Making life easier for the motorist
An Autoglass case study

Page 1: Introduction

Anyone who has experienced a broken windscreen will know the sickening feeling of frustration and helplessness this can cause. Autoglass’ central philosophy is making life easier for the motorist. Autoglass as we know it today has its origins in two separate companies. In 1969, Tony Bates started a small family business in Bedford called Windshields, which became well-known for its...
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Page 2: The Autoglass vision

The merger in 1984 brought together two very different firms, one a family business and the other much more process orientated. Nevertheless, the two complemented each other and this enabled the development of a ‘people first’ culture. Above all, Autoglass wanted to change from simply a garage service company into a customer service company. On average, a motorist will need to...
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Page 3: Delivering the vision

In addition to all elements of the circle of success being measurable, Autoglass has pioneered a number of initiatives to deliver this vision. Autoglass was:- the first to train fitters to the highest NVQ standards - 80 per cent of all Automotive Glazing NVQs awarded have been earned by Autoglass employees the first to specialise in vacuum filling windscreen repairs, which is 70% cheaper than...
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Page 4: Customer satisfaction

Customer satisfaction has always been the company’s priority and every possible technological innovation has been adopted to make life easier for its customers. Autoglass was one of the first companies in the UK to introduce a centralised call centre. This provides an initial point of contact for a rapidly growing number of customers over an increasingly wider geographical area. The first...
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Page 5: Training and development

One of the most important issues is the training and development of the human resources across the company. Autoglass recognises the importance of investing in a highly skilled, effective workforce. Training has also been recognised by many theorists as one of the most important ways of motivating a firm’s employees. The Autoglass training strategy has centred on tailored initiatives aimed...
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Page 6: Conclusion

Autoglass has conducted a detailed telephone survey of 20,000 customers to identify what drivers actually want, rather than what Autoglass believes customers want. The results showed that customers wanted a choice between a mobile service and visiting a branch. Independent research shows that Autoglass customers are significantly happier than those who use the competition and an enormous 92% of...
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