Service Management (Basic) Training Course 5 days May, 2001 Training Center, Prague, Czech Republic
New Model & S.M.A.R.T. Training 3 days July, 2001 Training Center, Tokyo,
Japan
European Technician Contest 4 days April 2002 Technical Center, London,

New Basic Service Management Training Course 10 days September 2003 Training Center, Tokyo,
Japan
Advanced Service Management Training Course 10 days July 2004 Training Center, Tokyo,
Japan
Technical Training For New Model Vehicle 5 days November 2005 Training Center, Tokyo,
Japan
Leadership Seminar For Managing Directors & General Managers 2 days December 2005 Grand Hyatt Hotel, Dubai,
UAE
New Model Course 5 days September 2006 Training Center, Tokyo,
Japan
New Model Course 4 days December 2006 Training Center, Tokyo,
Japan
Job Evaluation by Ernst & Young Consultancy Co. 1 day April 2007 Training Center, Shuwaikh,
Kuwait
Competency & Career Management by Ernst & Young Consultancy Co. 1 day April 2007 Training Center, Kuwait,
Kuwait
Balance Score Card & Performance Management by Ernst & Young Consultancy Co. 1 day May 2007 Training Center, Shuwaikh,
Kuwait
Sales Training 2 days July 2007 Dubai Training Center,
UAE
New Model Technical Training 4 days July 2007 Dubai Training Center,
UAE

Duties:

Customer care and implementing the Toyota sales process, ensuring complete customer satisfaction

Increasing accessories sales through negotiation and identifying needs

Launching new service campaigns to enhance customer satisfaction & revenues in accordance with Toyota Motor Corporation.

Communicating with Toyota Head Office in Japan to process warranty claims.

Implementing Toyota Quality service elements (service center development, technical field visits and enhancing customer experience)

Supporting the marketing department in its automobile sales campaigns and new model launches.

Carrying out field visits to follow up dealer development programs (upgrading workshop activities and increasing efficiency) and expanding service dealer network.

Technical Report Writing (Analysis of technical problems & preparing Vehicle Quality Reports)

Communication with the Overseas Service Division of Toyota Japan regarding service bulletins, vehicle accessories marketing procedures and special service campaigns.


Achievements:

Within few months of managing the service department, I was able to get a good award for the service department at Toyota Egypt from Toyota Motor Corporation, Japan, in the annual “Parts & Service Award Program”. First time in the history of Toyota Egypt.

Expanded the dealer service network by 30% (adding 2 new centers in Cairo and Alexandria)

Current service dealers improved and more SST tools were ordered that led to enhancing quality of repair.

Remarkable improvement in Customer Satisfaction Index in many aspects of the service operations.