A customer purchased a used vehicle 7 months and 6000 miles ago which has now broken down. We believe the failure is a result of wear and tear but the customer is not happy and is behaving aggressively towards us.
What can we do?
Try and minimise the complaints you are likely to receive by ensuring that all vehicles you offer for sale are thoroughly inspected and are roadworthy. Such an inspection will minimise the risk of vehicles breaking down close to the point of sale. Tim Milsom a Motor Trade Lead Officer for the Trading Standards Institute recently provided RML with an inspection sheet that Tim would like all Motor Traders to complete. Once completed Tim would like it made available to potential purchasers so they are aware of the results of the inspection.
A copy of the Pre Sales Inspection Sheet can be downloaded free here.
If vehicles are inspected thoroughly prior to the customer purchasing perhaps a percentage of defects would be noted and rectified minimising the potential for customers to get upset.
Admittedly there will be a cost associated with undertaking an in-depth inspection which no doubt would need to be added to the sales price of the vehicle.
Prospective customers would be able to see that the vehicle had been thoroughly inspected and prepared for sale, thus justifying the fact that the vehicle is advertised at the higher end of the pricing range.
If you download the sheet and begin to use it please ensure that this does not become a ‘box ticking’ exercise. The sheet records your actions and is there to provide structure to your vehicle preparation regime. It can help the business demonstrate that it is operating to a professional standard; however it can also expose you to risk if it is not accurately completed.
Once the sheet is completed you are essentially making a statement as to the condition of the vehicle when it was inspected. The statement must be accurate otherwise you will be treating prospective customers unfairly and are exposing the business to a risk of prosecution by Trading Standards.
Admittedly not all customers would be prepared to pay a little more for a well prepared vehicle, however perhaps the customers that only purchase on price are not the ones that you should be looking to market to?
In returning to your question about the aggressive customer it is difficult to provide advice with regard to this problem because there is a considerable amount of information not disclosed.
In dealing with the customer initially try and appreciate that the vehicle he has purchased is probably a high value purchase which is important to the customer. Perhaps a face to face meeting may be appropriate to try and resolve the problem; however a meeting may not be appropriate if the customer is being aggressive and physically threatening.
If that is the case then it may be appropriate to write to the customer and formally inform him that he is not to return to your premises unless a mutually convenient date and time is agreed with you for him to attend a meeting.
You have a duty to protect your employees and provide them with a safe working environment so if possible you should try and prevent their exposure to aggressive and intimidating behaviour. Drafting a letter to an aggressive customer, who has a problem with a vehicle you supplied, and who you are asking not to visit your premises can be a delicate balancing act. If you subscribe to RML we would strongly suggest you allow RML to draft the letter which you can then use or amend as you think appropriate.
Whether the customer is aggressive or polite, try and establish the cost of rectifying the fault and consider the cost to you of managing, or having to deal with, the complaint. It may be commercially sensible to repair the vehicle or offer to contribute to meeting the cost of the repair, rather than having to argue the point in court.
If you are unable to resolve the matter amicably then you should write to the customer and explain the reasons why you have been unable to resolve the matter. You should also make them aware of the Alternative Dispute Resolution services available to the consumer, and whether you would be prepared to use one of these services.
It is important to record all your complaints, and calculate how many complaints you receive as a percentage of vehicles sold. Complaints sometimes come together and can make the sale of vehicles and the dealing with customers extremely burdensome.
If you know the percentage of complaints to vehicle sales this will help you appreciate that you have just had a number of complaints come together. If the percentage of complaints you receive increases then perhaps you may need to consider where you purchase your stock or how you prepare vehicles for sale.
If you don’t monitor complaints they you will be forever reacting to them rather than trying to manage and reduce the number of complaints you receive.
Finally with regard to complaints remember the Godfather quote ‘It's not personal, Sonny. It's strictly business’. Dealing with complaints is an integral part of dealing with customers, complaints should never be allowed to become personal.
The more vehicles you sell the more complaints you are likely to receive. If you monitor the percentage of vehicles sold to complaints received, and that percentage remains at a low level, complaints can indicate you are selling more vehicles which should be a good thing for business.
What can we do?
Try and minimise the complaints you are likely to receive by ensuring that all vehicles you offer for sale are thoroughly inspected and are roadworthy. Such an inspection will minimise the risk of vehicles breaking down close to the point of sale. Tim Milsom a Motor Trade Lead Officer for the Trading Standards Institute recently provided RML with an inspection sheet that Tim would like all Motor Traders to complete. Once completed Tim would like it made available to potential purchasers so they are aware of the results of the inspection.
A copy of the Pre Sales Inspection Sheet can be downloaded free here.
If vehicles are inspected thoroughly prior to the customer purchasing perhaps a percentage of defects would be noted and rectified minimising the potential for customers to get upset.
Admittedly there will be a cost associated with undertaking an in-depth inspection which no doubt would need to be added to the sales price of the vehicle.
Prospective customers would be able to see that the vehicle had been thoroughly inspected and prepared for sale, thus justifying the fact that the vehicle is advertised at the higher end of the pricing range.
If you download the sheet and begin to use it please ensure that this does not become a ‘box ticking’ exercise. The sheet records your actions and is there to provide structure to your vehicle preparation regime. It can help the business demonstrate that it is operating to a professional standard; however it can also expose you to risk if it is not accurately completed.
Once the sheet is completed you are essentially making a statement as to the condition of the vehicle when it was inspected. The statement must be accurate otherwise you will be treating prospective customers unfairly and are exposing the business to a risk of prosecution by Trading Standards.
Admittedly not all customers would be prepared to pay a little more for a well prepared vehicle, however perhaps the customers that only purchase on price are not the ones that you should be looking to market to?
In returning to your question about the aggressive customer it is difficult to provide advice with regard to this problem because there is a considerable amount of information not disclosed.
In dealing with the customer initially try and appreciate that the vehicle he has purchased is probably a high value purchase which is important to the customer. Perhaps a face to face meeting may be appropriate to try and resolve the problem; however a meeting may not be appropriate if the customer is being aggressive and physically threatening.
If that is the case then it may be appropriate to write to the customer and formally inform him that he is not to return to your premises unless a mutually convenient date and time is agreed with you for him to attend a meeting.
You have a duty to protect your employees and provide them with a safe working environment so if possible you should try and prevent their exposure to aggressive and intimidating behaviour. Drafting a letter to an aggressive customer, who has a problem with a vehicle you supplied, and who you are asking not to visit your premises can be a delicate balancing act. If you subscribe to RML we would strongly suggest you allow RML to draft the letter which you can then use or amend as you think appropriate.
Whether the customer is aggressive or polite, try and establish the cost of rectifying the fault and consider the cost to you of managing, or having to deal with, the complaint. It may be commercially sensible to repair the vehicle or offer to contribute to meeting the cost of the repair, rather than having to argue the point in court.
If you are unable to resolve the matter amicably then you should write to the customer and explain the reasons why you have been unable to resolve the matter. You should also make them aware of the Alternative Dispute Resolution services available to the consumer, and whether you would be prepared to use one of these services.
It is important to record all your complaints, and calculate how many complaints you receive as a percentage of vehicles sold. Complaints sometimes come together and can make the sale of vehicles and the dealing with customers extremely burdensome.
If you know the percentage of complaints to vehicle sales this will help you appreciate that you have just had a number of complaints come together. If the percentage of complaints you receive increases then perhaps you may need to consider where you purchase your stock or how you prepare vehicles for sale.
If you don’t monitor complaints they you will be forever reacting to them rather than trying to manage and reduce the number of complaints you receive.
Finally with regard to complaints remember the Godfather quote ‘It's not personal, Sonny. It's strictly business’. Dealing with complaints is an integral part of dealing with customers, complaints should never be allowed to become personal.
The more vehicles you sell the more complaints you are likely to receive. If you monitor the percentage of vehicles sold to complaints received, and that percentage remains at a low level, complaints can indicate you are selling more vehicles which should be a good thing for business.
