Customer Excellence Awards - Ebook PDF

MAKING
A DIFFERENCE. 2017 ACAM

DEALER CUSTOMER EXCELLENCE AWARDS
TABLE OF CONTENTS
Page 3 Introduction
Page 8 Winning projects
Page 13 Customer Experience projects
Page 41 Digital Capabilities projects
Page 58 Sales & Rental Solutions projects
Page 77 Product Support projects
“OUR SECOND ANNUAL CUSTOMER
EXCELLENCE AWARDS WILL ONCE AGAIN
CELEBRATE DEALERS WHO GO ABOVE AND
BEYOND TO SERVE THEIR CUSTOMERS.”
Raymond W M Chan
Vice President
Asia Pacific CIS Africa Middle East (ACAM) Distribution Services
ACAM | Customer Excellence
Awards 2017
INTRODUCING 2017 ACAM CUSTOMER EXCELLENCE AWARDS
4 CATEGORIES
Dear Dealer Principals,
1 Customer
2 Digital

Our dealers are an important link between our Customers and us. We recognize dealers for their outstanding Experience Capability
contribution to Caterpillar’s business results. In 2016, Caterpillar announced a dealer recognition program titled, “ACAM
Dealer Customer Excellence Awards.” This was a way for us to recognize dealers who go beyond expectations to serve
their customers. Thanks to your relentless support, we received 85 award submissions from 30 dealers across the 3 Sales &
Rental
Solutions
4 Product Support
Solutions
ACAM region. This was more than our 2016 competition.
I am pleased to announce the winners for each of the four categories and our overall Customer Excellence Champions. 2 Overall Dealer Winners
On behalf of the entire ACAM management team, Congratulations to all the winners. The winners will be contacted &
with details on the award presentation separately. 4 Category Winners
Category Awards Winners: Entries Accepted Through January 31st, 2018
1. Customer Experience: CEL for their project “Service Branding Program.” Winners Announced in May 2018
2. Digital Capability: Al Bahar for their project “Decoding Digital Culture.”
3. Sales & Rental Solutions: BWE for their project “5 rock solid reasons to buy a 426F2.”
85
4. Product Support Solutions: LSH North for their project “Deliver Excellent Customer Service through
Worry-Free CSA.”
Projects
Overall Customer Excellence Champion: Al Bahar with the highest number of points (285), participating in all four Submitted

categories, and for being in the top 3 in 2 of the 4 categories.
Overall Customer Excellence Champion (small dealer): UTE for having the highest number of points (54).
27 Customer
Once again, I thank each of you for your consistent efforts to improve the level of service and expertise you provide to
16 Experience
Digital

our customers by understanding their needs and delivering products and solutions that helps them succeed.
Capability
18 Sales &
Thank you very much,
24 Rental Solutions
Product Support
Solutions
Raymond W M Chan
30 Dealers
Vice President
Asia Pacific CIS Africa Middle East (ACAM) Distribution Services
Participating
ENGAGING DEALERS THROUGH CROWD
SOURCING FOR VOTING
Imaginatik - Crowd sourcing (voting)

• Crowd sourcing platform
• Dealers submit their entries
• Dealers vote for best entries (best concept,
most replicable, best results & outcome)
• 1st round selection – top 10 entries per category
SELECTING THE BEST PROJECTS THROUGH

A JUDGING PANEL
Judges - Assessment with evaluation grids

• Judges are recognized as expert in their category
• Only top 10 entries selected in Round 1 will be judged
CATERPILLAR JURY. >
Jill Skender Krummel, Marianela Abarca, Stephane Joubert, Scott Miller,

Customer Experience Judge Digital Judge Sales & Rental Solutions Judge Product Support Solutions Judge
Jill Krummel is the Global Customer Marianela Abarca is currently Digital Stephane started his career with Cat Scott Miller is the Strategy Manager for
Experience Manager of Caterpillar’s Financial Transformation – Marketing Consultant Financial in 1996, and held positions in Risk the Global Service Organization within the
Products Division. She’s worked for Caterpillar at Caterpillar. She joined the company 18 management, Sales as a Territory manager Americas & Europe DSD. He has 18 years
since 1997 starting in Peoria in Competitive months ago and she is part of the Global in France, then moved to Geneva in 2001 as with Caterpillar in various dealer development
Analysis and then moving into Market Aftermarket Construction Industries Parts a merchandising consultant covering GCI roles that included being on the original
Research in 2002. Marketing team driving change in Aftermarket products. In 2004 he took over the supervision team that launched initiatives such as Dealer
Marketing and Sales process, covering the of the Commercial support team, in charge Growth & Profitability and Across the Table.
Jill currently works in Nashville, TN implementation of new tools and systems to of pricing and sales variance management In his current role, Scott is tasked with the
responsible for Customer Listening, manage marketing campaigns and measure for EAME. From 2007 to 2009 Stephane development of the new Enterprise Service
Competitive Intelligence and Customer performance. was based in the UK as sales development Strategy that will created the bridge from
Experience. The majority of her professional manager within the Northern Europe District the original Service Excellence project to
career at Caterpillar has been in global Prior to Caterpillar she worked in several team. In 2010 he was appointed BCP industry include more capabilities to address evolving
roles focused on providing the business countries with international companies such sales manager for Europe covering the customer needs, growing the service and
with customer insights and improving the as Cargill, Monsanto and Yahoo, leading Western European dealers, and relocated back services business, and increasing product
customer’s experience. projects mainly related to eBusiness and to Paris. As of 2014 and following the creation complexity from Caterpillar.
digital marketing. Marianela holds a B.S of a new Global Rental division he was tasked
Jill graduated from Bradley University, degree in Computer Engineering, a master to lead strategic marketing, specifically the
majoring in Business Administration. She in Business Administration and a digital Cat Rental Store brand and promotion.
completed three certifications from the Burke marketing certification.
Institute for Market Research and one from Stephane is married to Laurence with two
Beyond Philosophy for Customer Experience children, Lisa and Paul. Likes rugby, travelling,
Management. Jill has lived in Nashville since gastronomy and good wines from all over the
2006. World.
EXTERNAL JURY.
Liz Mallen, Ian Pocock, Arun Nair, Dr Mohamed Zaki,

Customer Experience Judge Customer Experience Judge Sales & Rental Solutions Judge Product Support Solutions Judge
Dr Liz Mallen is a Global Customer Experience Ian Pocock, Managing Director, International Arun Nair Vice President of Lexus India joined Dr Mohamed Zaki is the deputy director for
Manager at The Dow Chemical Company. Liz at Transform, part of the Engine group along Toyota Kirloskar Motors India in July 2001, the Cambridge Service Alliance research
graduated from the University of Bristol (UK) with ORC International, one of Caterpillar’s after graduating in marketing from Manipal centre at the Institute for Manufacturing,
with a Ph.D in Chemistry. She has worked at long-standing voice of the customers insight Institute of Management. He began his career Department of Engineering, University of
Dow, and previously Dow Corning, before it providers, is responsible for Transform ‘s as part of the sales and marketing team. In Cambridge. My research interests lie in the
merged with Dow in 2016, for 28 years having leading Service Design Practice. His team 2006, he relocated to Toyota Motor Asia Pacific field of Big Data advanced modelling and
had roles in Research and Development, designs and deliver Digital services & in Singapore. He was part of the marketing its application on Digital Manufacturing
Technical Service, Sales, Marketing and experiences and transformation for clients team in the region. He returned to India in and services. This research uses an
Innovation, being based in Belgium for 11 in the public and private sectors, including 2009, where he was responsible for dealer interdisciplinary approach of data science
years and the UK for 17 years. Whilst always government, Health and financial services. Ian development and rapid network expansion techniques to address a range of real
in customer facing roles she moved into has built Transform’s Services Design Practice for the preparation of launch of mass cars of organisations’ problems.
the Customer Experience function in 2013 from scratch, developing new models for Toyota. During this time, the Toyota Kirloskar
and has been heavily involved ever since design thinking and building specialist skills Motors’ dealership network grew from 97 to In particular, my research develops novel data
in Dow Corning’s customer experience across the business. 285 outlets. Arun setup Lexus India operations science methods to manage and measure
transformation. She qualified as a Certified and led a team of experts that were customer experience and develop customer
Customer Experience Professional in 2016 Ian has over 15 years’ experience working in responsible for bringing the luxury brand to loyalty predictive model. I commenced
and has a strong focus on B2B. In her new the field of Digital services and has worked for India. In 2017, he moved into the role of vice- my PhD in Data Science at University of
role within Dow, Liz supports Dow’s customer both the public sector (national and regional president, focusing on enhancing operational Manchester. Also, I am a recipient of two
experience strategy and culture development government) and the private sector (including efficiencies needed to keep delivering international awards from the Marketing
and leads the customer journey mapping private Health, Insurance, financial services, amazing guest experiences. His priority for Science Institute on customer experience
discipline. retail and media organizations). Lexus India is to continue to build the brand. analytics. I am a steering committee
member at the University of Cambridge Big
On weekends, Arun enjoys playing golf Data Research Initiative. I have a number
and maintains fitness by doing yoga every of publications in highly ranked journals,
morning. Arun is a mechanical engineer who including PloS ONE, Journal of Service
relishes reading about alternate views on Research, International Journal of Operations
Indian mythology. He also enjoys exploring and Production Management, Journal of
new destinations with his family and his Production Planning & Control, Journal of
favorite leisure activity is scuba diving in the Service Marketing as well as book chapters
Great Barrier Reef. and many IEEE conference articles.
AND THE WINNERS ARE…
Overall Digital Capability
Category Winner Al Bahar
Al Bahar, Project Name:
Middle East Customer Decoding Digital Culture
Experience
China Engineers Limited (CEL), Beijing
Overall Category Winner Project Name: Product Support
Small Dealers Service Branding Program Solutions
Lei Shing Hong Machinery (North),
United Tractors and Equipment Beijing
(UTE), Project Name:
Sales and Rental Solutions
Sri Lanka Deliver Excellent Customer Service
Barloworld Equipment (BWE), South
Africa through “Worry-Free CSA” Culture
Project Name:
5 rock solid reasons to buy a 426F2
ACAM | Customer Excellence
Awards 2017
Customer Experience | Digital Capability | Sales and Rental Solutions | Product Support Solutions
Dealer: China Engineers Limited (CEL)

Team: Cynthia Xin
Project: Service Branding Program
ELEVATOR PITCH RESULTS & OUTCOMES

Why
Our product support is strong and professional relying on the 50+ years
We have achieved many positive affects through this program:
of Cat dealership experiences and the heavy investment, but it not well 1. We have got many positive feedbacks from customers. Comments
known nor fully understood by local customers due to its complex system
and the widely used technical language. In order to facilitate customer
includes but not limited to: “now I understand why Cat dealers’ service is
for identifying and understanding our high-quality service in the market not for free, I’m glad to pay for it for getting the higher quality service. “ I
mixed good and bad, to reduce their time and money for selecting, we
launched the SERVICE BRANDING PROGRAM in Jul, 2017, so that to
trust you, I believe what you are saying,” “ You are the really the 1st class
comprehensively improve the customers experiences in product support services to support the 1st class Caterpillar equipment” etc
with the uniform image & content externally, and the standardized working
process and experiences internally, so that to improve the product support
2. Our NLS-TSP score raised from 59.5% to 69.4% in the half year after this
sales revenue, and finally to push & realize the service-driven sales. program launched.
How
Leveraging the methodologies of the services of marketing, we have
3. The parts sales growth is 12% and labor sales growth is 40% compared
studied 20G historical documents and visited 60+ customers and the to last year.
field employees, have got the comprehensive insight about customers
as well as the industry. We have picked up the common ground of our
4. The product support employees are inspired by this program, as it’s
services’ advantages and the key buying factors of service from customers’ the 1st time that the service is raised to company strategy level. More
perceptions, then make the value positioning and established the service
branding strategy at company level. Including the symbolic value (MVV,
resources input to support their work, they feel more confident and more
brand name, LOGO, slogan), emotional value (customer experiences proud than before, as being a Cat dealer’s product support personnel.
statement, service commitment,) and the functional value (service
capability, service products). After the program launched in Jul, 2017, we
5. The functional support employee also realized that, it could not deliver an
have started a one-year continuous optimization with all employee engaged excellent customer experience without every positions’ joint efforts, no
for the customer centric culture reinforcement, online & offline promotions,
the product support capability enhancement, and the working process and
matter you are a receptionist or a sales admin, or an accountant.
customers’ experiences improvement at the 5 key moments of truth. 6. Through this program, we have established the brand new image of
What results?
Through this program, we have established the consistent brand image
our service, accordingly, the exposure and reputation of our company is
system of our service, It not only make the service products easy to be also enhanced.
understood by customers, but also make it be better understood by our
PSSR, so that to make them convenient & more positive to recommend
7. It consolidate our company’s deserved leadership position in product
the preventative services to customers. The most important is that we support area in the local market.
have taken various improvement initiatives at branch level for parts supply,
field service, response time, facility experiences, service process flow,
which are the 5 key moments of truth prioritized according to the customer
insight. Believe after the one-year’s continuous optimization, we could fulfil
the service brand commitment well via providing the upgraded service and
customer experiences. The trust from customers can be found from their
survey comments: I trust you. I believe what you are saying. You are really
the 1st class services to support the 1st class Caterpillar equipment. As a
result, half year after the program was launched, our NLS-TSP raised from
59.5% up to 69.4%, and the growth rate of parts sales is 12% and the
growth rate of labor sales is 40% compared to last year. All the employees
are inspired by this program for delivering a better customer experiences,
and the company reputations as a market leader is also enhanced.
Read full entry…

Dealer: Mohamed Abdulrahman Al-Bahar

Team: Muhammad Babar & Shahul Hameed
Project: Decoding Digital Culture

Who are they? Where are they? What do they want?
Assessment of our digital audience helped us identify that

nearly half of them were millennials. This was followed by
further analysis to understand who they are (characteristics
and lifestyle). It was found that, millennials are:
• ‘influencers’ for buying decisions (46% of all online
researchers are millennials - who influence purchases)
• ‘digital natives’ raised in a digital world, who focus on
experiences and interactivity over hard sell
• ‘distracted audience’ especially as they are bombarded
with an average of 5000 brand messages a day
Our digital strategy was to reach them where they are,

engage them with what they want, by understanding their
behaviors and evolving patterns of media consumption.
Our content strategy was to stand out from the crowd and
be available on every channel possible and any device
they like.
Customer survey was conducted to understand their

media consumption and preferred content. Digital channel
evaluation, content analysis and technology trend study
was done to identify opportunities. Personas were defined
and targeted through paid, owned and earned media using
Segmentation, Targeting and Positioning (STP) model.
Adapted new trending design for our website built on boot
strap with parallax effect.
Unfazed by the economic headwinds in the region, we

managed to increase Y-o-Y online conversions by 35%,
mobile conversions by 56%, opportunities by 42%, units
sold by 136%, and opportunity value by 29% in 2017.
Read full entry…

Dealer: Barloworld Equipment

Team: Sanelisiwe Ngcobo
Project: Innovative NPI launch: 5 rock solid reasons to buy a 426F2

Backhoe loaders were the highest selling machines within The 426F2 NPI launches in 6 key areas achieving the following:
the BCP sector. However, a misaligned product relevant • Target of 300 customers to attend e.g. 50 per area launch – achieved 357
for the market conditions requiring a much higher price • Target of 25 s units sold and achieved 75 – overachievement of target
point (45% higher) meant that PINS were captured by by 200%
competitors. JCB had 41%, Bell 13% and Cat 22% of the • 180 units forecasted for the first half of 2018 based on quote and
market share. This decline in share created a perception opportunities generated during the campaign
that Cat BHLs were not suitable for the market. • 50% Increase in monthly BHL Sales
• 56% of sales to New Customers
We needed to work with Caterpillar to develop a fit • PINS in June were 14.3% and by the end of the campaign were 28.3%,
for purpose machine for the market which had a more we achieved a 14%
reasonable price point. In addition, we needed to support • Overall Search & Display campaigns were highly successful with a click
this product development with a marketing strategy for the through rate of 2% (target 2%), a 2.13% conversion rate (target 2%),
NPI launch with a competitor attack focus. The intent was cost per click of R8.86 and cost of lead R415 (target R1 000). A total of
to cause market disruption by gaining the interest of non- 4153 landing page views, unique views of 3408 was achieved.
customers, increasing awareness and improving Caterpillar
BHL fit for purpose perception in the market through
a multichannel marketing strategy. The most important
part of the strategy was to create a creative concept that
captured the interest of all potential customers, giving
them reasons to want to find out more.
The initiative had targets of 100 quality leads from brand

new customers with 25 machines being sold during
2017. The launch objectives which were to attain 5 pre-
orders and 10 orders at the launches. These objectives
were well achieved as in the month of August, 20 orders
were recorded. At the campaign’s conclusion, we had
overachieved on both the marketing and sales objectives
with sales of 75 machines, representing a 50% increase in
monthly sales of which 56% were to new customers.
Read full entry…

Dealer: Lei Shing Hong Machinery- North China

Team: Julia Tang
Project: Deliver Excellent Customer Service through “Worry-Free CSA”
ELEVATOR PITCH RESULTS & OUTCOMES Benefit to company

1. “Worry-Free CSA” customers fully recognized both Cat equipment and
With the development of China machinery industry, the “Worry-Free CSA” is our powerful weapon to win back customers from the dealer service are the Best Choice; we built up an inseparable partnership
competition of Cat equipment service market is fierce. competitors. Successful cases as below: with customers.
Our rivals compete us at 50% lower price with faster 2. As we have resolved customer equipment all problems, customer fully
service and more flexible payment. On the other hand, our Customer A: a price sensitive small customer with 3X336D who trust with our solution. We have gained all service and parts business
customers suffer the growing equipment failures due to complained our service fees too higher and never use our service before. from customer, customer not using competitors service anymore.
poor maintenance. How to defeat competitors, to deliver After trying CSA, his HEX problems reduced 60%, maintenance cost 3. Service revenue with CSA customer increased from RMB2M (2015) to
superior customer service experience and to be the Best dropped over 200%. He is so satisfied with our service: renewed his CSA RMB6.7M(2017) parts sales with CSA customer increased by 193% from
Service Choice to customers is our top priority. and introduced his friend signed CSA with us. RMB16.2 M( 2015) to RMB31.3 M(2017)
4. Driving the machine sales, one CSA customer ordered 6 Large HEX at
Since 2015, we have innovated and launched “Worry-Free Customer B: a fleet customer with 16 units CASE HEX and 12 units Cat total value RMB18.3 M in 2017
CSA”. It provides customers one stop overall equipment Large hex, seldom use our service. After we reviewed with him all his 5. Excellent customer experience culture has driven across company.
health management and maintenance solution, including equipment health status and problems, introduced “Worry-Free CSA”,
all problems diagnosis, PMs, all express field trouble Customer signing CSA for 12 units Cat equipment. We arranged an Benefit to employees
shootings, equipment overhauls solutions and parts onsite engineer taking care of his equipment, solve problems at any time. 1. Engineers and PSSRs are fully trusted by customers; they have achieved
inventory suggestions. PSSR is the equipment health Customer really appreciated our VIP and Worry-Free service. His parts sales top sales results.
advisor, working with the engineer of whom to ensure with us before CSA was ¥0.53M (2015), after CSA was ¥24M (2017). 2017 2. PSSRs and engineers have built good customer relationship that make
customers without any worries on their customer sold 12 units CASE Hex, purchased 6 units Cat Hex and installed their work easy.
equipment problems. 6 pcs product link on his old machine, total rely on our service now. 3. Good customer relationship drive PSSRs and engineers work harder to
serve customer well.
As a result, the customers that have signed “Worry-Free In 2017, we achieved below result on “Worry-Free CSA” service:
CSA”, their equipment usability increased from 55% to
80%, equipment maintenance cost dropped by 60%- Benefit to Customers
90%; our parts sales with them increased by 197% from 1. Customers’ machine usability rate has increased from 55% to 80%,
RMB16.2M (2016) to RMB32 M (2017). Service revenue maintenance cost reduced by 60- 90%
increased by 335% from RMB2M (2016) to RMB6.7M 2. Service response time shorten from 24-48 hrs. to 2-6 hrs, which
(2017). 98% equipment renewed “Worry-Free CSA”. To minimized customer machine down loss. A customer told us 1X 349D 1
summarize, “Worry-Free CSA” not only delivered excellent day down loss is 30% higher than 1X349D 1 year “Worry-Free CSA” cost.
customers service experience, but also build inseparable 3. With “Worry-Free CSA”, customers equipment productivity improved, they
customers and dealer long-term allied partnership. can fully focus on business, and avoid previous big loss due to the wrong
Moreover, it realized “Customers, Dealers and Caterpillar” diagnosis and poor repair caused by competitors.
win together!
Read full entry…

CUSTOMER
EXPERIENCE
CUSTOMER EXPERIENCE PROJECTS
Page 15 Customer-Centric Component Marketing Strategy - Hastings Deering
Page 16 New Invented Tool to Reduce Inspection Time on Engine Cylinder for 320D HEX Machine - Trakindo
Page 17 End-to-End Service Quality Management - Hastings Deering
Page 18 Customer Recovery Process - EPSA
Page 19 Dynamic Customer Surveys - Energy Power Systems Australia
Page 20 In-bound Call Management process - EPSA
Page 21 Customer Hero Recognition Program - Wagner Asia Equipment
Page 22 History of Customer Loyalty Improvement Activities at Our Dealer - NCD
Page 23 Taking Customer Understanding to the Next Level - Mantrac
Page 24 Product support at the event of sales - Hastings Deering
Page 25 CX Transformation Journey: Collaborative Approach for Better Customer Experience - Sime Darby Industrial (SDI)
Page 26 Supply Chain Tracking Tool - Tractafric Equipment
Page 27 Customer Experience Recovery for Product Quality Issue - Hastings Deering
Page 28 Customer Centric Field Service Management Solution - GAINWELL
Page 29 UE Customer Experience improvement - Lei Shing Hong Machinery
Page 30 Developing & Rewarding Customer Heroes - Barloworld Equipment
Page 31 Revitalizing the Customer Centric Culture - Barloworld Equipment
Page 32 All Employees on Board for Customer Experience - Parenin
Page 33 Transactional Survey Program SMART DashBoard - Zeppelin SBU CE CIS
Page 34 6 Sigma project on reduction of Cat® parts lead time to Customers - AMUR
Page 35 Break to Build - Mohamed Abdulrahman Al-Bahar
Page 36 Service Communication Center - Borusan
Page 37 Dealer Drives its 6 Customer Experience Initiatives - JA Delmas
Page 38 G-Voice - A digital Feedback system to listen to our Customers Voice - Gmmco Limited
Page 39 Customer Fist Initiative - Monark Equipment
Page 40 Dealer Digital Channel Customer Experience improvements 2017 - United Tractor & Equipment Pvt Ltd
Dealer: Hastings Deering

Project: Customer-Centric Component Marketing Strategy
Team: Darrin Lingard, Wal Nicolussi 1 of 26
>
ELEVATOR PITCH RESULTS & OUTCOMES Incremental Sales
By October 2017, we’ve already accumulated over $6 million
Being product centric in marketing unintentionally, we This customer-centric component marketing strategy not only contributed incremental sales.
used to offer 7 or more component exchange or repair to a rapid Service Net Loyalty Score recovery from 5% to 48% in 2017, but
options based on our complex operational structure and also generated $6 million incremental sales. Moreover, it largely improved Efficiency improvement
processes. This self-referential service design was quite our internal efficiency as it simplified our sales process, parts forecasting • Sales Effectiveness
confusing for customers, as they had to know how we are and inventory requirements. The new offering structure first allowed our employees to clearly
organized internally to be able to decipher the differences understand what they are selling, then to recommend the most suitable
between each offer and how each offer can address A case study option to meet individual customer’ needs, which resulted in more and
their needs. With the new component offerings, our Product Support Rep sat down quicker sales.
with a customer to run through each component option for their upcoming • Inventory Optimisation
We conducted a customer research and found that shut down, illustrating which option can best meet their needs considering With clear demand planning, we reduced excess stock, eliminated stock
customers’ purchasing drivers are quite simple, it’s almost their criteria for cost and downtime. The customer quickly made the duplication (e.g. Dealer PEX & Cat Reman). By reflecting the component
always a balance of Cost and Downtime, which was decision to use Exchange where required and use Repair where it fitted strategy in AMT settings, we let the AMT forecasting process further
depended on the type of product and how it was used. into the shutdown duration in order to save money. As the new component drive inventory optimisation.
For example, production critical assets needed minimal structure made the planning process so much easier, the consultative • Integration of Cat data into Dealership
downtime but didn’t need more than 1 exchange option. process only took 2 hours, which resulted in a satisfied customer who then We established Builder Files & Standard Jobs locally, utilized SIS, Cat
Based on customer insights as such, we developed a provided a $700,000 purchase order. systems and Dealer Network for information to provide centralised
Component Marketing Strategy, rationalised what we quoting, which ensured consistent customer experience.
offer and repackaged them into a menu of 4 clearly
defined component options – New, Exchange, Rebuild,
and Repair. Furthermore, we highlighted the downtime
and differentiated cost to make it easier for customers to
choose the most suitable option that helps them realise a
lower cost of ownership and maximise productivity.
This customer centric approach not only contributed to the

Service Net Loyalty Score increase from 5% to 48%, but
also generated $6 million incremental sales. Moreover, it
largely improved our internal efficiency as it simplified
our sales process, parts forecasting and
inventory requirements.
Read full entry…

Dealer: Trakindo
Project: New Invented Tool to Reduce Inspection Time on Engine Cylinder for 320D HEX Machine < > 2 of 26

320D HEX Machine population in our coverage is more The result or benefits after implementing the New Tool • Positive Customer Testimony from PT Wahyu Putra Ramadhan.
than 4,500 units. Most of 320D’s Customers face the
similar problem which Engine can’t be started / high engine For Customer “We are really satisfy and appreciated with “Dealer” Team who has
blow / high oil consumption due to Cylinder leaks. It took 5 • Reduce Inspection Time from 5 Days to 2 Hours and improve NLS improved the average Inspection time on Engine C 6.4 from 5 days into 2
days to troubleshoot those problems and inspect Cylinder from 50% to 78.6% by Jun 2017. hours for checking the cylinder condition / performance. It triggered us to
condition, that causing unsatisfied customers. The existing make a faster decision whether we need to repair it or buy new engine.”
Caterpillar’s tools has limited capability to fulfill field
service maintenance requirements.
One of Technician invented a compact tool that can reduce

the inspection time of Engine Cylinder from 5 days to 2
hours, and easy to carry by Field Technician to any remote
sites. It is also potential to replicate the tool for other
machines by only adding some adapters.
Customer has acknowledged the improvement and they

feel really satisfy. The Customer’s Net Loyalty Score (NLS)
has improved from 50% to 78.57% by June 2017. At the
dealer side, we can save $ 840 labor loss per event and
improve the Employee Engagement Score (EES) For Dealer
from 61% to 66%. • Improve Employee Engagement Score from 61% to 66%.
Read full entry…


Project: End-to-End Service Quality Management
Team: Adele Lorimer-Semini, Joshua Swart
< > 3 of 26

We all strive to provide a world-class quality of service
to customers, however, quality control sometimes fell The rebuild center went from empty to full within a matter of weeks after
through unintentionally, and then customers lost their implementation of this initiative, which suggests how fast we regained
confidence on us and gave us less work, which meant a our customers’ confidence, and how satisfied they were with the
loss of revenue to our cheaper competitors. That was the rebuild quality.
case of our machine rebuild center.
We received a lot positive customer feedback, such as:
To address this issue, we listened to our customers,
designed and implemented an innovative end-to-end “HCM 793F fleet of 10 machines were considered to be the worst
quality management process, which engaged customers performing Rio Tinto truck fleet globally, averaging in the low 80%
from the initial scoping sessions to the delivery of a availability range from delivery through their 1st life. The machines were
completed rebuild on time and in full, so that customers sent at the end of their 1st life for the original 793F upgrade program &
were not only kept informed along the journey, but also planned PCR rebuilds. The machines were rebuilt progressively & since
had real-time control over the rebuild quality. As an returning to service have performed around the 93-95% availability range
internal effort to improve quality, machine inspection and with 7 machines now back in service. These are now consistently the best
testing documentation was developed with ownership performing trucks on site and possibly in our global fleet.”
driven at the fitter level. These inspections and testing
documentations were compiled into a workshop book On top of that, we also gained considerable efficiency improvement and
for each individual machine and contained Responsibility reduction in rework. Our rework events decreased from 12 to 3.8 per month
Matrix with signoffs for all individuals engaged with on average.
the machines.
As a result, the rebuild center went from empty to

full within a matter of weeks after implementation of
this initiative. Customers were extremely satisfied and
provided a lot of positive feedback such as “the 10
machines were considered to be the worst performing
truck fleet, averaging in the low 80% availability range from
delivery through their 1st life…these are now consistently
the best performing trucks on site…”
Read full entry…

Dealer: EPSA
Project: Customer Recovery Process
Team: Andrew Jones
< > 4 of 26

Post the launch of our autogenerated IP survey system,
it became apparent that our customer’s responses were Due to its infancy, the customer recovery process is difficult to quantify, The customer recovery process, and its automation into the CRM, has
not reviewed, distributed or responded to, in a timely we require more repeat customers to undertake additional surveys to show assisted with initiative development, but more importantly, the engagement
manner. Although we did undertake monthly reviews of their loyalty score improving. That said, the NLS has improved by 15 points and execution of strategies. Actual customer, originated feedback data,
our NLS and customer comments as part of regular Sales throughout 2017. that is categorized and reportable, receives much higher engagement from
meetings, our ability to respond to negative feedback was people across the wider business. This is reflected in the responses and
delayed, resulting in a poor customer recovery process, attendances of CX strategy meetings, additionally, the pure awareness of
ultimately affecting repeat customers and lessoning this tool and data has seen ‘customer experience’ become part of new,
customers appetite to add comment. overall business strategies in departments where face to face customer
touch points are not seen.
As the outgoing autogenerated IP surveys originate from
our companywide CRM, we were able to build additional
functionality to capture and manage customer feedback.
Using the 3 response categories, calculated from the NLS
result for each survey response, the CRM automatically
opens a Case that progresses through a workflow process
(image 1). The case follows workflows that contain time
and action rules, coupled with escalations to regional and
senior management.
By centralizing and applying workflows to our customer

feedback responses, we have improved our employees
understanding of what putting a customer first really
means in action. Creating CRM ‘All users’ dashboards that
contain current ‘Open Cases’, has also allowed greater
transparency of any one customer feedback across the
whole business.
Read full entry…

Dealer: Energy Power Systems Australia

Project: Dynamic Customer Surveys
Team: Catherine Maguire
< > 5 of 26
ELEVATOR PITCH RESULTS & OUTCOMES Follow up internally - Ease of Doing Business
• Enables the Business to respond quickly and in a timely manner – Secure
We launched an interactive, dynamic online digital Overall Outcome • Employees across the business are involved and it represents our
Customer Feedback Survey in order to: There has been an increase in the number of completed submitted surveys One Team policy where all employees across the customer journey
because of the ease of completing the survey and providing contribute to the success of our business. If a Case is raised or a need for
1. Better manage, understand, improve, and measure the feedback - Effortless. improvement, all relevant staff are involved
customer experience across all touch points, • Provides customer insight to aid in accurate behavior segmentation and
2. Facilitate easier method of providing feedback for As a result, there is a larger sample size for NLS score and less survey building customer profiles
the customer, attrition – the number of completed surveys in previous years ranged from • Contributes to decisions on business direction by providing
3. Grow the number of completed customer surveys and 81 - 107 annually. In 2017, we received 141 completed surveys, response real-time feedback
NLS scores (decrease attrition rate), rate averages over 20% (Industry standard: 10 – 15%). The survey values • Information is retained and shared with Caterpillar when appropriate
4. Inform the business with real-time customer customer feedback and utilizes the results to better meet • The results of the survey inform Continuous Improvement and Customer
insights and data for continuous improvement customer need – Appreciated Experience strategies
(Cases Management), • Survey data includes testimonials for use in marketing material
5. Capture data at defined moment-of-truth customer touch NLS score is now 55%, increase from 26%. Image 6
points throughout the customer journey, Reporting
6. Retain contact with customer and/or end-user and Follow Up with Customer • NLS Score Image 6
provide information to our Dealer Partners as part of our If the customer experience has been poor, the survey deep dives into why • Division Report Image 7
Total Cost of Ownership and Operation initiatives. and encourages the customer to provide further information for immediate • Department Report Image 8
follow up and/or action. Image 4
The dynamic interactive nature of the survey means that Measuring
the survey modifies in response to customer answers and A Case is automatically raised if result is ‘AT RISK’ and Sales Representative • The results of surveys inform ISR and ESR PARS Activity
pre-populates fields based on customer purchase activity. and Management are notified. The customer is liaised with throughout the Performance Reviews.
customer recovery process. • Survey data provides information on ROI for Marketing expenditure.
The data integrates with existing sales process and CRM, • Survey data provides insight into purchase drivers, which then informs
the process is automated and provides data in real time, The incident is then included in reports and dashboards for relevant Division marketing messaging.
allowing our business to respond quicker to or Department. (Images 7 & 8)
customer need. The survey platform can be rolled out across multiple Caterpillar Dealers.
The survey is completed in as little as 60 seconds without

compromising quality and extent of data; the number of
completed submitted surveys has increased.
Read full entry…

Dealer: EPSA
Project: In-bound Call Management process
Team: Andrew Jones
< > 6 of 26

A considerable amount of poor Customer feedback was
received, related to inbound calls to our dealership. We now have received nil negative feedback from customer regarding
A review of how we managed calls across branches and inbound calls. We also see more engagement from our employees, as the
departments found there was no companywide defined processes are highlighted in each department, our teams can see the value
process to assist in times of absence, afterhours and of ensuring customers are attended.
general enquires that were not straight forward, leading
to poor customer experiences. Feedback highlighted two
critical areas, during afterhours and employees diverting to
unattended phones. We also found we were restricted by
our third party supplied phone system, not allowing easy
changes or diversions to be made.
With our focus on improving our customer’s experience,

the need for two separate processes was identified, during
business hours and after hours, these processes were
defined and developed first, to ensure the solution would
meet the need. The new processes, now incorporating
head office, was built using our existing phone system,
managed by our IT department, allowing quick changes as
required. Additionally, the processes took a companywide
approach, bringing in a larger pool of employees able to
tend to a customer call.
As a result, we have improved our customers experience

by eliminating poor feedback related to unanswered calls.
We have also reduced our costs, as were removed the
monthly charges from a third-party provider and automated
our own system.
Read full entry…

Dealer: Wagner Asia Equipment

Project: Customer Hero Recognition Program
Team: Udaanjargal
< > 7 of 26
ELEVATOR PITCH RESULTS & OUTCOMES Customer cases

• EMP Order Entry Clerk, Parts Department, Product Support Division. She
2016 EOS revealed that employee our employee engagement 74 instances of recognition submitted in 4 months from is ordered parts to arrive in 7 days which could be arrived after 109 days.
is 78%, employee turnover rate is 20.2% and recognition 400 employees. • Powersystems Technicians, Service Department, Product Support
is only 62% which were the lowest rated sections and Division. We appreciated that PowerSystems technicians team delivered
much lower compared to the regional dealer average. After we have launched the program on middle of August we opened C32 generator successful on synchronous operation on site as their
We understand that we can achieve sustained customer recognition form on internal website to submit, for example, during promised time.
satisfaction only by keeping our employees happy and September – their first month – they sent 30 instances of recognition. • Technician, Service Department, Product Support. The technician
engaged. This was the area that we need to focus and make assembled DP35 slide cylinder hose in a day even we don’t have
improvement immediately. Main goal of the Customer Hero We have rule to select 3 Customer Heroes monthly and if an employee special parts.
Award program is to motivate employees by recognizing and become Customer Hero 3 times during a year he/she becomes Customer
encouraging their contribution to customer Hero of the Year. Customer metrics
service improvement. First Heroes of September was announced on beginning of October and • TSP’s question Ease of doing business is increased 1.59% in Q4 vs Q3
Customer Heroes posters are published on CX corner’s Board of Honor. after the recognition program launch in 2017.
Customer Hero Award program is easy to understand and Also, we have subsite on internal website to inform Customer Experience • We have kept NLS 51% in 2017 compared 2016.
all employees, including back office & customer faced projects and Customer Heroes. • Employees Turnover rate was 20.2% in 2016 and it has decreased by
employees, can participate in the program. 22.8% and became 15.6 in 2017.
From September to December of 2017 there are 74 (20% of all employees) • Revenue has increased by 53% in 2017 compared 2016.
How to become a Customer Hero: employees recognized and 14 employees become Customer Heroes. • Call forwarding system quality has increased. We had answered 89.14%
1. Take CX Training of all received calls and it has increase by 11% and we answered 100%
2. Deliver a consistently premium customer experience to all received calls on office phone with all lines.
internal & external customers
3. Become Customer Hero!
We have launched Customer Hero Award Program in

August 2017 and first Customer Heroes are announced in
October. From September to December 2017, 74 employees
were nominated to Customer Hero which was 20% of our
employees. We selected 14 employees as a Customer Hero
and awarded them with Customer Hero Medal and Certificate.
They all showed commitment and initiative to superior
customer experience and became role models for all of us.
Read full entry…

Dealer: NCD
Project: History of Customer Loyalty Improvement Activities at Our Dealer
Team: Marketing Dept. Kazutoshi Kishimoto
< > 8 of 26

Background
Improvement of our Dealer’s Customer satisfaction in Having a vision of how our company should be for our customers is the We focused on improving recognition and enhancement of CX activities
the past has been relied to the ability of the individual most important for us dealers who face the customers on a daily basis. By until 2016, but since the middle of 2017 we are also working on improving
who makes contact with the customer, and there was clarifying this vision, penetrating to each employee, and by working toward the quality of its activities. In order to establish CX as a corporate culture
no unified vision as a company. As a result, our customer one goal, our CX activities have been spontaneously implemented. The and to continuously improve customer loyalty, we are working on
satisfaction level was sluggish, which led to lower sales. reason why the corporate message quickly penetrated into the company standardization of CX activities now. Starting with the standardization of the
To that end, we have implemented the following activities is because the announcement of the message was made not only inside new machine delivery process and the creation of store display / organize
with the aim of clarifying the corporate stance towards the company but also outside the company. Since the customers also see standards, we would like to establish NCD’s standard processes in FY 2018.
customers and raising the sense of unity within the message, an environment in which employees had to be aware of
the company. messages on a daily basis was constructed and the speed of penetration The customers called by the external call center are Retail Customers that
became faster. As a result, the employee’s CX awareness, which was owns several BCP products and few customer calls made by MSR and
Activities originally 24.6%, improved to 74.4% as a result of this activity. PSSR. The purpose of this activity is mainly customer retention due to
1. We created a corporate message reflecting the voice of expansion of customer coverage, but according to VOC, it also contributed
employees and posted the corporate message at every As this corporate message penetrated both inside and outside of the to the improvement of customer loyalty of dormant customers.
location and scene in the company for penetration. company, a major change also occurred in the IP survey that continued
2. We conducted an in-house CX contest as a kick-off to from 2013. The total number of coverage calls made in 2017 was 15,552, and the
bring out activities to customers. By getting appreciation customer coverage expanded to 4897 companies. The number of leads
from customers, our employees deepened their Trend of NLS result by IP survey that started in 2013 is largely improved created by this activity was 622, and the contribution to sales was 170
understanding of CX. as follows; million yen. We do not currently conduct an individual royalty survey of the
3. We started a follow-up call utilizing the external call customers covered by the external call center. We have plan to conduct
center to customers who have not received sufficient 2013: 12.0% > 2014: 10.0% > 2015: 7.0% > 2016: 10.4% > 2017: 31.4%* individual royalty survey in FY 2018 and want to clarify the effectiveness of
(*Based on NCD’s original research. CAT suspended the IP survey in 2017, but NCD continues its
follow-up from us after the machine delivery. this activity.
investigation throughout the year in a similar manner)
Result
As a result, NLS of IP has increased and dormant
customers’ sales have improved.
See images... Read full entry…

Dealer: Mantrac
Project: Taking Customer Understanding to the Next Level
Team: Chris Morgan
< > 9 of 26

2016 saw the core building blocks put in place to make The CPC training has been another successful building block in helping Furthermore “Accountable for Results” (with “In my department, everyone
the company more customer-centric. In 2017 we needed the company become more customer-focused. A key part of the success is expected to look for ways to surpass expectations”) rose from 3.6% to
to take internal and external customer service to the next has been the ‘homework’ and post-training exercises, which have helped 4.1%. All of these clearly demonstrate how the training has had a positive
level by truly understanding customer needs at the outset convert the workshop learnings into habits. Employees across a broad impact on employees. As the saying goes “treat your employees like your
of any transaction, rather than rushing to offer what we spectrum of job titles are now pro-actively using the ‘Service Cross-Check’ customers, otherwise your customers will get treated like your employees.”
perceived to be the solution, which feedback showed was review sheet (Appendix 4) alongside the CPC model as part of any review
causing delays and frustration. This had to become a habit, process to clearly target both internal and external customer issues, and For external customers, the results have also been positive. Net Loyalty
not just a process. identify not only how to resolve them but also prevent them from re- improved in the countries where the training has been completed so
occurring in the future. far, with Ghana increasing from 71% before the workshops to 76% by
November and Nigeria rising from 55% to 65%. These countries, and the
An external customer service consultancy trained 5 CX
The internal feedback on the training programme itself has been learnings yielded from the post-training exercises, are now being used as
Champions using their simple yet effective Customer
exceptionally positive: best practice while the training is rolled out in our remaining countries in
Perception Cycle model. This innovative framework
• “Thank you for this excellent training. Not only can I see a picture Q1. The success of this initiative clearly demonstrates how we can benefit
uncovers common traps and blockers that can occur in
far more clearly from a customer’s point of view, I also now have a both internally and externally from taking customer understanding to the
any interaction and has proved successful for clients next level.
framework and tools that I can use with my team to help them improve
as diverse as Xerox and the All Blacks rugby team. The our service.”
Champions then returned to their countries to train mid- • “While the training was useful, I have found larger benefits in conducting
and senior-management via one-day workshops. Managers the review exercises using the templates. This has really helped myself
then rolled out the training to their teams via simple- and my team identify where we were previously going wrong without
to-use exercises and regular reviews of key customer realizing it.”
interactions, with the learnings shared across the company
via our online CX platform. Moreover, there has been a ‘trickle-down’ impact on business measures.
From an internal perspective, the success has been shown through the
Net Loyalty has seen increases ranging from 5 to 10% in latest Employee Opinion Survey results in the countries where the training
the countries where training has been rolled out. Employee has been rolled out. The average score out of 5 for the “Customer Focus”
feedback on the programme has also been exceptionally section (containing questions such as “This company makes customer
positive, while it has also improved crucial areas of the service a high priority”) has risen from 3.5% to 4.1%. Meanwhile the
Employee Opinion survey, increasing Customer Focus to “Collaboration” score (with questions such as “We quickly resolve issues
4.1 (out of 5), Collaboration to 3.9 and Accountable for that interfere with our team’s effectiveness”) has improved from
Results to 4.1. 3.4% to 3.9%.
Read full entry…


Project: Product support at the event of sales
Team: Kelly Jury
< > 10 of 26

Dig Day is an annual sales focused event, designed The addition of the customer solutions exhibit resulted in 426% uplift in
for customers to come and try before they buy, take pre-registered attendees for the event (from 42 in 2016 to 221 in 2017)
advantage of a one day only exclusive sales offer and learn
about our aftermarket solutions – including parts, service Achieved 357% increase in total event attendees (from 57 in 2016 to
and technology. Traditionally, the event has focused on a 261 in 2017).
small selection of BCP machines and some basic product
and service information with the event always perceived Our Parts Exhibit, which was designed to transition users to parts.cat.com
to be a success having generated an average of 10 sales resulted in 17% of event attendees (or 45 people) registering in the PCC
on the day. However, our initial purchase survey told us on the day.
that customers would like to receive more information
regarding product support at the stage of selection Our Technology Solutions exhibit, including vision link, jobsite technology
(i.e. selecting brand and model), and it has a very high displays and a virtual reality interactive display, resulted in 35 customers
correlation (0.743) with customer loyalty. subscribing for our technology news and product updates.
We started to put ourselves in our customers’ shoes

and asked what other information customers need aside
from the machine information. As a result, at Dig Day
2017, we added a Customer Solution Centre to the event.
The Customer Solution Centre served as a small trade
exhibition promoting our after sales solutions including
financing, technology, parts and service to customers.
In 2017 we achieved a record 15 sales on the day of

the event.
Read full entry…

Dealer: Sime Darby Industrial (SDI)

Project: CX Transformation Journey: Collaborative Approach for Better Customer Experience
Team: Nor Azman Muzaid
< > 11 of 26
ELEVATOR PITCH RESULTS & OUTCOMES Customer-centric Results & Customer Testimonials
The good satisfaction and loyalty level by our customers was reflected in customer-
centric results. In 2017, we moved up to PINS leadership position where we managed
In January 2017, on the back of challenging market environment Customer Loyalty (NLS)
to secure key deals with major customers, in addition to almost doubling our sales
in the region, the Dealer Principal pressed for greater focus The various programs and initiatives earlier bore fruits in 2017 where our NLS results
Closure Rate to 59% last year compared to 33% the previous year.
on customer experience and tighter collaboration throughout improved tremendously. Overall, the dealership’s 12-month rolling NLS improved from
One of our key construction customers, Musyati, was happy with the total package
the organization. This marked the continuation of our CX just 11.7% a year ago in December 2016 to a significantly higher NLS of 64.2% in
solution given by us in both equipment sales and product support (Appendix 11).
transformation journey (Appendix 1) which started in 2015. In 2017, November 2017. This was contributed by the much improved monthly NLS percentage
They were also very satisfied with the increased level of attention given to them
key CX strategy and initiatives were executed around the common which has grown from 46.3% to a massive 91.1% over the same period
particularly in after sales support and felt reassured or ‘Secure’ when dealing with us.
purpose to champion the customer success. (Appendix 8 to 10).
We successfully converted a construction conglomerate, China Communications
On a more granular level, the improvements in Product Support NLS is very evident
Construction Company (CCCC), a traditionally Komatsu customer to purchase 54
where the Parts NLS improved from 15% to 70% and Service NLS from only 6% to
The CX journey in 2017 witnessed the implementation of various CAT equipment for the major national infrastructure project ECRL (Appendix 17). We
55% over the period of one year.
customer focus initiatives to enable all departments to compete made the customer feel secure by providing on-site consignment parts, dedicated
By category, we have achieved mean scores of above 9.0 in almost all the Customer
hard, move fast and win deals. The drive to enforce customer support team & guaranteed response time. This is a testimony of strong collaboration
Loyalty categories, particularly in areas of Ease of Doing Business, Availability and
focus was supported and executed by all operational departments, between Sales and Product Support.
Communication where we have achieved mean scores of 9.2 for all of them in the
6 Sigma, Operational Excellence, Training and HR. The CX
latest December 2017 TSP results.
strategy and governance framework were revised to enable CX Employee Engagements
Council to provide a common platform for cross-departmental Following the mantra ‘happy employees equal happy customers’ where studies have
Foundational Assessment
collaboration for all departments to share and organize initiatives shown that key to customers’ retention is employees’ engagement, we embarked on
Our CX achievements were further validated by the ‘Good’ scoring we achieved
to enhance customer experience. Employees and customer several initiatives on this front. Our engagement model reflects 3-key dimensions of
under Section 3 of the Caterpillar Foundational Capabilities Assessment (FCA). Under
engagement programs were conducted to foster customer-centric engagement: Organizational, Individual and Support / Family approach (Appendix 21).
the Customer Experience Management category of the FCA, our dealership scored
culture and these include TracWave and RISE training programs, We monitor employee engagement score through the Global Employees
‘Good’ or ‘Green’ in almost all the 8 statements under the 4 sub-sections of this
Engagement Survey (GEES) score where our engagement level is on a moderately
employee recognition awards, management townhalls, customer category, contributing towards a score of 94% for CX Management (Appendix 6 & 7).
high level. Under the Employee Recognition Program, we recognize our employees’
appreciation night and Carnival 88th anniversary The scoring by CAT was in recognition of our significantly improved NLS with better
achievements who displayed excellence in RISE’s ‘Customer First’ winning mindset.
celebration events. execution of our Service Recovery process. CAT also acknowledged the all-round
From the RISE Survey conducted, it shows that the various initiatives conducted had
BU representation in our CX governance, where top down executive awareness
made a positive impact on our employees’ customer-centric culture where majority
The various initiatives (Appendix 2) have resulted in greater and support continued and our RISE initiative supports CX as a capability under the
of employees (68%) claim that they practice the RISE values at work (Appendix 18
customer loyalty which is reflected in the improvement in the ‘Customer First’ winning mindset. We also had the honour of sharing our CX best
to 22). Through RISE and TracWave programs, we continue to engage our employees
NLS score from 11.7% in December 2016 to 64.2% in November practices at the Hong Kong ACAM CX Summit in September 2017.
and strengthen our customer-centric culture. We believe we will win the culture
2017. Through better collaboration and engagement, we continue change game with the positive employees’ feedback.
to address customers’ needs and won key business deals in For us, the journey towards customer excellence continues: We endeavor to
strategic and infrastructure projects. In the FCA assessment 2017, champion our customers’ enduring success by consistently delivering superior
we scored 94% under CX Management section which reflects on customer experience.
the improved NLS score, better execution of our Service Recovery
and enhanced CX management process.
Read full entry…

Dealer: Tractafric Equipment

Project: Supply Chain Tracking Tool
Team: Becherie Pierre
< > 12 of 26

The main goal of this initiative is to meet customer Internal Process
satisfaction and needs. In fact, our subsidiaries (10 Our organization is specific because we work in a lot of territories (10 Moreover, we created a user guide in order to facilitate the tool handling.
countries) and our parts operations team receive many countries) and the supply chain is managed from the holding. That’s why This user guide enables to have a better customer experience effortless.
complaints about orders status. Customers want to know the parts availability is so important because in our countries, a part can be (Appendix: User Guide) A live chat is also being developed to create more
when they will receive their parts in order to optimize blocked during 30 days by the customs. This order tracking tool enhance our proximity with customers and encourage more interactions with them. It
the management of their fleet and their business. Our customer centricity by allowing him to understand any delays. will be opened from 9am to 5pm from Monday to Friday. This tool will allow
NLS rate for Parts is too low due to parts availability, everyone to save time (no need to send an email any more but just send
communication and duration. The TSP view show us what This order tracking tool allows affiliates and administrators to have a a message via the live chat). Finally, we will be able to check the impact of
our customers complain about. visibility on customer connection statistics. The names of customers, their our initiative on customer satisfaction thanks to TSP View and NLS figures.
ID number, the number of connection, the date of the last connection, (Appendix: NLS Parts only / TSP View and customer comments)
These are the reasons why we decided to create a tool are shown in the Excel file. This tool is currently being tested with pilot
which solves the customers concerns: We created an customers. From October to November 2017 we can see significant growth
online order tracking tool which allows customers to have in terms of connection (+300%). This proves that the order tracking tool
access to reliable information, anytime and anywhere: For responds well to customer needs. In addition, a newsletter is sent every
instance, customers can view the state of their orders, month to encourage them to connect.
the estimated shipment date, the delivery schedules,
the availability rates, and a lot of KPIs. Thanks to that, The official launch of the tracking tool will begin early 2018. All customers
customers can save up time and improve their will then be able to access the tool and track their CAT parts orders online.
logistics management. (Appendix: connection statistics file)
The first step was the internal launch and our subsidiaries Customers Relationship
are now comfortable to launch this tool with the countries Internal/external customers can request assistance via an email address
customers. Our employees are using this platform and dedicated to them (trackingtool@dealername.com). Site administrators
can advise their customers. The utilization rate of our process these requests daily to provide quality service to customers.
subsidiaries is encouraging (72% of our customers The goal: to support each client in his discovery of the tool and meet up
connected at least once). The second step is onboard our to his need. All customer requests are listed in a file for tracking purposes.
customers. We are collecting all the customers’ contacts (Appendix: Organization of customers’ emails and calls file)
(people in charge of logistics) for the external launch. This
second step enables to improve our customer’s data base
(and it will also be useful for our marketing campaigns).
Read full entry…


Project: Customer Experience Recovery for Product Quality Issue
Team: Ian Harris
< > 13 of 26

Any brand may have product quality issue, so does CAT. At the close out meeting for the project, we received comments from In convincing customers to change out the superstructures in parallel with
Over the last few years, unfortunate cracking in the customers and employees such as: the first slew ring replacement at 30,000 hours, we have increased the
superstructure of backhoe configured 6060’s has become • Machine operating without fault since return to work life cycle of the installed 6060’s out to 90,000 hours. This has a significate
a critical production risk to most owners in our territory. • Excellent result positive benefit to the customer by extending the machine life by 50%.
Because customers normally wouldn’t strictly adhere with • Good mix of experience and skill set The dealership and Cat also are able to sustain the machines in field for an
the operation and maintenance terms and conditions, they • Technical support was appreciated additional 30,000 hours at a time where the competitive pressure from the
were not eligible for standard CAT warranty. As an effort to • Both parties agreed at our kick off meeting we needed to work together. Liebherr and Hitachi product is at an all-time high in our territory. In term
recover customer experience, CAT offered free support to Both parties complied. of time this will roughly equate to having the correct 6060’s in field for
repair & upgrade in the field. Customers, however, were • Success of this project illustrates the benefit in working as a team and another 5 years. The new designed 6060 is due for release in 2019. The new
still not happy and blaming product quality, because they not separate parties - no blame mentality designed 6060 would be proven in the field for about 5 to 6 years before
still would have to considerate production loss due the replacement decision of the local machines are made. We are confident
to downtime. that this will allow us to have a solid seat at the table for the discussion
on replacement decisions. Not only did we get the opportunity to change
To fully recover customer experience, instead of repairing customer perception, we are also generating parts and service sales
the superstructures in the traditional way, we replaced opportunities on these machines for another 5 to 6 years.
them with new irons at the same time as the slew ring
change out at 30,000 hours, which reduced downtime
by 16 days.
The customers were very satisfied. What’s more, this

solution also extended the machine life by 50%, which
means we would sustain the machines in field for another
5 years at a time when the competitive pressure from the
Liebherr and Hitachi is at an all-time high in our territory.
This provided us continuous parts and service sales
opportunities, and also gave us enough time to change
customers’ perception of this machine model leveraging
the new generation of 6060 that will be released in 2019,
before customers’ replacement decision are made.
Read full entry…

Dealer: GAINWELL
Project: Customer Centric Field Service Management Solution < > 14 of 26
ELEVATOR PITCH RESULTS & OUTCOMES Customer Testimonials

youtube.com/watch?v=ZFQXFIcpUVY
We were struggling with inconsistent ART, low TSP-NSL The Project has been overwhelming success in terms of measured result in
Score at 31% against NLS Target of 55%, low CSA renewal a span of just 12 months from 2016 to 2017. Customer experience / testimonials video after installation of Mobile App is
at 12% resulted in slothful growth in Product also uploaded in youtube link as provide above:
Support Revenue. Customer Loyalty Increases
The redefined Process reduces ART and MTTR and thereby improving TSP- “This is the only company with whom we are ordering online parts”
As per Customer Verbatim , root cause impacting loyalty NLS rolling 12 months score from 58% in 2016 to 63% in 2017 despite -Customer_X, Company_X
ratings are Service Response time , delay in Complaint increase in sample size from 683 to 1313. Armed with Advanced analytics,
registration process , Customer demanding Online Parts customer-experience leaders gain rapid insights to build customer loyalty “Availability of Spare Parts we can get straightaway from our office (on
Price and availability and check for their order status. this was mainly achieved through feedback Process implemented against Mobile App) , we can also find our which spares are available in their office
We decided to explore the fundamentals of Customer Closure of each complaint (refer appendix figure 13) . If 3 or less star rating or anywhere else in the country”–Customer_Y , Company_Y
Interaction, as well as steps necessary to redesign the is provided by Customer as feedback against any complaint i.e unsatisfied
business in more customer centric fashion and to organize customer. Our Product Support Manager creates a follow-up call and ensure “Good Service Support is there, Service Person is able to reach within
it for optimal business outcome by redefining its Field the each complaint is attended to customer satisfaction. minimum timeline to repair the machine “ –
Service Management Process which is now extended to Customer_Z , Company_Z
customer by registration of complaint in case of equipment The process also helped in increasing Average Response time from 23.33
failure and ends with customers after feedback provided hrs in 2016 to 10.33 hrs in 2017 and CSA Growth by 21%. This helped us
against each complaint. The Process helped our customer achieving Silver status in Service Excellence and we are targeting to achieve
feel appreciated, secure and effortless by tracking CSE Gold in March 2018.
Geo location allocated for the complaint which brings
them transparency. Growth in Product Support Revenue Business
Customer Centric Mobile solution show huge improvement in ART, MTTR,
Armed with Advanced analytics, customer-experience Customer Loyalty and improvement is CSA’s growth.. Thereby the Product
leaders gain rapid insights to build customer loyalty , make support revenue increased from 152.19 INR Crs (23 Million US$) YTD 2016
employee happier and achieve growth by 7 Million US$ in to 194.68 INR Crs (30 Million US$) YTD 2017, which is around 30% growth
Service Revenue by Dec’17 . The process also helped in in Service Parts revenue.
increasing Average Response time from 23.33 hrs in 2016
to 10.33 hrs in 2017 and, CSA Growth by 21% and TSP- Responsiveness Score also increased from 8.4 to 8.5, PADE construction
NLS score to 63% in Dec’17 which helped in achieving increased from 20.30% to 32.30% and PADE E&T increased marginally by
Silver status in Service Excellence in Q3’2017and we are 35% to 36.10%.
expecting to achieve Gold by Q4’ 2017.
See images... Read full entry…

Dealer: Lei Shing Hong Machinery

Project: UE Customer Experience improvement
Team: Louis Tang
< > 15 of 26

A consistent Used Equipment solution to customers is pivotal
to our Rental, Used & New Machine (RUN) growth strategy. Following the launch of the UE App in September 2017, an average of more The ongoing importance of this development can be reflected in the growth
Transparency of available UE inventory was a major challenge, than 4,200 hits per month was achieved, which led to the generation of 127 of Used Equipment business. In 2017, UE sales increased 80% compared to
with traded in machines across the entire dealer territory manually incremental leads, resulting in 7 Used Equipment sales. This reinforced that the 2016 result, whilst the percentage of units traded in increased by 108%
uploaded into various externally operated websites, at a cost,
the customer expectation to be able to browse and view machines was as compared to the same period. Addressing the lack of visibility into the
and in an ad hoc fashion for customers to search. Inventory on
real, and being able to attract such a significant amount of visitors over the UE inventory status will provide ongoing benefits to the organization.
these sites was also often outdated, as sold inventory needed to
be manually removed, and lead generation and conversion was
initial period was encouraging.
low. The dealer internal inventory system was not able to support Overall customer experience within the entire machine division also
customer needs, as the trade in policy for UE was not aligned Improved closure rates were also achieved, meaning that those customers improved, despite falling during the middle of the year. Customer
with the new machine sales process. Machines traded in were not who transacted through the UE App were more likely to purchase, and high satisfaction levels dropped from 9.37 to 9.29 during the first 6 months of
added to the internal platform, so clarity on inventory availability priority lead opportunities. The closure rate for leads generated through the the year, however by the end of the year had rebounded to 9.43.
was not present. Furthermore, the trade-in transaction experience UE App was 5.5%, whilst closure rates through UE leads generated from all
was far from seamless for customers. external websites was less than 0.5%. Only 3 sales were generated from The internal approval process provided further benefits to the customer,
leads from an external website, those all coming from catwaji.com. In 2016, with onsite instant approval for trade-in available through the mobile App.
A 6 Sigma project was established, with VOC recommending total lead generation from external websites numbered 225 leads, resulting Similarly, this improved internal operation efficiencies, with the online
customer visibility to an available UE inventory database. To
in 3 unit sales, a conversion rate of 1.33%. A YOY closure rate improvement approval process reduced to virtually instantaneous, whilst the previous
facilitate this, process change meant all UE traded in had to be
from 1.33 % to 5.5% was realized. process took an average of more than 2 days.
added to the internal platform, which ensured accurate available
inventory levels. A UE App, with a user-friendly interface was
developed, which enabled customers to search UE inventory A more transparent platform for the customer to view available inventory
through various criteria, and included recommended pricing. has enabled more effective equipment search and identification, which has
Sales hotline connections were also established, along with trade been further enhanced by the functionality of the UE App. When combined
in, inspection request and approval functionality. A link created with the improvement in internal processes, customer satisfaction
within the dealer WeChat page allowed the 32,000+ followers increases have been realized.
direct access to the App, and an average greater than 4,200 hits
per month to the UE App was realized. 127 incremental leads
and 7 sales were generated in 4 months. Customer satisfaction
increased from 9.29 to 9.43 through 2nd half 2017, and a
conversion rate of 5.5% vs <0.5% of UE leads from external
websites was achieved. Internal trade-in approval process
improved within one hour, as opposed to an average more
than 2 days.
Read full entry…


Project: Developing & Rewarding Customer Heroes
Team: Rennie Ahnoop
< > 16 of 26

Ensuring that we provide our customers with an Preliminary results have shown that employee index has increased Feedback and communication increased from 8.7 to 8.9 – employees
Appreciated, Effortless and Secure customer experience from 8.6 to 8.9 since the launch of the BWE Hero programme. started to take a more proactive approach to providing customer feedback
has been a focus over many years within the dealership.
However, the trend of the NLS and CSI was stagnating at
50% and 8.5 respectively. A deep dive on the root causes
showed that our employees needed to be re-energised,
re-engaged and incentivised to go even further to making Implementation of BWE
hero programme
sure that every customer interaction resulted in an

improved score month on month.
We needed to drive a renewed energy into delivering Internal CX awareness increased from 3.0 to 3.7 post the Timely site arrival increased from 8.4 to 8.8 – customers were kept
more to our customers. The initiative to solve this situation Customer Hero Award programme. informed of any delays and 4) quote invoice accuracy
was the Customer Hero Programme, as an additional
dimension to the already-established employee reward and
recognition processes in place across the dealership.
The programme needed to provide a feeling of excitement

in terms of the rewards on offer and to show tangible
impacts on the overall customer experience. A quarterly
nomination process with spot prizes culminating in a
dedicated award category at the dealership’s annual
awards ceremony positioned the programme as an Employee’s technical knowledge increased from 8.6 to 8.9 – Employee behaviour index increased from 8.4 to 9.0 in both parts
employees were taking more time to listen and help customers and service.
important movement to be a part of.
identify technical issues
The supporting communications showcased success
stories and further encouraged colleagues to nominate one
another for providing an Appreciated, Effortless and Secure
customer experience. Awareness of the importance of
delivering an Appreciated, Effortless and Secure customer
experience increased from 3.0 to 3.7 (out of 5) and the
employee behaviour index increased from 8.4 to 8.9 in
both parts and service.
Read full entry…


Project: Revitalizing the Customer Centric Culture
Team: Rennie Ahnoop
< > 17 of 26

Following completion of the foundational capabilities of
repair and elevate in terms of the strategy, resources, Our internal communication initiatives helped improve our We also noted improvements in:
governance, culture and measurement, our CX journey communication strategy. We noted the following improvements: • Employee Index: The overall employee index improved by 2.7 points from
to optimize and differentiate our customers’ experience January 2017 = 86.7 to November 2017 = 89.4. We are hoping to increase
had an external focus. The internal aspect of ongoing Internal Employee awareness to CX: increase from 3.0 to 3.7. this score even more to achieve 90.
awareness and engagement of our people around the Improvements were noted in the areas of: • CSI: The customer satisfaction index improved from 84.4 in January 2017
importance of delivering an appreciated, secure and • Awareness of NLS and CSI targets to 87.0 in November 2017. We are aiming for a score of 90 in this area
effortless experience for our customers was unknown. • Understanding of NLS and CSI scores as well.
The level of awareness and engagement is an important • CX discussed more frequently in team meetings • NLS: The overall NLS Score increased by 10.7% with results in January
statistic in order to measure the success of the planned 2017 = 45.6% and in November 2017 = 56.3%
CX engagement programmes such as the Customer
Hero Programme.
This initiative focused on the measurement of the internal

awareness of our Appreciated, Effortless and Secure
Customer Experience principles of all staff levels, both
customer facing and non-customer facing employees
across our organization. The study consisted of two
waves, six months apart. The first wave determined the
baseline and the second measured the success of the
internal awareness campaigns and activities. The internal
awareness campaigns and activities were aimed at
revitalising a customer centric culture and consisted of the
Customer Hero Programme, PoP Team Packs, Regional
Executive Review Flash Reports, Quarterly CX Focused
Executive Review, CX training rollout and Brand
awareness campaigns.
Our internal awareness was base lined at 3.0 out of 5.0.

Our internal comms activities increased that score to 3.7,
0.2 above our target. Our target for 2018 is set at 4.0.
Read full entry…

Dealer: Parenin
Project: All Employees on Board for Customer Experience
Team: Hanen
< > 18 of 26
ELEVATOR PITCH RESULTS & OUTCOMES Service NLS increase

By delivering an Appreciated, Secure & Effortless experience to our
Building a Customer centric culture & ‘’Customer first’’ Service Excellence Performance Result “PARTENERS” driven by these initiatives, we succeed to improve our Net
mindset for the employees was a challenge. Also Bridging • The importance to be Customer-oriented Dealer is high, which goes along Loyalty Score from 43% to 52% YE2017 and our Ease of doing business
the Gap between what employees know and what with our corporate strategy. score to 8,62. Our SERVICE NLS was improved too from 38 to 54% YE2017.
they deliver is our main target to ensure a differentiated • The assessment shows also that our Maturity rate is improved and which
customer experience. Building a CX culture will also strives for EXCELLENCE.
ensure employee engagement as they have a better
understanding of their role in delivering superior customer
experience. Based on improvement areas suggested by
customers, “PEOPLE”, was a major area. Also we had
great opportunity in SHOP service NLS improvement.
Customer testimonials (source: TSP VIEWS)
To further enhance the customer experience, we were
sure that without having a passionate and committed
collaborators we will not achieve our goals. We had a Top
down approach starting with the Top management aligned
to the CX goals. We developed a robust organization to
drive the culture & focused on employee engagement
with customer experience as the key driver. Establishing
an employee Recognition program based on CX results Pre-Employee Opinion Survey “Deep dive with technicians”
enhanced the employee motivation in delivering This analysis shows our proactive action to improve our “Customer first”
appreciated/Secure & effortless Customer experience. mindset. Action plans were deployed by technicians to address and
minimize customers’ alerts. Participaion Rate of technicians: 95% (except
Thanks to this initiative and many other customer those who are in vacancy).
experience targeted actions, we successfully improved
our Service NLS from 38% (YE2016) to 54% (YE2017),
maintained “SILVER” Level in “SEP” Service Excellence
Performance for the period Q3 2017 and leveraged our
Customer Orientation Attributes to EXCELLENT Level and
the efficiency of our service recovery program
was improved. Results from: GPET Export_Attributes 2017 final
Read full entry…

Dealer: Zeppelin SBU CE CIS

Project: Transactional Survey Program SMART DashBoard
Team: Kirill Trukhin
< > 19 of 26

The existing reporting system that displays results of
TSPs in CRM is cumbersome, not flexible and has limited TSP Sales*
functionality that does not allow users to track and respond NLS 2016 YTD 47%, 2017 YTD 73%, +26%
promptly to results obtained during the TSP interviews. To # of surveys 2016: 112, 2017: 152, +36%
solve the tasks it was decided to develop and implement # of alerts 2016 28, 2017 17, -39% ((17/28-1)*100)
a multifunctional TSP reporting system based on the
QlikView BI platform together with a third-party agency. The largest estimations increase in 2017 occurred in the Quality dimension
+0.6, L2Q +0.4, L1Q + 0.3. There was a decrease in the number of
This system allows users to generate reports alerts with more interviews, an increase in satisfaction with the overall
independently and analyze the results of polls conducted impression, the quality of the services provided and readiness of the client
in various sections in real time or for a necessary period, to apply again, which led to increase in NLS by 26% in 2017 vs. 2016.
as well as customize their visualization templates and set
up a convenient schedule for sending reports in Excel and TSP Parts & Service**
PowerPoint formats. NLS 2016 YTD 44%, 2017 YTD 56%, +12%
# of surveys 2016 1285, 2017 1572, +22%
As a result of this initiative was a significant reduction of # of alerts 2016 347, 2017 294, -15% ((294/347-1)*100)
time spent on reporting, rapid navigation within the system
and more advanced functionality for data analysis. The largest estimations increase in 2017 occurred in L2Q +0.5, Invoice
accuracy +0.5, L3Q +0.2. There was a decrease in the number of alerts
with more interviews, maintaining a level of satisfaction with the overall
impression, increasing readiness of the customer to apply again and
recommending to others, which led to an increase in NLS by 12% in
2017 vs. 2016.
*, ** Sources: TSP results 2016, 2017 for Dealer competing
Read full entry…

Dealer: AMUR
Project: 6 Sigma project on reduction of Cat® parts lead time to Customers
Team: Anton Krupskiy
< > 20 of 26

Customer surveys in our Dealership in 2015-2016, including
TSP, confirmed that parts lead time and availability are the As soon as we used system approach in the project, we made audit of all Measurable outcomes of the project (after implementation of solutions):
key factors that affect Customer loyalty, Customer decision the processes that influence parts lead time. Almost all company functions • Parts lead time decrease due to:
on purchase, parts and equipment sales. According to were involved into improvements (parts, service, sales, IT, accounting, • 2 new delivery routes (direct deliveries from Caterpillar to Dealer
survey in 2016 Customers’ perception of parts delivery logistic, marketing). The outcomes were reached through overall branches that now counts about 20% in all shipments to Dealership)
time was 21 days and the desired parts lead time understanding and participation in process improvement. All improvements • 1 new transportation method (fast train delivery from Caterpillar to
was 7 days. were focused on Customer needs and relationships with Customers. central Dealer warehouse reduced transit time twice)
• 1 new parts warehouse opened in the Dealership branch
Project targets were to achieve the desired lead time, • Introduction of new machine down orders procedure enabling
increase Customer loyalty by fixing of parts lead time processing of Customer orders within 1 day from Caterpillar Moscow
issue and managing Customers’ perception of parts lead to readiness in Dealer warehouse
time. We applied a system approach to problem solving • Parts NLS rolling 12 months: 53% in 2016 vs 61% in 2017
and offered 2 types of solutions. TECHNICAL – impact • Rolling 12 months % of Loyal Customers (Parts TSP only): 62% in 2016 vs
lead time: new delivery routes, transport methods, parts 70% in 2017
warehouse, internal procedures; machine down orders • TSP Root Cause Analysis rolling 12 months, % Mention Among
tracking activity. NON-TECHNICAL – impact Customer “Resolved” Alerts, Parts: 51% in 2016 (n=129) including Availability –
perception: telephone / e-mail “Hot line” on parts lead
84% vs 46% in 2017 (n=135) including Availability – 78%
time and availability and parts order status tracking system
• 86% of parts are supplied within 7 days (compared to 65,4% at the
“SMS / e-mail notifications to Customers about parts
project start)
order status”.
• Parts sales increased more than 10% in 2017 compared to baseline 2016
• Measurement system for parts lead time “All-in-one report” introduction
The project resulted in parts lead time decrease, parts NLS
in Dealer ERP that allows to track lead time by major supply steps from
growth from 53% in 2016 to 61% in 2017, parts Customer
Customer’s order through delivery to Customer. Report clearly shows
loyalty growth from 62% in 2016 to 70% in 2017. 86% of
impact of lead time to particular Customer, region, industry, for different
parts are now supplied within 7 days (compared to 65,4%
methods of delivery. All process strength and weaknesses can be
at the project start), over 10% parts sales increase in 2017
revealed and improved in a timely manner.
compared to baseline 2016. Parts lead time measurement
system “All-in-one report” was introduced in Dealer ERP to
show major steps in parts supply, the impact of lead time
to particular Customer, region, industry, different methods
of delivery.
Read full entry…


Project: Break to Build
Team: Karen Olivas & Shahul Hameed
< > 21 of 26

The impact of an honest feedback depends on how it is received
and managed.
Transactional & Customer Satisfaction Survey Results Campaigns & Initiatives
The volume of customer feedback we receive continued to increase
as we open multiple digital channels of communication. Gathering
• 26% y-o-y increase on Service NLS • Repair Option was launched to address VOC on demand for faster
customer feedback is just the first step, but the real challenge is how • 25% y-o-y increase on Sales NLS quotation turnaround on engine repairs and parts discount
to zero-in actions that would address customer concerns, bring optimal
impact to business performance and deliver an exceptional
• Total At-Risk customers dropped by 17% in 2017 • SMART Repair Options was introduced to provide price assisted parts kit
customer experience. • At Risk Service customers dropped by 41% options and targeted to Do it Myself customers
To meet our customer’s diverse demands and support our people
• At Risk Machine Sales customers dropped by 9% • Eight & 8 campaign was launched to a comprehensive sales & aftersales
on enhancing customer relationship, we continued to strengthen • 39% of Vulnerable customers in 2016 were converted to Loyal in 2017 support on BCP, GCI & DP machines
our capability to obtain and utilize Customer Insight & Business
Intelligence. This year, we had broken down another set of customer
• 33% of At-Risk customers in 2016 were converted to Loyal in 2017 • CX Reward Program was launched in 2017 where dealer representatives
data silos in addition to equipment monitoring data integration with exceptional Customer Excellence Score from different branches and
in 2015. Customer feedback and survey results (transactional,
marketing content & channel preferences) were integrated on our divisions were recognized and awarded by Executive Management
CRM system. To accelerate our resolution & recovery efficiency
and ensure that customer concerns are attended within 48hours,
our resolution process was redesigned and was built into our CRM
system. Automation of alert assignment and resolution escalation Business Gains
were deployed along with the provision for updating resolutions
online. CX Reward Program was also launched in 2017 to recognize
• Loyal Service Customers
dealer representatives across divisions & branches with exceptional • 37% of 2016 Loyal customers generated higher service transaction
Customer Excellence Score. Individual NLS was also introduced on
Service Elite and Parts Elite KPIs.
value in 2017 and increased total service transaction value by 112%
• 30% of 2016 Loyal customers completed more transactions in 2017
Customer transactions and feedback from different touch points are
now made available in one platform to dealer representatives across
• 48% of 2016 Equipment Sales - Loyal Customers with recorded
divisions up to dealer principal level, resulting to 80% resolution opportunities in 2017 generated higher closure rate
duration reduction, from 15 to 3 days. Non-value added activities on
data processing and consolidation were eliminated, contributing to
• Automated customer alert assignment and alert resolution resulting to
increased efficiency on data mining and tableau visualization of CX increased efficiency on alert resolution process
& business KPI monitoring. Our consistent KPI monitoring enabled
us to identify gaps, reinforce Field Service Excellence and introduce
• 80% improvement on alert resolution duration in the last 11 months, from
solutions like Repair Options, SMART Repair Options and Eight & 8 16 to 3 days
in 2017. These initiatives answered our customers’ demand for faster
response time, quality service, faster quote & repair turnaround time,
• Standardized alert escalation process which instigated transparency and
parts discount, competitive financing and comprehensive accountability on customer alerts
aftersales support.
Overall, breaking down data silos has helped us build a compelling

experience for both our customers & our people; resulting to a 26%
and 15% y-o-y increase on Service & Sales NLS, respectively and
112% increase on total service transaction value from our 2016
loyal customers.
Read full entry…

Dealer: Borusan
Project: Service Communication Center
Team: Volkan Yayman
< > 22 of 26

Machine maintenance or repair service requests were Field service Net Loyalty Score has been increased from 54 to 56 in 2017. A new-technology feature is added for the system to recognize the
used to be recorded by service engineers manually. The Responsiveness and Communication questions average has been increased customer’s phone number, so that the customer is welcomed by his name
customers were expected to contact the nearest dealer in monthly TSP surveys. 260 newcomers recorded in CRM system and at the beginning of the conversation. All other customer and machine
store for their field service requests. 1 m€ extra revenue in Field Service in 2017. history can also be seen on the call center screen, for a better, qualified and
effortless communication.
The current call center team has been enlarged to a bigger Total Customer: 7865 requests demanded from 1698 different customer
call center & service communication team. Newcomers: 260 (No Service record in last three years) Previously 1 service engineer could create 25 service requests/day, after
our new Service Communication Center, 1 service dispatcher can easily
A new outsourced supplier is selected. The agents are 1698 different service request tickets are created via new Service create 35 service requests/day now.
trained for technical aspects and also for soft skills. A new Communication Center. 260 customers with no records in last 3 years
“service request ticket” document type is created in CRM started to use our services again/ for the first time in 2017. They generated
system. Also a new-technology feature is added for the 1007 k€ Service Revenue. This amount is %3 of Total service revenue.
system to recognize the customer’s phone number, so that
the customer is welcomed by his name at the beginning of
the conversation. All other customer and machine history
can also be seen on the call center screen, for a better,
qualified and effortless communication.
Field service Net Loyalty Score has been increased from

54 to 56 in 2017. Responsiveness and Communication
questions average has been increased in monthly TSP
surveys. 260 newcomers recorded in CRM system and 1
m€ extra revenue in Field Service in 2017.
Read full entry…

Dealer: JA Delmas
Project: Dealer Drives its 6 Customer Experience Initiatives
Team: Monia Razouane - Marketing CX
< > 23 of 26

Since the arrival of our new dealer principal, our main The Consistent increase of the customer satisfaction indicators 86% surveys number increase: Sales and PSSR team take the lead and
priority was to consider the Customer at the heart of our communicate at each visit with their customers contacts. They explain
day-to-day management by providing a quality and unique • NLS is in continuous improvement since 2015: the benefit to respond to TSP surveys and promise a rapid response and
purchasing and service experience. The goal of our dealer commitment to provide a solution for each alert.
was to reach a 30% NLS for 2017 - to double our 2016 NLS 2017 NLS 2016 NLS 2015 NLS 2014
result (15%). From the 1st quarter of 2017, the observation 33% 15,2% -0,8% 0,4% • VOC meeting and Recovery process are in place for each country: each
was clear: figures did not take off and the path taken was month and for each country these meetings are conducted by the
not the right one. • NLS recorded scores are up for the entire dealer territories. Figure below marketing team, using NLS results analysis and action plan execution
NLS growth S2 vs S1 for each country: with focus on follow up and goals. Continuous CX training sessions: In
An emergency plan had to be put in place to address the each territory, dedicated training and work sessions are driven by the
trend and to involve each employee. The new road map dealer principal to introduce our dealer CX strategy, and explain the road
and development actions did not only aim to increase map for NLS improvement and customer loyalty.
customer satisfaction, but also to develop a customer • Process and tools improvement: Parts tracking tool to give customer
centric approach within our dealer network, which is a regular updates on their order position and a second tool “Praxedo” for
necessary foundation in order to maintain CX culture. monitoring field service follow up with customer.
Always prioritize the customer needs when applying • Internal communication achievement: Using WhatsApp and the internal
process and tools. platform to communicate about NLS results-customer comments and
best practices is a daily activity implemented by the marketing team.
It was time for everyone to embark! It was necessary to • Surveys sample is also growing:
build awareness, motivate and train, but also to constitute
CX ambassadors, and improve NLS and customer loyalty
in the entire JAD network. The goal was reached for both
NLS: From 15% in 2016 to 33% in 2017, more that, surveys
number increases too, by 86%, it was a success.
Watch video... Read full entry…

Dealer: Gmmco Limited

Project: G-Voice - A digital Feedback system to listen to our Customers Voice
Team: Sudhan Kumar
< > 24 of 26

Background 69 - Sustaining an Overall TSP Score in 4 Pilot Branches in from Jan-Dec’17 • GEM (Going the Extra mile) Champion- Coimbatore which is one of the
Capturing and addressing to Customer feedback is more which is above the Target of 58. Digital survey Branches emerged as the winner in CAT Bangalore District
critical for Customer engagement. Though CAT TSP GEM competition in Dec’17.
survey is a comprehensive survey and captures the actual 1200+ - No. of Customer Responses recorded thru Digital Feedback system • 18 Employees attended Business Tools for Parts Managers training parts
feedback from Customers, Analysis of no. of surveys at in 14 Branches. and warehouse operations.
sample Parts counters indicated that less than 2% of the • Based on Customers Feedback Parts storage facilities improved in the
Total Transactions were only surveyed through TSP. In case 97 - Customer Delight score taken thru Digital feedback survey from Oct’16 survey implemented Branches. 9 Branches are Contamination control
of customer disengagement, opportunity for immediate to Dec’17 in all Digital Survey Branches. (CC) rated Branches. 14 Employees have undergone CC Training to
service recovery was minimal since time taken from date
monitor and sustain the CC standards in Parts storage.
of transaction to survey & recovery was between
25% - Reduction in Time taken for Customers to complete their parts • 4 Model Parts counters developed in 2017 in Digital survey Branches to
60- 70 days.
transaction in the 4 Pilot Branches. enhance Customer experience.
Initiative
• Collaborated with Caterpillar Parts Operations Consultant & Smart
Our Organization understood a clear need to capture
749 - No. of Line items added in the 4 Pilot Branches for improving parts Sourcing Consultant to on board Dealership for “Smart Sourcing” to
customers “ Moment of Truth “ on a real time basis for all
availability based on Customer Feedback. improve Parts availability. By Q1 2018” On Time in Full” metric would be
Transactions at Dealership through this project and have
taken the Digital step of launching the easiest & fastest measured for the dealership.
69 • MGPP – Multi generation Process plan in place to expand the Digital
Voice of Customer (VOC) capturing Platform through
Mobile phones and Tablets. Customers can leave instant 58 survey to other Branches and include Field service by Q2 2018.
feedback about Parts and Service transactions through the • Overall 9% POPS-C improvement in Parts in 4 Pilot Branches from
installed App and incase of any disengagement, Service May’16 to May’17.
recovery process is initiated through Automated alerts
and escalations. Customer Testimonials reveal that Customers are highly satisfied in giving
Results/ Outcomes Target Actual instant feedback about Parts and Service
1200+ Customer Feedbacks through G Voice across 14
Branches with 97% Net Delight Score. Sustaining a TSP
Score of 69 over past 12 months.in 4 Pilot Branches.
Project replicated in other Branches and also Feedback
system introduced for Field service. Several CX initiatives
like improving Parts availability, Reduction of Parts counter
transaction time, Facility improvements, Parts counter
personnel training and Parts Pricing rationalization etc
implemented based on Customers Feedback.
Read full entry…

Dealer: Monark Equipment

Project: Customer Fist Initiative
Team: Edmund Palisoc
< > 25 of 26

Proving great customer experience and relevant solutions
that meets and exceeds customer expectations will drive For 2017 we managed to cover 1,156 respondents where we registered an
the differentiator in attaining market leadership in 8.59 as the lowest satisfaction rating and 8.89 as the highest satisfaction
our industry. rating for a given month. Overall we closed the year with and 8.75
satisfaction rating and a 59% net loyalty score.
The company’s Customer First Initiative is about creating a
better customer centric culture. We did this by focusing on In order for us to achieve a Customer Satisfaction target of at least
educating employees about the value of responsiveness in 8.9%, we need to improve on ease of doing business attribute which is
the hope to improve customer satisfaction. 93% that registered as the highest in Correlation followed by reliability,
responsiveness and duration having the same 80% Correlation rating.
Our Customer First Initiative for 2017 has raised 90%
employee awareness while 60% of the employees are
very engage in delivering good customer experience. As a
result, we averaged an 8.75 Satisfaction Rating and 59%
Net Loyalty Score from the same year.
Read full entry…

Dealer: United Tractor & Equipment Pvt Ltd

Project: Dealer Digital Channel Customer Experience improvements 2017
Team: Basuru Thejan
< > 26 of 26

Online customer experience management has become • On average, the number of website visitors have increased by 140%
extremely important as online channels often act as the • With the new website been mobile compatible, the percentage of users
very first touch point for many transactions. Our online visiting through a mobile device has overtaken percentage of users
platforms included company website and Social media visiting through a desktop device.
pages. However, there were number of weaknesses in • On average, the number of inquiries generated per month from the
those platforms which prevented us from providing the website has increased by 100%
desired level of customer experience. • Number of pages viewed per visit by user has increased by 94%
• The number of first time visitors to the website has increased by 146%
The project was aimed at overhauling all online channels to • The number of returning visitors to the website has increased by 133%
provide a high level of customer experience. This included • On average, 12 visitors per day engage with the live chat system on
revamping of our websites and social media platforms as the website
well as creating new channels such as an online partstore. • 42 users have accessed the Virtual Reality Tour of the dealer facility
The project mainly looked at several areas of improvement. through the website. Average duration of a visit is 5 minutes.
• Technological improvements Please refer to attachement for results tabulation.

• Look and feel
• Brand compliance
• Differentiation
• Monitoring & Tracking
We managed to successfully complete these changes by

the middle of 2017.This has made a marked improvement
in our online lead generation by almost 100%.
Read full entry…

DIGITAL
CAPABILITY
DIGITAL CAPABILITY PROJECTS
Page 43 Digital Experience Enriches Traditional Coal & Mining Exhibition - Vostochnaya Technica (VT)
Page 44 Cat Oil Integrated Digital Marketing Campaign - Hastings Deering
Page 45 Online E-Auction through Wechat in China - China Engineers Ltd (CEL)
Page 46 Augmented Reality App - EPSA
Page 47 OLGA –Opportunity Lead Generation Analyzer (Tool for generating and analyzing leads) - Mantrac Vostok LLC
Page 48 Expanding on Dealer Digital Marketing leading to Lead Generation - Sime Darby Industrial (SDI)
Page 49 Optimisation of Marketing (Distribution) Cost using Digital Strategy - GAINWELL
Page 50 Customer Engagement Room at New Parts facility - Barloworld Equipment
Page 51 Driving Incremental Parts Sales - Barloworld Equipment
Page 52 Digital Footprint - Bangla Trac Limited (BanglaCAT)
Page 53 Integrated digital solution for sales boosting and customer relations enhancing - LSHM North China
Page 54 Reach Out - Engage Right - Grow Social - Mohamed Abdulrahman Al-Bahar
Page 55 Used Machines in Your Pocket - Borusan
Page 56 Online Microsite for selling Prime Products - GMMCO Ltd
Page 57 WWC Project (Win With Customer) - Lei Shing Hong Machinery
Dealer: Vostochnaya Technica (VT)

Project: Digital Experience Enriches Traditional Coal & Mining Exhibition
Team: Sam Klimovskiy
< > 1 of 15
ELEVATOR PITCH RESULTS & OUTCOMES PCC

• 32 new customers received access.
Lack of customer interest and perceived doubts and concerns Results achieved during the event were impressive. • 394 units of marketing materials were sold.
about the efficiency of new technologies prompted our • collected money went to the charity funds.
Dealership to offer a “hands-on” opportunity to our customers Customer Engagement
to engage with us via digital platforms and technologies. • 750 visitors were registered during the event. New Technology Projects
• 324 customers were among them. Ongoing discussions on large technology solution projects (autonomous/
Using the traditional forum of an internatioal mining trade • more than 50 meetings were conducted. robotic trucks and drills, Immersive technologies simulators, remote control
show, we organized an unique digital experience with the goal system) were initiated with some of the key customers.
of introducing and creating awareness and positive customer Lead generation and conversion
perceptions towards digital platforms and technologies. We • 236 leads* for new mining and construction equipment were generated. * Main leads:
provided customers with an exceptional digital experience • 29 machines were sold. • OHT – 157 units.
by leveraging live technologies: we demonstrated a 3D • 50 leads for 131 units are still in progress. • TTT – 67 units.
catalog of Cat® mining machines, offered tours of our rebuild • LWL + MWL – 34 units.
centers and underground mines via 360° virtual experience • HEX – 33 units.
applications, offered deep dive 360° videos of Cat machines • MG – 32 units.
and augmented reality experiences that took our customers • UG – 6 units.
underground to veiw longwall mining system in action. We • HMS – 5 units.
demonstrated Product Link™ and Fuel consumption monitoring
system, and gave customers the opportunity to try Immersive
technologies simulators and Trimble® LOADRITE™ simulators.
Each visitor was given a chance to transact online via Cat
PartsStore™ and experience the inside of five different Cat
model cabs using 3D virtual glasses.
Results achieved during the event were impressive: 750

visitors were registered trough the in-house developed App,
236 new leads were generated, 29 machines were sold, 32
new customers signed up on PCC, and ongoing discussions
were initiated on large technology solution projects
(autonomous/robotic trucks and drills, Immersive technologies
simulators, remote control) with many of our key customers.
Read full entry…


Project: Cat Oil Integrated Digital Marketing Campaign
Team: Kelly Jury
< > 2 of 15

On the back of declining oil sales in our region we This initiative resulted in significant increases in
developed and implemented an integrated digital key campaign metrics including:
marketing campaign to help increase participation rates,
generate leads and grow oil sales in our region.
We launched an integrated digital marketing campaign

across our region leveraging non-traditional advertising
channels including affiliate display networks, digital
signage, social media lookalike audiences and display
advertising and digital content marketing via
email campaigns.
This approach resulted in significant increases in

key campaign metrics including:
• 67% in website traffic to the dedicated landing page,
• 35% increase in Cat oil leads generated,
• 8.9% increase in annual oil sales from
$6,854,558 (2016) to $7,471,231 (2017),
• 9% increase in average monthly oil sales from
$571,213 (2016) to $622,602 (2017).
Read full entry…

Dealer: China Engineers Ltd (CEL)

Project: Online E-Auction through Wechat in China
Team: Jimmy Wu Ziqian
< > 3 of 15
ELEVATOR PITCH RESULTS & OUTCOMES And then we hope it can increase Caterpillar and THE DEALER in the BCP
market exposure. Such activities can also attract customers, improve our
Why After this e-auction activity, we got 167 customer informations including expectations and enhance brand awareness and sense of belonging.
In 2017, Chinese BCP market volume increases rapidly. 70 new customers and 97 existing customers. After analysis, 62% these
BCP sales of 40,868 units with an increase of 28.75%. followers are BCP lead generation who have ever bidden in auction and the THE DEALER e-auction system is a very attractive and useful solution.
There are more and more new customers appear in rest 38% are Parts lead generation. We can not only use to collect customer information, reducing cost and
our views. But they are limited. In order to facilitate transaction cycle. It also can use to UE machine, unsalable machine, parts
THE DEALER collecting new and potential customer This auction of exposure is about 4500 people. Because of it, our Wechat and various gifts. It can‘t replace the offline sales model. But as a creative
information, simplified into the sales process and provide a public account received 389 new followers in one week. Compare with the digital marketing solution, it is a change of THE DEALER. At the same time
solution for future work. period is no activity, it is a good figure. it can also bring us a variety of possibilities. We will keep exploring more
solutions in the digital platform.
How We had two auctions and won a total 8 units of 305.5E2 wins. The final
Year 2017 is the 55th Anniversary of THE DEALER as bidding price is very close to the offline normal selling price. Total machine
a dealer of Caterpillar Co., Ltd. We hope to use this as revenue is CNY 2, 372,000 (USD 365, 232). At the same time, because of
a theme to find solutions to our problems. Finally, we the CNY1, 000 (USD 153) coupon, we got CNY 142,372 (USD 21,834) parts
conception, including the project, development and other revenue and one more BCP machine wins. Base on the following tracing,
stages) the final decision to this solution is arranged in THE we found the 8 of 70 new customers in this auction began to have business
DEALER has a very mature WeChat platform to organize a with us, one of them is machine customer, 7 are parts customers.
network auction. This event will mainly rely on the Wechat Our costs include time and money costs. The develop fee is CNY6,
platform, hoping to use this network auction activities, 600 (USD 1,013). This project from the idea, planning to research and
increase traffic and the number of followers. development, the time used only 1 month. We can see that the overall
efficiency is fast. The final profit is also quite impressive. But this is only
What is the result V1.0, there are many places that can be optimized.
Finally, we received about 9,000 reads of Wechat articles
and other industry platform. In these two auction activities, To sum up, this is a very successful digital marketing solution. We not
we collected 10 wins of 305.5E2 and 70 new customers. only accomplished our stated goal of promoting CAT BCP, but also give
Totally there are 167 customers participated in auction our customers the support and endorsement of THE DEALER's innovative
activities. And we get CNY 142,372 (USD 21,834) parts goals through this new approach. Customer feels that this kind of auction
revenue at the same time. is creative and easy and simple. Young customers are easy to accept. For
our union rules which buy CNY1, 000 (USD 153) coupon with CNY550
(USD 84) is very cost-effective. Reasonable arrangements and a variety of
choices, the ultimate goal is to allow customers to have a good experience.
Read full entry…

Dealer: EPSA
Project: Augmented Reality App
Team: Catherine Maguire
< > 4 of 15

We launched an Augmented Reality App to assist in selling The Augmented Reality App and the complementary strategies are being The App has been well received by customers and guests to date.
of the new Cat®-branded generators 7.5 to 330 kVA. rolled out throughout 2017 and 2018 with the implementation of the ESR
and ISR structure. Success is being measured by:
To reach and address the needs of our remote or regional • Revenue - Sales growth in the EPR Segment
customer base, we introduced an Augmented Reality App We expect that the Augmented Reality App will: • Conversion – Length of sales conversion process for ESR and ISR
to enable customers to view the new Cat® retail range of 1. Facilitate the purchase of the new cat compact range • Engagement - Number of downloads
generators in 3D on any mobile device. 2. Aid in sales conversion • Online engagement - Number of Opens/Views on the video and web link
3. Better inform prospective customers and PDF spec sheet
Using the Cat® Spec Sheet as a basis, the user scans their 4. Allay any potential customer concerns • ESR/ISR anecdotal feedback
mobile device over the Spec Sheet to see a 3-D drawing of 5. Reduce post-purchase dissonance • Consultant feedback
the C13 and C15 product. 6. Assist in the customer relationship
• The App is loaded on ESR mobile devices to assist in the This Augmented Reality App links the traditional sales collateral with the
selling process. digital world. As industry leaders, we are well positioned to integrate
• ISRs will utilize the App when selling over the phone. modern technology into our marketing and selling strategies.
• Each of our branches will have the App on a mobile
device set up in Reception areas around the country.
• Consultant Customers will use the App as a tool when
placing dimensional spaces for plant room, sound
attenuation and air discharge requirements.
The App also links to company website, further product

information and company video.
Read full entry…

Dealer: Mantrac Vostok LLC

Project: OLGA –Opportunity Lead Generation Analyzer (Tool for generating and analyzing leads)
Team: Anna Shchennikova
< > 5 of 15
ELEVATOR PITCH RESULTS & OUTCOMES Benefits

During Pilot Project, OLGA Leads were processed manually in XLS, in
OLGA was chosen as a forecasting tool which allows The results and outcome of the OLGA 2017 Project. 2H 2017 OLGA Leads were integrated in Salesforce and Lead processing
to predict and forecast parts and labor opportunities for became automated.
future 3 years. The implementation process took 2 years, OLGA Leads generated amount – 30 Million USD
2 workshop were conducted for Managers and all PSSRs Number of Leads -1286 For PSSR OLGA is flexible instrument for scheduling repairs and receiving
were trained on OLGA Leads. Closed Won Amount – 2M USD. additional information about customer population. Leads are available in
Number of Closed Won Leads – 179 Salesforce and PSSR can monitor customer opportunities on daily basis. If
PSSR can predict needs of customers in spare parts OLGA Leads Amount in process by PSSR – 14M USD required PSSR makes updates on current status.
and labor before the customer call him, as a result the Number of OLGA Leads in process – 535
customer feels more appreciated, secure and effortless. At Managers’ level OLGA is additional tool of planning big Deals beforehand
and making predictions of parts usage.
OLGA benefits are estimated as 2M USD of Closed Won
Deals Amount. At customer level customer receives forecast and budgeting information for
spare parts and labor. As a result, Customer feels that Dealer is taking care
At customer level customer receives forecast and of his equipment as Dealer can predict preventive maintenance and
budgeting information for spare parts and labor. As a result, future failures.
Customer feels that Dealer is taking care of his equipment
as Dealer can predict preventive maintenance and
future failures.
Read full entry…

Dealer: Sime Darby Industrial (SDI)

Project: Expanding on Dealer Digital Marketing leading to Lead Generation
Team: Eddy Oh
< > 6 of 15
ELEVATOR PITCH RESULTS & OUTCOMES Social Media Impact

• Current Page likes achieving a 350% increase in Q4 vs Q1 with total likes
To help drive participation within second and third tier Target Feed conversion – 4% Target, Achieved 3.93 % at 3,804
customers and to generate quality leads and have a greater Total Lead Conversion – 0.2% Target, Achieved 0.18 % • Current Reach achieved a 309% increase in Q4 vs Q1 reaching 369,217
reach, a cross channel approach was required that would • Current Traffic feed to Webpage is at a 178% increase in Q4 vs Q1
work in tandem with traditional sales to help drive up Lead Generation value has reaped the following benefits • Current Page followers stand at 3,827
brand awareness, participation and conversions. Coverage
for traditional customers with Face to face engagements Website ZIFT.
via Sales reps is significantly very costly these days - • We achieved approximately an increase of 126% on website traffic • We have seen increase in Leads to Opportunity rate of 3.93%
a lower cost effective alternative is required. Q4 vs Q1. • Lead Qualification has increased to 30%
• Page Views have increased by 35% as compared to previous 6 months • Online Conversion – avg 0.18% conversion rate with an avg revenue of
We use our current digital marketing approach to build the • Page Sessions have increased to 3.63 from 2.00 during the previous 6 RM600.000 (US$146k)
Caterpillar brand, influence those people who are engaging months an increase of 81% • Unique Click opens – 33% vs similar industry avg of 20 – 25%
digitally, build credibility and identify triggers with a twist. • Bounce rate has seen a range of 41 – 43% • Click Through Rate (CTR) – 3% vs similar industry avg of 2 – 3%
We call this concept approach Triangulation - using

relationship marketing via Webspace online and Social
Media and Electronic Direct Mail (EDM) to build trusted
relationships with decision makers and using digital
marketing as a trigger to make sure we call at the
right time.
The Triangulation approach has netted good results with

RM600k value in sales which is close to the aggregated
target of lead conversion of 0.2% without SEM or Social
Media Ad spend within a space of under 6 months.
Read full entry…

Dealer: GAINWELL
Project: Optimisation of Marketing (Distribution) Cost using Digital Strategy
Team: Neeraj Chhabra
< > 7 of 15
ELEVATOR PITCH RESULTS & OUTCOMES Cost Per Lead

• Indiamart: INR 43.2 i.e. USD 0.68
One of the biggest challenges we were facing was getting With the introduction of Digital Capability, WE has reaped • Just Dial: INR 31.4 i.e. USD 0.49
word out to the people who are most likely to become our the following benefits: • Sulekha: INR 192.89 i.e. USD 3.03
customers. In fact, the whole goal was to “get the right • Facebook: INR 69.51 i.e. USD 1.09
message to the right person at the right time." And also Online Reach • Over All: INR 61.87 i.e. USD 0.97
our Marketing team was supposed to ensure this at the • We achieved roughly 25 Million exposures through’ various channels. The
best possible price. reach in 2017 has increased by 32% when compared to 2016. Call Volumes – Growth
• The Call Volumes in the Call Centre has grown by 24% since it has been
In today’s VUCA (Volatile, Uncertain, Complex and Social Media Impact functional 24 X 7. (Refer Fig. 4)
Ambiguous) world, the shift from an analogue broadcast • Number of Likes in Our CAT Facebook Page have grown by 1996% in last
world to a digital networked one is a profound shift that 5 Months. (Refer Fig. 1) Rental Success through Digital Marketing
fundamentally changes the way in which value is created • Our CAT Facebook page is placed at 5th Position against competition • Event – Rental & Used Event at Greater Noida on 06th &
and distributed. In this era, digital disruption is set to with Max. Growth of 6%. 7th October 2017
intensify – 4G mobile broadband and ever cheaper sensor • Number of Likes in Our FG Wilson Facebook Page have grown by 6124% • Total Digital Campaign Cost – INR 18367.17 i.e. USD 288.92
technologies are making the Internet of Things a reality, in last 5 Months. (Refer Fig. 2) • 367 Enquiries Generated
and we were sitting squarely in the middle of it to offer • Our FG Wilson Facebook page is placed at 3rd Position against • Cost per Lead INR 22.16 i.e. USD 0.35.
such capability and connect to its customers. competition with Max. Growth of 3.3%. • Closed Deal Worth USD 1.25 Million
This has led to a growth of lead generation by 102%, Lead Generation & Conversion Online Parts Sales
lead conversion rate has been 26% and conversions has • Branding & Awareness Has Increased - We have seen increase in Leads • YTD Online Sale - USD 1.11 Million. Achieved Online Sales Target of 3%
increased by 260%. Cost of Digital Lead generation is Generation to the extent of 96% - i.e. 1868 Leads in 2016 to 3654 in 2017. actual dealer Parts Sales $34.38 M. (Refer Fig. 5 & 6)
much cheaper when compared to Offline Leads. (Refer Fig. 3)
• Lead Qualification rate has been 26%
• Wins from Digital Leads - Growth by 440% from 10 Units in 2016 to 54
Units in 2017.
Read full entry…


Project: Customer Engagement Room at New Parts facility
Team: Verné Wiid
< > 8 of 15

When the new Parts facility was being built, we were Customer Engagement has been at least 4/5 customers per day entering
requested to come up with an idea to increase our the room, observing the hologram and checking how to register.
awareness and digital expertise to our customers entering
the facility. We created a Break away area for customers From the Official launch of the new facility, our registration of Parts.cat.com
to view our products and services. A room was developed has increased to 69 users, of which 55 are in the vicinity of the new facility.
where 4 Pods were added, one explaining how to register
online, and the other to order parts, giving the customer The above graph shows the increase in registrations post the opening,
the ability to order online, instead of waiting in a line for his explains the relationship of the registered users compared to the increase
parts at the parts counter. of sales.
The next was a Hologram of a 320D2GC, explaining the Our customer experience was highlighted by the fact that we could show
specifications, the operator station, Engine, hydraulics, our digital savviness, and creating a different world for the customer where
undercarriage etc., and providing information about he can engage with us and our technology we offer.
Equipment Management services. Customers could also
see what work tools they could use with the machine.
The Room theme is: THE CONSTRUCTION ROOM

• Placed various types of materials found or used on a
construction sites (e.g. Rubble / concrete / wood / steel)
inside the room. A few could be used to create seating
or moveable pieces in the area. Using these tactile
materials conveyed the character of the machines and
their daily uses.
• Vinyl decals display a beautiful construction site with
machines placed in the images.
• Set pieces are mobile and their uses could be extended
to outside events.
Read full entry…


Project: Driving Incremental Parts Sales
Team: Verné Wiid
< > 9 of 15

Following the launch of parts.cat.com with 3 customers at As you can see from the graph below, this indicates how continued
an average parts sales of R33k per month, the Parts pillar marketing efforts, contribute to the increase in awareness. The more
of the overall eCommerce strategy for 2017 needed to Impressions you purchase, the more clicks and conversions.
focus on increasing parts sales through the online channel.
Analysis identified that this could be achieved by both On the right are Sales figures, and how each month became a record
focusing on increasing customer enrolments, encouraging month, then slowly decreasing, as the industry started slowing down for
customer engagement with parts.cat.com and the driving the festive season. This also shows how the campaign has contributed
the breadth and depth of value and line items of the parts to the awareness, and only once the campaign is running for a number of
purchased. months, you start reaping the benefits.
A parts.cat.com digital marketing strategy was developed

to capitalize on the successful Power Shopping creative
concept utilized for launch through 2 quarterly campaigns
in July and September 2017 to drive these objectives.
The campaign utilized SEO, SEM, Display Advertising,
Programmatic advertising, customer events, Facebook
advertising, and also incorporating Video into these
platforms, in an integrated approach to drive new customer
enrolments and incremental parts sales. In addition, the
innovative development of the Customer Engagement
room at the newly opening parts counter enabled face to
face demonstration of the ease of selecting and ordering
parts through the online channel.
Significant results were achieved with a 76% increase in

sales value between July and December totaling R16m for
the 2017 year compared to the 2016 year achievement of
93k. A 93% increase in number of enrolled customers and
98% uplift in number of engaged customers.
Read full entry…

Dealer: Bangla Trac Limited (BanglaCAT)

Project: Digital Footprint
Team: Tasnim Choudhury
< > 10 of 15
ELEVATOR PITCH RESULTS & OUTCOMES • Customer query and leads has increased which can be given to cross
departments very easily and smoothly. We are connecting more
The current age that we are in right now requires Dealer Improvement and more people to our dealer which leads to HUGE BUSINESS
everything “online” centric. It is important to be online, Using our Facebook page for content sharing is helping technical DEVELOPMENT and increase service respect.
and if we really want to segregate and dig deeper then we information go to all our salesmen and customers. The distribution is fast • 2016 nil, and 2017 we are receiving hundreds of leads that is improving
can say it is important to be available digitally. Not only is and with ONE CLICK in a vast manner. We are developing our people, our the business. And sales have come from said leads (attached in appendix)
this the perfect platform to increase and divert traffic to customers technically without the initiative of a separate program. Training • To the customer the dealer image is increasing, we are showing the
one’s website, but it also lends a playful way to talk about time for small product items product knowledge, service information, standard of our people which relates to the standard of our products and
businesses such as Caterpillar in a broader reach. is reduced. the principle.
• Customers call to show appreciation of using our tips which is increasing
Dealer has taken the help of Facebook to spread Previously all internal department would not be up to date about all value in customer’s eyes about the dealer (An MD. Of a company called
awareness of internal events, product details. And with department work, now with one click the whole dealer gets the information. to say that he printed and laminated our service tips and posted it on
our newly launched Merchandise line, we use the platform In a minimal time we are doing a mass distribution of our products and the wall).
for selling our Merchandise as well. This has helped turn a converting non salesmen into salesmen with vast knowledge where we • Without any NPI seminar we are using Facebook to mass deliver with
previously expense department into a revenue can save money on billboards, external department training. The full dealer one click whereas to host an event, would consume manpower as well as
centric department. (including non-sales) is becoming knowledgeable, traditionally we believe monetary expense.
only salesmen can sell but non salesmen can sell too and that is where this • Easy communication to all our customers with one click.
E-mail marketing to help brand our products on a mass mass information sharing is helping leverage the growth of our business.
level. Website contact us query page, so customers and Also we are posting about our people, they are being highlighted to help Merchandise
prospects can send us their queries from the comfort of increase interdepartmental motivation, so that other employees in the • Through merchandise we are sending our logo through a very minimal
their own home. Because of huge traffic, many people dealer can also be motivated to work in the same ambition to succeed more price whereas in 2016 we had no merchandise line, our logo was being
don’t want to go out for a site visit, or to a store. We also and increase the success of the dealer. spread through our products, products such as gensets and machines
used the mailing platform to spread product awareness which are very expensive, and not everyone can buy. Anyone can buy a
through digital mail banners. From a customer satisfaction improvement point of view, the customer is merchandise which means that our logo, which is the brand is spread
receiving free service tips which in turn helps increase loyalty. People are very easily and fast.
emotionally influenced towards their liking so when we give free service
tips a customer is more inclined to be more loyal to the dealer. This can be
simply replicated by anyone.
Read full entry…

Dealer: LSHM North China

Project: Integrated digital solution for sales boosting and customer relations enhancing < > 11 of 15
ELEVATOR PITCH RESULTS & OUTCOMES Sales Growth (2016-2017)

• We sold 2161 machines in 2017, which is 171% more than last year. Pins
With the lowest amount of industry in north China, exploring Till the end of 2017, our integrated digital solution has been executed for increased by 0.5%.
new customers is 10 times harder than in other areas. Given • The efficiency of our representative has increased from averagely each
that, maintaining steady and sustainable relationships with one year. The revenue of our online store has reached 1,740,000 RMB, and
the e-BIZ parts sale has occupied 3% of all parts sale. Cloud CC now covers sold 10.4 machines to each sold 26.7 machines in a year.
existed customers has been the essential principle, but also a
major challenge across the company. Considering the urgent approximately 100,000 customers’ information, and generates about 11,000 • The frequency of representatives visiting our customers has increased by
nature of keeping in touch with our existed customer base, our
leads in 2017, which is 54% more than previous year. The information about 143%, which generates 276% more leads in 2017 than in 2016.
CRM team developed an integrated system called Cloud CC • Compare to 2016, the invalid business opportunities has decreased,
with impressively high level of maintainability, upgradability and 9569 machines of our competitors has been documented in Cloud CC.
expandability, to support the whole Customer 360O program. Within just one year, the customers’ experience and our sales is already which leads to that our no-deal ratio has decreased by 14.62%.
Along with our newly formed e-Biz platform, we seek to improve profoundly influenced by the integrated digital solution on many levels. • Funnel ratio has decreased from 4.62 in 2016 to 3.39 in 2017. (We
the customer experience through an integrated digital solution averagely get each closed-won out of 3.39 opportunities in 2017.)
that comprehensively mobilizes every link of the communicating
chain with customers. Customer Coverage (2016-2017)
To customers, the e-Biz platform is an online store, adaptable on • By mandatorily inputting customers’ information in the normative terms in In a year, by enhancing the working efficiency and visualizing the purchasing
both PC and Mobile, which provides quick access to products/ online, our integrated digital solution manages to improve the customer
services with accuracy. By serving as our shop front, the online Cloud CC, our information accuracy ratio has increased 2% in a year.
• The number of active customers has increased by 7% from 2016 to 2017. experience from many aspects throughout the whole purchasing process.
store has been upgraded with all of our business including
service, merchandise, bonus points shop, machine, and power Now the solution is still being perfected, we have faith that in the future,
system to make the purchasing more flexible and more extensive.
Customer Satisfaction (2016-2017) it will even have more outstanding performance regarding the customer
To us, on the other hand, Cloud CC is a backstage platform experience improvement and the sales improvement.
which integrates five key functions: Customer 360o, call center • The call center integrated in Cloud CC received hundreds less phone calls
management, sales operation management, service dispatching in 2017, and made 48% more call to customers with cloud CC.
management, marketing event & lead management. Customers’ • The average length of time of the closed-won has shortened from 20.53
information is gathered systematically on a 360o dimension,
which contains basic info of our customers, sales ongoing info, days in 2016 to 12.28 days in 2017.
inquiry/order info, customer service info. Cloud CC automatically • In order to shorten the respond time to customers’ feedbacks, Cloud CC
generates analysis/reports based on the massive amount of runs pilot project to optimize the dispatching process. After two-month
streaming data collected from all MSRs/PSSRs countrywide, so
that sales status and customer status could be easily managed
trial, in the two pilot territories, respond time has shortened by 36.1% in
and predicted. Furthermore, the future business strategy/decision Beijing, and by 31.1% in Hebei.
is going to be precisely made with the strong data support of
Cloud CC behind.
Till the end of 2017, our integrated digital solution has been
executed for one year. The revenue of our e-Biz platform has
reached 1,740,000 RMB, and the e-BIZ parts sale has occupied
4% of all parts sale. Cloud CC now covers approximately 100,000
customers’ information, and generates about 11,000 leads in
2017, which is 54% more than previous year. In just one year,
the customers’ experience and our sales is already profoundly
influenced by the integrated digital solution on many levels.
Read full entry…


Project: Reach Out - Engage Right - Grow Social
Team: Oushee Sanish & Shahul Hameed
< > 12 of 15

“Social Media creates communities, not markets.”
– Don Schultz
Belonging to a region with 67% social media penetration, and a

digital audience dominated by millennials, social media initiation
in 2016, garnered brand awareness and basic user engagement.
Moving forward, optimal utilization of social platforms required
BUILDING A COMMUNITY, using effective engagement leading
to increased loyalty. Thus, 2017 called for increased focus on
community development with the right audience/personas that
would relate to our communication.
Initiatives to REACH --> ENGAGE --> GROW --> LEVERAGE

a social community were undertaken. Having strategized to get
quality engagement organically, rather than simply increasing
the quantity of followers, we reached our target audience across
territory by consistently offering relevant and engaging content,
while remaining brand compliant. Tools like Hootsuite, Spredfast,
Google Drive, and Analytics were used for real-time social
listening and on-the-go collaboration for content creation and
curation. To enhance our engagement we studied behavioural
patterns and followed it up with modification in our content
strategy to accommodate user interest. We not only relied on
product related content, instead tested educational and trending
formats, with the primary objective of engagement. Strategic
use of hashtags and cross channel promotions helped us further
grow followers. We leveraged on the 49% YOY community growth
to launch the Eight&8 sales campaign on social media, which
produced commendable results.
The 2.6M reach achieved over 12 months proved our strategy

effectiveness and the 82K post engagements validated our
content quality. We have achieved an average of 54 Engagements
per Post, against Caterpillar’s benchmark of 62, signifying the
focus given on every single post. Community growth across all
our social media channels has been consistent, yielding a total
of 32K+ followers. Eight&8 campaign on social media, reached
98,607 people (6 times our number of followers), leading to a total
of 6,815 landing page clicks. Our overall social initiatives led to
94.87% Y-O-Y increase in social conversions on our
corporate website.
Read full entry…

Dealer: Borusan
Project: Used Machines in Your Pocket
Team: Reyhan Ozder
< > 13 of 15

In our used business we want a sustainable and long When we used our website as a marketing channel, our customers used
term relationship with our customers and we want them to spend an average time of only one minute there. Now they are spending
to feel secure, appreciated and have an easy access an average of 5 minutes examining our stocks through the new mobile
to information about our stock portfolio. Using printed application. We have over 3,500 users of our application.
material to present our product information to customers
wasn’t efficient and fast enough. Since we have launched our mobile application, we sent 127 notifications
and received 559 lead forms from our customers. 157 opportunities were
As a solution, we have prepared a mobile application to created in CRM
provide our customers with instant and easy access to
our used machine stock list. Thanks to push notification The application produced great business results. We sold 84 machines and
feature of our application customers can examine our our revenue reached the level of EUR 4,917,222.
stocks whereever they are and whenever they want. If
they see a machine they send us offer forms immediately.
The application also has an appendix called Hot Deal
Management. When a new machine is added to the list we
sent notifications to users and let them know about this.
We send notifications about opportunity machines.
Today we have more than 3,500 customers using our

application and earned EUR 4.9 million by selling 84
machines through this application. We have sent 100
notifications and received 500 offer forms.
Read full entry…

Dealer: GMMCO Ltd

Project: Online Microsite for selling Prime Products
Team: Balaji M
< > 14 of 15

The world is moving rapidly towards online marketplace. In the limited time the microsite has been live we have seen it perform We have generated 15 leads from the microsite already and 7 of which has
More and more people in our region are taking to internet well compared to the standard SSL page in our website. We measured the resulted in an opportunity and 4 other in the pipeline for qualification. This is
to research and make a purchase decision. We spoke to a performance on various parameters like Page Views, Avg. time spent on 100% more than leads we received from the standard SSL webpage for the
number of customers to understand if they are ready to page, Source of traffic, number of leads and quality of leads. entire year of 2017 (12 leads). The Lead to opportunity ratio of 47% is higher
move online for purchasing Cat equipment. We spoke to compared to other Digital sources. We have also received leads mentioning
Skid Steer Loader and Medium HEX customers who in this The new Microsite attracts more page views than the standard SSL page requirement for multiple attachments which we feel is a success for
part of the world are more tech savvy than other product we had on our website. The page views in last month have gone up to 145 the microsite.
buyers. The respondent felt they were still years away from coming from over 111 unique visitors. All our campaigns have also proven
buying online, but few of them said they were willing to to be successful with 30+ visitors coming in through each of SEO, FB and The design and approach to marketing attachment and application to users
make their purchase decision solely based on information e-Mail route. The average engagement has also gone up considerably. We seems to have stuck the right chord with the prospects as demonstrated by
available online. This gave us a unique opportunity to have an average on page time of 4 mins 9 secs, which is 60+% more than the results. We will be expanding this approach suitably to other products
develop portals which explained the product in a way that the website average. across our portfolio. The results have given us confidence to roll out a lite
will be appreciated by customers and give them enough version of dealer e-commerce portal where customers can book their
juice to make a purchase decision. machine online.
We decided to pilot a project for SSL product line. Our

research on SSL customers indicated that the product
in India was being used only in far few applications than
they were capable of with the myriad of attachments they
came with. We built a microsite that would educate the
customer about where all they can use the machine. We
made the attachments the hero of our communication and
the microsite was loaded with information to help them
make a purchase decision.
The microsite has led to improved engagement (Avg.

time spent on page almost doubled), improved leads
and conversion ratios. Customers are now finding it easy
to know more about Machine configurations, available
attachments and applications of SSL
Read full entry…


Project: WWC Project (Win With Customer)
Team: James Tian
< > 15 of 15

Digitalization initiatives, whilst prioritized, had developed Whilst the ultimate objective of the WWC platform is to improve sales The next phase of development will include prescriptive analytics, where
largely in silos within individual business divisions – there across our five major work streams new, used and rental machines, and high prospect, and potential churning customers will be identified through
was nowhere to find a single, comprehensive view of all parts and service sales, the initial deployment focused on new machine historical transactional behavior, along with any other data that can be
customer communication and transaction data. Data was
sales. Current work is underway to replicate into the other four work utilized. Also, significant investment has been made by the dealer in a
held in many different systems, completely detached from
each other, some online, some homemade, some manual. streams throughout 2018. digital laboratory at their head office; from here a war room has been
Within these isolated systems data inconsistencies established, enabling centralized personnel to monitor and drive sales
developed overtime, and addressing these inconsistencies The immediate benefits delivered through the WWC platform included; activities throughout the entire organisation. The laboratory and war room
became a high priority activity. Limited visibility on sales • Full year PINS improvement from 10.7% in 2017 to 13.2% in 2018 in pilot are scheduled to be opened in February 2019. (See Appendix G).
opportunities meant customer purchasing behavior was province Jiangsu. This was driven by improved participation and improved
managed through experience and gut feel, rather than sales funnel activity, as described below, but also through improved data
based on data, and the business was unable to respond to
input into sales funnel, and improved sales management of this process.
the customer in a timely matter.
• Sales funnel ratio improvement. Through this platform, branch and
The Win with Customer (WWC) initiative was created, area management were able to get a better view of the customer
with a goal to provide a centralized team a 360 degree requirements, understand where coverage was not sufficient, and
view of all machine customer activities, including sales understand key customer relationships which may assist in closing deals.
funnel activities, accounts receivable performance, key The funnel ratio improved from greater than 1 closed deal from every 9
relationships, and new, used, rental and financial leasing opportunities, to an average of 1:6.
transaction history. A comprehensive dashboard was
• An improvement in participation rate improved from 44% to 48%.
constructed, enabling management to prioritize leads,
proactively address in real time any participation rate/ Sales personnel were now able to plan their daily activities from a data
closure rate concerns, and holistically monitor customer driven perspective, knowing the customer requirements better, and
payment history. Contracts were also enabled to be signed understanding his/her needs and wants.
online, reducing inefficient procedures accordingly. • Sales efficiencies also improved with the launch of the e-contract
system, the final process in new machine sale deals. Together with the
The platform helped deliver a YOY PINS improvement from deployment of WWC, the e-contract process was a major initiative, which
10.7% to 13.3%, and an improvement in the sales funnel
is activated by the finalization of a deal within the sales funnel. Deals that
from 1:9 to 1:6, with management reviewing customer
activity more frequently and holistically. The single view were processed through the dealer financial leasing system previously
of customer (SVC) also drove participation improvements, would take between 2-3 days to complete the process, which was
increasing from 44% to 48%, whilst the introduction of reduced to around 30 minutes with the online e-contract.
e-contract system saw efficiency improvements, with the
average time to sign a contract of 2.5 days reduced to 30
minutes.
Read full entry…

SALES &
RENTAL
SOLUTIONS
SALES & RENTAL SOLUTIONS PROJECTS
Page 60 The Process for Value Selling Mining Trucks - Vostochnaya Technica
Page 61 Used Business Informational Support - Zeppelin Russland LLC
Page 62 Gas Generator Genesis [GGG] - Bangla Trac Limited (BanglaCAT)
Page 63 How C32 became a Success - United Tractor & Equipment (Pvt) Limited
Page 64 Strengthening MHEX PINS through seeding of new 320D2GC in General Construction market & lead generation initiative - Sime Darby Industrial
Page 65 Sales Solution - VADS Data Center - Sime Darby Industrial Sdn Bhd (SDI)
Page 66 RUE Business Growth thru Digitalized Solution - GAINWELL
Page 67 PM PRO - EPSA
Page 68 Selling the Concept of RUN (Rental, Used and New) - Barloworld Equipment
Page 69 CATch Up Bash - Mini Customer Event - Monark Equipment Corporation
Page 70 Rent to Sell (RTS) Solution Transformation - Lei Shing Hong Machinery
Page 71 RAMP - Rental Fleet Automated Maintenance Program - Borusan
Page 72 The API Tool - Instant Competitive Price! - Mohamed Abdulrahman Al-Bahar
Page 73 Eight and 8 - Mohamed Abdulrahman Al-Bahar
Page 74 Global First” 631K fleet - leveraging support “Beyond the Iron - Hastings Deering Australia
Page 75 Hunting new BCP customers - Parenin
Page 76 Simplified Leasing - Borusan Makina Georgia
Dealer: Vostochnaya Technica

Project: The Process for Value Selling Mining Trucks
Team: Nikita Grushevoy
< > 1 of 17

Our dealership has one of the fast growing LMT markets Although the Cat® LMT/OHT price difference may vary from 20 up to 55% The results speak to the effectiveness of the process.
in the world, but Cat® LMT PINS are among the lowest in compared to competitors in same class, we have increased PINS and
the world. Following the 2015 DGAP exercise, we realized Cat® LMT and OHT active fleet on our territory. Some recent major wins:
that the OPPV (Operating profit present value) from LMT • Norilsk Bystrinsky 12 x 789D;
and OHT has the highest impact of all Cat® product lines In 2011, the field population of Cat LMT/OHT was 200. Our current field • Polyus Krasnoyarsk 34 x 793D;
on dealer sustainability – due to profitability and future population 479 active machines (See figure 1&2). • Nord Gold 14 x 785D;
parts revenue. We needed to develop a process to grow • Polyus Verninskoye 2 x 785C;
sales of LMT and OHT. • Aldan Zoloto 6 x 777G, 4 x 773E;
• Krasnobrodskiy Yuzhniy 13 x 777G/E;
Mining companies are highly compartmentalized
• GV Gold 15 x 777G;
with communication barriers within site operations
• Pavlik Gold 8 x 777D;
and between sites and metropolis based purchasing
departments. All of these communication barriers create
a scenario where no-one is motivated by the concept
of total cost per tonne. Rather some departments are
motivated by maintenance cost, others by purchase price,
others by fuel consumption, and unfortunately productivity
is rarely understood. The key for us is to overcome that
barrier and create communication between different
customer departments. We act as a consultative partner
to clearly understand what is really required for the mine
management and what is really required for them to be
more efficient and achieve the lowest possible cost per ton
in their environment. Our dealership developed a process
that helps create value for mining companies improve their
current production and widen their understanding of the
cost per ton strategy. The process builds trust between us
and the mining company and results in sales of OHT
and LMT.
In 2011, our field population of Cat LMT/OHT was 200. Our

Figure 1 - Active truck fleet and revenue from truck sales, by years Figure 2 - Mining and LMT industry sales and Cat® PINS on the territory, by years
current field population 479 active machines.
Read full entry…

Dealer: Zeppelin Russland LLC

Project: Used Business Informational Support
Team: Anna Isaeva
< > 2 of 17

Growth of used market in Russia during last years
indicated high importance of used business at the Since implementing Used Business Informational Support, all sales
company. Decentralized process of purchase and sales of divisions are actively involved in used business. Sales and purchase deals
used equipment, lack of highly demanded machines on
are generated by dedicated salesmen for used equipment as well as RUN
stock and at same time increasing aged inventory forced
company to develop Used Business Informational Support. sales teams. Such approach allows the company to make machine sourcing
Used Business Informational Support is a complex project more efficient and increase customer coverage by offering them bundled
that includes: solutions (supply of new & used equipment, purchase of used machines,
• Sales & Demand planning, incl. trade-ins, refinancing and RPO).
• Pricing,
• Used inventory management,
• Sales and purchase performance analysis.
Sales & Demand planning is hold by Product Management

on monthly basis with each business division. Outcome
of the meeting is consolidated sales & purchase plan:
machines are sourced in accordance with actual sales plan
and market demand avoiding overstock and purchase of
non-demanded machines.
Product Management provides market price evaluation of

each used machine before its purchase in order to define
the weighted market-based purchase price. In addition,
public prices for already purchased used inventory are
regularly revised to correspond to actual market level.
New approach provides transparency of Used Business

and involvement of all divisions responsible for sales.
Machine purchase is timely planned to fulfill the sales plan
as well as purchase of low-demanded machines is limited
to avoid overstock. Regular market price analysis enables
to define fair purchase prices and monthly business
performance analysis – to adjust business decisions and
increase efficiency.
Read full entry…

Dealer: Bangla Trac Limited (BanglaCAT)

Project: Gas Generator Genesis [GGG]
Team: Sadeques Saleheen
< > 3 of 17

The present picture of fuel expenditure initially led us First of many things, this initiative isn’t a random one which can be carried With respect to the other rental business, e.g. heavy construction
to the idea of renting the gas generator. As the diesel out very easily. You have to consider all kinds of risk factors. Any slipshod equipment or diesel genset, the operational cost of gas genset is
production cost is very high and CAT Gas genset can measurement can lead to catastrophic accident. Before the installation of comparatively low, though the initial cost is a little bit higher but it’s covered
meet the load even when the gas pressure is low, this a gas generator, the gas pressure and safety of the pipeline through which in total operational costings. So it’s highly profitable and also not as
phenomenon intrigued us to initiate this project. the fuel would be fed to the genset must be ensured. Then comes the painstaking as the other operations.
power house setup. Cooling system, burnt gas exhaustion arrangements
“Customer first”- our prime moto in business, was the should be prepared in order. The revenue growth due to this project is significantly enormous. The
first thing which drove us to this initiative. We had to be monthly rate of this project is US $16,250. That results in US $1,95,000
pragmatic. As it’s the very first time in this country to When the genset is installed it’s an obvious to ensure that the ventilation per annum which increases the entire rental revenue volume 60% than
rent Gas Genset, speculations cast over the feasibility of system, air circulation, cleanliness is all right. After the installation, we the last year. This evolves more financial utilization with more
the project. The customer had their own Gas Generator kept an option for the consumer end for synchronization with the Terberg manpower involvement.
for a very long time. Eventually it got aged and the entire control panel. Either customer can use a gas genset to produce power
genset was to be replaced by a new one. But at present from a single unit, or they can use the sync panel to cascade with the
they are not willing to make any capital expenditure. In this diesel gensets.
scenario, it helped us in a great deal. We visited the site
with our experts, analyzed the data, calculating the pros To make the project bigger than the present scale, if the customer needs,
and cons, possible hazardous situation, doing the math for we kept an option to do so too. In that case, receiver end’s necessity and
maximum output but optimum condition for the genset. our project analysis team’s report should be in coherence. However, for
every possible scene, it’s not easy to be prepared, but at least we can give
The outcomes, despite all types of difficulties, eventually it a try.
came to real to this project. Yes, it was a successful one
whereas no other companies were brave enough to do The change in revenue picture is massive. Rental operations are dealt for
it. Now most of them are considering this project. In 240 hours in a month, 08 per average day. Gas gensets usually operates
other words, it was like opening a new window of rental for entire 24 hours a day, that means 720 hours per month. It’s the triple
business in this country. value of an ordinary rental dealings. Also diesel generators need break for
01 hours if it operates for 07 hours at a stretch. So the revenue becomes a
monumental figure for rental business.
Read full entry…

Dealer: United Tractor & Equipment (Pvt) Limited

Project: How C32 became a Success
Team: Tharaka Dayabandara
< > 4 of 17

Generator sales is a highly competitive business in our UTE Generator Sales staff with their manger and General Manager Please refer to below graphs, this initiative resulted increased in Generator
market, due to the presence of all the international developed a coverage plan similar to PAR [Planned Annual Rate] to cover sales, despite sales of other models were coming down. 2017 was not
brands and being a small territory has contributed to high major clients and consultants. And through salesforce CRM we monitored attractive for business in Sri Lanka proceeding to policy changes in the
competition. In the investor range [above 375KVA range] the execution. government. It resulted 35% increase in number of C32 sales. And C32
we are competing mostly in a red ocean, since most represented 44% of overall Power Generator Revenue in 2017 increased
customers select Generators, based on the least cost This started to give us results, as the clients / consultants placed multiple from 18% in 2016.
option using public tenders. orders for their future projects. As we expected many of the orders were
C32 Model. Thereafter to ensure customer loyalty, we also supported the
To make it worse, majority of these purchasing decisions installation, sound attenuation and commissioning as a turnkey project by
are taken by project consultants, who would hand over joining hands with UTE MEP [Mechanical, Electrical & Plumbing] division.
the project to a client. Since the consultant interest is to Followed by customer training in generator operation. Most of customers
minimize the project cost or the purchasing cost, product do not have one person overseeing the generator, since its for
support is not within that scope. Our 4 star workshop, standby operation.
skilled technicians and 5 star training facility adds minimum
value to the purchasing decision of a project consultant.
Another challenge is that Generators are mainly used for
standby power, since the power interruptions has become
a minimum in the territory compared with the region, our
customers tend not to worry too much about reliability
of power.
Through our initiative, focusing on C32, our intention was

mainly to solve above issue. And this initiative resulted
100% increase in number of C32 sales. Increasing the
PINS from 32% in 2016 Dec to 36% 2017 Dec. It is a
remarkable achievement to have double the sales in a
shrinking market.
Read full entry…

Dealer: Sime Darby Industrial

Project: Strengthening MHEX PINS through seeding of new 320D2GC in General Construction market &
lead generation initiative
Team: Lee Eam Hooi
< > 5 of 17

Our Country heavy equipment market composition has 1. Number of 320D2 GC delivered to the market has shot up exponentially
changed radically driven by launch of mega infrastructure from 12u in FY2015/16 to 65u in FY2016/17, an increase of more
projects undertaken by our country government. While than 400%.
in recent years the commodities sector drove demand of 2. Similarly, market coverage of the 20 ton HEX has significantly improved.
equipment, construction sector is now gaining Participation Rate has expanded by 29% to 72% in FY1617 from
industry traction. 56% in FY1516.
3. The General Construction Roadshow series resulted in 5u overall
Based on construction industry requirement, the CAT machines orders on the event day itself and prospects of approximately
newly launched 320D2GC was strategically selected to 80u of machines
target this sector .The Dealer introduced the 320D2GC to
market through combination of localized roadshow in key
branches/regions and adding value through comprehensive
360 Advantage bundling program, segmentation,
wholesome Customer Experience during launch and
digitalization of invitation and lead generation activities.
As a result:
• We have increased 320 D2 GC delivery by 400%
• Market coverage of the 20 ton HEX improved.
• Participation rate has increased by 29%.
Read full entry…

Dealer: Sime Darby Industrial Sdn Bhd (SDI)

Project: Sales Solution – VADS Data Center
Team: Foong Theng Theng
< > 6 of 17

VADS, with 11 data centers nationwide, is the largest data Customer Loyalty and Customer Satisfaction:
center provider in the region, backed by robust network
infrastructure with unlimited data transfer, unparalleled With the satisfiying product and service, VADS has awarded us another
availability and redundancy at the highest level of security. 2 data center projects in year 2017:
This new data center is the largest in our country, and the 1. VADS 2 – Klang Valley Data Center (Project Value: RM21.3mil)
first with Tier IV accreditation which makes it premium 2. VADS 3 – Brickfields (Project Value: RM5.15mil)
data center.
New Business and Sales Development on Data Centers:
In the endeavor to clinch this high profile deal, we have 1. NTT Data Center – 1 unit x 1,500 KVA
been working seamlessly with Caterpillar ® to provide the 2. My Telehaus – 2 units x 2,000 KVA
best solution on emergency power supply, in view of their 3. RHB – 1 unit x 1,500 KVA
concern of meeting the requirement of the demanding
market and business operation. We had also engaged
with all levels of management in VADS, including senior
management and operations teams.
With the initiatives, VADS had awarded our dealer the

order for the project for 10 units of 3500 diesel generators
complete with installation works, worth RM23.8mil. In
addition to that, they have awarded us Phase 2 projects
worth RM21.3mil and RM5.15mil respectively.
Read full entry…

Dealer: GAINWELL
Project: RUE Business Growth thru Digitalized Solution
Team: Manoj Kumar
< > 7 of 17

RUE Business in Our Country is a booming Opportunity, • Increasing the Rental PINS, acting as PINS blocker for
about $2.3 Billion construction equipment are sold in Our competition machines
Country, out of which nearly 7% of equipment is sold • Increasing RUE Revenue by 12% & Profitability by 229% from 2015
to rental companies. Rental business at Our Dealership to 2016.
has been sluggish in generating revenue and profit as • Increasing Rental Fleet by 21% & Active Customer base by 59%
per expectations due to less time & financial utilization of • Increase in Active Customer Base from 22 in Year 2015 to 44 in Year 2017.
machines, incorrect fleet mix as per Market demand and i.e 200%.
lack of awareness about RUE business on digital channels. • Increase in Used Revenue from 27.13 Million USD in 2015 to 45.20 Million
USD. In 2017 i.e increase by 66%
Turnaround of RUE business using Digital Marketing • Increase in Rental Revenue from 34.26 Million USD in 2015 to 43.64
extensively (e.g. facebook campaign, whatsapp, Linkedin Million USD in 2017. i.e increase by 27%
etc.) , RUE enquiries generated through Mobile Application
and Web site , usage of LMS (Lead Management system)
Mobile App for effectively managing and nurturing RUE
enquiries. The said app. also helped in tracking the
RUE leads.
We have scaled up this business to increase total RUE

revenue from 6.26 million USD in 2015 to 9 million USD
in 2017 ( up to Nov 2017); up by 37%, increasing time
utilisation of equipment by 71.83% to 81.37% and also
increasing active customer base from 22 to 44. This
helped us in achieving RUE Operation Process as 4 star in
Rental Operations and 5 star in Used Operations this year
conferred by Caterpillar RUE Operational Champion
Read full entry…

Dealer: EPSA
Project: PM PRO
Team: Wade Bailey
< > 8 of 17

The multi facet Rental fleet requiring dynamic servicing Whilst this project doesn’t directly affect revenue, but will have a positive Reduction in service administration tasks for branch personnel.
schedules wasn’t being adequately maintained. This, and outcome through productivity gains, and economies of scale benefits for
the significant lack of service history had the potential to the wider organisation. The project has been mapped for rollout nationally, across multiple branches
lead to an unreliable rental fleet, and affect our competitive both metro and remote.
position and reputation. The project will also influence higher prices for used equipment through the
RUN model by providing evidence of better machine maintenance. The reach of scalability is limitless for our business. Additional resources
This project therefore set about building a robust, would be required in the central services departments to support
automated and paperless system for the management Standardization of the advanced, centralized planning of PM fleet and business growth.
of the unabating preventative maintenance demands centralized packing off PM kits (minus fluids leading to the timely supply of
throughout the lifetime of each machine. kits direct to the Rental workshop(s).
Its purpose is to provide preventative maintenance

components to the Rental Branches in a timely manner,
while seeking productivity gains, and economies of scale
benefits for our organization. Efficiencies from automated
scheduling through Vision Link, and the capture of technical
records via hand held devices are key disciplines to ensure
the trenchant outcomes sort.
The result is an innovative standardized system, focused

on the health of the fleet.
Read full entry…


Project: Selling the Concept of RUN (Rental, Used and New)
Team: Sanelisiwe Ngcobo
< > 9 of 17

While the market place had a high acceptance of new We have achieved the following:
machines, the concept of customer solutions in terms • Sold 19 new machines
of customer purchase preferences was low. Sales • Our pins have improved from 29.9% to 36.8%
from a Used and Rental perspective were being lost to • Average amount of units sold increased from 9.3p/m to 12.25 p/m
competitors. Research showed that customers select • Sale of units by our competitors was affected by our improvement as
different machine purchase options based on their need, there sales declined from 21.8p/m to 21 p/m
job and payback period. The purchase options of Rental, • Our rental revenue increased from R618 421 p/m to R931 595 p/m
Used and New would generate a variety of customer • Overall Search & Display campaigns were highly successful with a click
solutions to win more PINS in the market. However, through rate of 0.5% (target 0.47%), a 15% conversion rate (target 10%),
awareness of the full RUN offering among existing cost per click of R11.56 (target R35) and cost of lead R76.52 (target R542).
and new customers was low. A Marketing and Sales A total of 1,755 leads were captured over the period with 246 being
initiative was developed to showcase the purchase qualified as hot leads for closure.
options for all customers, providing self-search customers • The total Facebook campaign delivered a total reach of 467 828, total
with instant awareness about RUN and to equip Sales number of clicks 7588 and 384 submissions on the landing page.
people to explain the concept and win every deal. This
involved the execution of an integrated multichannel
marketing campaign including face to face elements to
further educate and support both sales force and ISR
conversations. The initiative selected one machine to pilot
the marketing communications strategy with a view to
rolling out to other machines within the rental, used and
new fleet. Success was measured through an increase in
PINS with the objective being to increase 320D2GC PINS
from 29.9% to 36.8%. Outstanding results were achieved
both online and offline. PINS increased by 23% for the
320D2GC (from 29.9% to 36.8%) over the campaign
period. The average amount of 320s sold per month
increased from 9.3 to 12.25 with competitor equivalents
declining from 22 to 21. Rental revenue for 320s increased
by 51%.
Read full entry…

Dealer: Monark Equipment Corporation

Project: CATch Up Bash – Mini Customer Event
Team: Edmund Palisoc
< > 10 of 17

Catch up Bash is a Customer Prospecting initiative with Last 2017, a total of 13 provinces were tapped and the Catch Up Roadshow Total opportunities gathered amounting to of Php759 Mil (US$15Mil), 85%
the aim to reach out to our identified weak sales covered were implemented. is still open opportunities amounting to Php646Mil (US$13Mil) and 15% is
areas. It’s an intimate gathering with prospect customers, already closed won amounting to Php113 Mil (US$2.2Mil).
influencers and decision-makers. Objective is to informally Overall attendees as follows: 50% prospect customers with 62 accounts;
promote our company, introduce our whole product line, 45% Existing customers with 56 accounts and 5% conquest customers Total numbers of 8 New Accounts were converted with closed won
services we offer and most especially our programs or with 6 accounts. amounting to Php29Mil (US$580,000).
promos for the year. With this initiative, we were able to
increase our customer base and it generates significant Mix of existing accounts is deliberately invited. Frequently, they bring along Financial Results
new opportunities and business for the company. fellow contractors who are not yet our customers. Moreover, the existing Total Event Cost: Php 440,467.12 (US$8,809.34)
accounts become our brand ambassadors. Est GP (8%): Php 9,048,000.00 (US$180,960.00)
Net Profit (70% of GP): Php 6,333,600.00 (US$126,672.00)
ROI: 14.4
Read full entry…


Project: Rent to Sell (RTS) Solution Transformation
Team: JiaoWei Yang
< > 11 of 17

Growing Rent to Sell (RTS) business had proven to The improved RTS process drove improvement through a number of areas. The marketing campaign through the WeChat platform was able to target
be a challenge through 2016, with outdated, manual the 339 customers from Shanghai that were registered within the dealer
processes not agile enough to support customer needs. Sales within the projects pilot district using the new RTS process increased WeChat platform. 34% of customers were made aware of the RTS solution
Cash flow was a crucial issue for rental customers, and from 23 units in 2015, to 31 units in 2016, to 74 units in 2017, representing through the WeChat campaign.
inflexible monthly payment terms and a leasing period YOY growth in last 12 months of 138%. Similarly, an increase in revenue
that was too short did not support their business model. was also realized, with RTS revenue growing from RMB 12,163,563 in 2016 The RTS solution has also been able to be replicated already in other
Payment collection within this segment was also proving to RMB 28,529,652 in 2017, a growth rate of 134.5%. provinces within the dealer territory. In the second half of 2017, the program
challenging. Evolving the RTS solution into a customer was replicated into two different provinces. By the end of the year, sales
centric solution became critical. Efficiency benefits were achieved through process optimization activities. by RTS in the first province had reached 49 units, against 2016 sales of 13
Prior to the project, 10 days were required for a new approval process, units, representing an improvement of 277%. Similarly, sales using the RTS
A 6 Sigma project identified an inefficient manual process, which was reduced to 4 days through the mobile online process, solution had reached 43 units by the end of 2017 in the second province,
which if online, would see approval time halved. Providing improvement level of 60%. against 2016 sales of 34 units, a 26% improvement.
flexibility with periodic repayments, and lengthening
the financial leasing terms following the expiry of the The effectiveness of Accounts Receivable collection also improved under
initial year of rental, would provide cash flow benefits to the new system. Through 2017, 0 of the 74 RTS customers had accounts
customers. A mobile marketing campaign was designed receivable outstanding, as opposed to 2016, where 3 of the 31 customers
for the WeChat platform to promote the solution, whilst had overdue payments, representing 9.6% of the customer base.
an automated AR process was implemented to ensure
payment conditions were met.
Piloted in one major branch, RTS sales increased there

from 31 units in 2016 to 74 units in 2017, an increase of
138%. Revenue growth of 134.5% occurred over the same
period. An online approval process saw a 60% efficiency
improvement realized, with approvals taking only 4 days
now, down from 10. The new AR control process, saw the
number of overdue payments reduced from 9.6% in 2016
to 0 in 2017. Replication of the RTS solution into 2 other
provinces in the second half of 2017 saw unit sales growth
of 277% and 26% realized respectively.
Read full entry…

Dealer: Borusan
Project: RAMP - Rental Fleet Automated Maintenance Program
Team: Reyhan Özder
< > 12 of 17

Maintenance and repair services for rental machine Borusan Service Centers (BSC) and Licensed Service Centers (LSC) 1. 1448 work orders created by the System. By creating work orders by
fleet were conducted manually. It includes monitoring function in an integrated manner within this system. The unit that would system we saved 108.600 seconds means approx. 30 hours
maintenance transactions, determining machines that conduct maintenance service is determined in rental contract. In one 2. Process Lead Time steps decreased from 14 steps to 7steps (Between
need maintenance, sending teams, providing needed minute, BSC opens a work order, determines the machine to be serviced, Maintenance- Planning and Field Service) . This eliminates 10360
spare parts, etc. before this program. It was a huge adds required spare parts to the work order, orders those spare parts and unnecessary actions
bureaucracy, slowing down the service significantly. completes communication and location information of customer. All under 3. 350 work orders created for ASSC, (194€ labour cost saving , 68.000€
one minute! saving money)
New Program called RAMP brought a win/win solution to
this problem. Thanks to RAMP, hours of fleet machines in The system helps LSC’s to get more jobs and increase their experience.
are monitored through VisionLink and transferred to the It creates saving in terms of human resources and transportation costs.
system. Whenever the system finds a machine with hours Priority is to send the nearest service center to the job.
between – 50 and + 50, an automatic work order is sent
to the relevant unit through an e-mail with a link integrated
with the system. Through this link the service unit gets
ready and required spare parts are ordered for the job. The
system works for all machines integrated with VisionLink
and it is run from one Center (RFMC), it is centralized.
The program aims to take fast action and provide efficiency

in maintenance and repair of rental fleet machines. It
certainly achieved its purposes. It increased the efficiency
of the service and customer satisfaction.
Read full entry…


Project: The API Tool – Instant Competitive Price!
Team: Donnah Vega & Karen Olivas
< > 13 of 17

Three years historical data highlighted price as the main
reason for lost deals where our Top 3 Competitors JCB,
KOMATSU & BOBCAT constituted 67%. To address
24.6% Increase on total closure rate
the gap we analyzed our lost sales data, top competing
brands, competitor pricing, premium gap, industry size 28.1% Increase on total won sale value
and results from dealer profitability study. Our analysis
emphasized the need for an innovative solution that will
recommend a strategic and competitive price offering. To
support our Premium Pricing Strategy we developed an Closure Rate Compatison
in-house pricing tool that requires minimal data input and
recommends price on the spot based on historical data
excluding all interdepartmental deal or current information.
The tool can calculate the following by simply entering the
Branch name, CAT model and Competitor model.
• CAT unit price
• Competitor unit price
• Price margin by competitor model
Further refined CAT unit price and competitive price margin

can be calculated if any of the following information
is available:
• Actual competitive price,
• Actual CAT landed cost or
• Target gross profit (%)
To improve the confidence level of the calculated price

the following information by branch and by model were
integrated to the tool:
• Historical gross profit
• Won & Lost average premium
• Customers’` Tier, Fleet Size, Strategic Importance and
POPS’ from Profitability Study (DGAP)
We identified 158 BCP units and 105 GCI units that had an
opportunity to be won by closing in on the premium gap,
without compromising our profitability.
Read full entry…


Project: Eight and 8
Team: Shahul Hameed,
Christle P. Balatbat & Team < > 14 of 17

61 billion USD worth of projects were awarded between Dealer ranking & recognition Impact through digital marketing
Q1 to Q3 of 2017, and are expected to be delivered with 1stPlace - Caterpillar recognized Al-Baharas highest selling dealer of GCI
unprecedented efficiency to be profitable. To position Products bundled with 3+ solutions across EAME region.
ourselves as our customers’ “Champion for their
enduring success”, we worked alongside our customers
and conducted data-driven analyses not just to deliver
machines, but solutions.
With competitors selling on price and following our

standards in offering end-to-end solutions, we empowered Sustainability & Scalability
our customers with the flexibility to choose from a list of
solutions and bundle with their machine purchase to meet We identified an opportunity to scale the current offering of eight machines
their specific business needs. Eight machines with eight and eight solutions after assessing our dealer capacity & capability.
solutions having high impact on customer’s profitability Additional promotionswere added to the campaign, offering (1) a special
were strategically selected. Results measured talked the price for bundled purchase of MG14L and SCOM CS533E, and (2) a
voice of our customers’ satisfaction across our territory. discounted price for B20 Hammer work tool with every purchase of HEXMD
320D2L.
Achieved 1st place recognition from Caterpillar as the Impact on sales in 3 months
highest selling dealer of Products with 3 or more bundled (BL, HEXMN, SSL, HEXMD, MG & MWL) An overwhelming response from our customers propelledus to develop
solutions across EAME region. a year-long campaign (2018) of monthly promotions focusing on one
product, bundled with customer preferred solutions. Previously established
sustainable processes helped us to deliver consistent purchase and
support experience even with changing market conditions and customer
requirements. Similarly, double incentive for Sales Engineers was retained
to motivate early closure of deals and build a healthy competition within the
sales team.
Read full entry…

Dealer: Hastings Deering Australia

Project: Global First” 631K fleet - leveraging support “Beyond the Iron
Team: Brett Cholet
< > 15 of 17

A major construction contractor won a large earthmoving There are a number of results this approach / initiative has brought, • Internal alignment and commitment of the whole dealership & Caterpillar
project in a very remote bauxite mining operation. A $1.9bn importantly to the customer and secondly to the Dealer / Caterpillar; to deploy solutions and realize the benefits
usd investment, with a construction period of 3 years. • Customers project currently running ahead of schedule • Equipment sales – engaged with CAT equipment, specification &
• Great customer performance as a contractor on this project has won factory engagement
Working with the customer to understand his needs and addition earthworks circa 50% increase in dollar revenue. Having • Product Support – operational needs and interface
embracing the innovative technology solutions available, technology on the machine, actually using it and putting it to work to • Parts Operations – Supported by Logistics, Branch, Procurement
the brand new 631K were selected to complement best effect and realizing the benefits through operator, equipment • Service Operation – Supported by HR, Branch
existing CAT fleet, taking advantage of “advanced performance on the project in the application • Technology – optimize on board and off board equipment
integrated technology” e.g Sequence Assist, Advanced • Customer integrated information of equipment productivity & performance capability
Productivity Feature and Connected Asset. Onboard performance from on-board technology with the principle contractor • Scalable solution framework to projects, in Australia there are often
technology data has been managed working with the (Bechtel) strengthening that relationship beyond just an earthmoving remote infrastructure projects where this support model or variation
customer to provide the principle with transparent contractor thereof is very effective
reporting and performance information of project status. • Additional equipment orders for 8 x 637K, 4 x 745C and various ancillary • Increased inquiry levels from numerous contractors regarding K series
Equipment selection and supply was just one piece of the equipment Wheel Type Scrapers who have made reference to the customer
solution, equipment maintenance and performance at an • >75% Pins for this customer testimonial video and some of the machine specifications and features
extremely remote site, is critical. Deploying solutions such • POPS-C +20 points that are mentioned within the video.
as Site based labour, On Site hose facility, PM kit planning • POLS increased by 50% • The customer agreeing to the testimonial, Bechtel as the principle
and containerized parts supply and dedicated PSSR have • Even stronger relationship and integration between dealer & customer contractor and the Tier 1 Global Miner agreeing to the video being filmed
ensured the performance of the new / existing equipment • We are deploying a second hydraulic hose container to another remote on their site and project was helped by the equipment, customer and
and the customer, leading to a 50% increase in work project for this customer project performance – all stakeholders in a positive supportive outlook on
scope & dollar revenue for the customer at this project. CAT Equipment and the Dealer Product Support.
This has created an order for additional 8 x 637K, 4 x745C.
Replication of on site support model at other project sites.
As a result of the above, we have almost doubled POPS-C

+20pts (30% to 50%), Established outstanding PINS
>75% and increased our POLS by 50%. Caterpillar &
Dealer = Successful customer.
Read full entry…

Dealer: Parenin
Project: Hunting new BCP customers
Team: Hanen
< > 16 of 17

BCP market is very important for our dealership as the
BCP industry represents 60% of total market. BHL market
is very aggressive with more than 20 competitors
BHL&SSL participation rate is low because customers are

often new to our business and are predominately owner
operators. BCP customers are very Price sensitive. New BCP customers: 47.11% of BCP customers who bought machines in
2017 are new customers for Parenin
It was very important to be present at the right time and at
the right place when customers decided to buy.
This means:
• to be proactive (market intelligence)
• to increase our presence in the market through specific
and targeted marketing actions
• to use financing and our existing agricultural networking
in order to catch more leads.
Thanks to this initiative, we succeed to increase our SSL

PINS by 7 points (from 57% to 64%) and our BHL PINS by
2 points (from 11% to 13%) which is a good results in our
competitive market. Also 47% of our BCP sales in 2017 are
coming from new customers.
Read full entry…

Dealer: Borusan Makina Georgia

Project: Simplified Leasing
Team: Levan Meladze
< > 17 of 17

In a financially complex market, the definitive goal was to
find the ultimate solution for our customers and provide
it in the most convenient form. Having witnessed that The main outcome was a development of streamlined process of issuing The distinguishable element of developed solution is that competitive offers
existing and competitor’s offers do not meet expectations, a leasing agreement. Obstacles to quick and easy leasing procedures are fail to meet customer expectations either in terms of time required for
as desired solution – it was a signal to act immediately. specific to each market situation and may be different for every region. leasing procedures, or in terms of offered leasing rates. Often both.
As a Cat Dealer, it was vital to offer a solution that would For territories, where market situation is similar to the region, where this
be seen by customers as supreme. After the possibilities initiative was implemented, a comparable solution is critical for growth The significance of result is clearly visible when due to this specific offer,
were explored, in combined efforts with Caterpillar, exactly of sales and for offer differentiation. No obvious obstacles are seen that a customer, otherwise unattainable, proceeds to a sale. This ultimately will
such a solution was developed- Internal Leasing (CatFi are would prevent other territories to implement solutions similar in nature. If result in significant improvement of deal closing rate, positively affecting
not suitable for dealer size)
employed by others, sufficient research of existing territorial financial offers, business targets. From the start of the program, in percentile view, results
from various financial institutions should be effective as a first step. Similar show a good start, though records are still affected by small numbers -
The established solution is for customers who prefer
practice can be implemented almost everywhere. When factors related to approximately 30% (2 of 6 units sold) are sold through this offer. On behalf
leasing agreement. Customers are now able to proceed to
financial risks are considered to be too significant for a dealer to sustain of this it will have a positive impact on our NLS and customer satisfaction.
a leasing agreement, just through a dealer representative.
an internal leasing processes – an external leasing (supported by a leasing
The value for the customer is an effortless experience,
efficient use of time, combined with most attractive company) is a convenient alternative. Therefore, without present CatFi or
financial terms. No visits to leasing companies required. internal leasing to support the sale, it makes the described solution to be a
Payment calendar reviewed at the dealership. Every best alternative, specific for smaller size dealers.
process, related to leasing agreement, including signing,
accomplished easily through the dealer. Being able to
proceed to a leasing, without leaving the dealer’s office
is a guarantee of a customer’s effortless experience. The
value comes from a unique agreement between Dealer
and a leasing company, which is offering truly best financial
terms for customer.
Through mid of August to start of September, the details

of terms and procedures were finalized, and already by
the mid of September, two units of equipment were
sold through this differentiated sale tool. Expectations:
Further advances in sales; Proclamation of superior market
positioning; Increase in Customer Loyalty.
Read full entry…

PRODUCT
SUPPORT
SOLUTIONS
PRODUCT SUPPORT SOLUTIONS PROJECTS
Page 79 Flexible CSA solutions to win fleet sales and support remote mine sites - Vostochnaya Technica
Page 80 Component Rebuild Center in Repair Options Strategy - The China Engineers, Limited
Page 81 From Nothing to Gold in Warranty Excellence - United Tractor & Equipment (Pvt) Limited
Page 82 Bringing Workshop closer to Retail customers - GAINWELL
Page 83 Services Marketing: Meeting Customer Service Needs - SDI Malaysia
Page 84 Development of Loyalty program for Key GC Customers - Borusan Makina Kazakhstan
Page 85 Product Support Premiere League - Trakindo
Page 86 C175 Dealer Rebuild Strategy Implementation - WesTrac WA
Page 87 Winning Major Infrastructure Projects - Sime Darby Industrial Sdn Bhd
Page 88 6 Sigma Project Increase of Salvaging Operations in Product Support - Amur Machinery (Borusan DV)
Page 89 More than Machines, Repair Options for construction customers - Barloworld Equipment
Page 90 More than Machines Product Support Customer Day - Barloworld Equipment
Page 91 One Stop Shop Initiative - Mantrac Group
Page 92 Post-it type of Work Completion Memo to Improve Customer Experiences - SK (Shikoku)
Page 93 SSR - Service Sales Representative - Amur Machinery, Sakhalin Machinery
Page 94 Maintenance Management Solutions - Bill of Materials - Hastings Deering
Page 95 That saves time, and time is Money! - Parenin
Page 96 Repair Options - Guaranteed work at Guaranteed Price & Time - Mohamed Abdulrahman Al-Bahar
Page 97 Mobile Technician - A Proactive Approach - Borusan
Page 98 Machines Sales Challenge and Success - JA Delmas
Page 99 Large Mining G.E.T. conversion, a Scratina strategy - JA Delmas
Page 100 Oil Drum Conquest - JA Delmas
Page 101 MyMachine App - Lei Shing Hong Machinery
Dealer: Vostochnaya Technica

Project: Flexible CSA solutions to win fleet sales and support remote mine sites
Team: Simon Garfath
< > 1 of 23

Our mining customer base is mostly 'Do it myself' Customer Value Measures of Success
operating in very remote regions. Traditionally we offered • Maintaining mechanical availability targets so that customer can achieve • Five implemented agreements
field service on a call out basis with an hourly labor rate. production plan • 2016FY vs 2017 FY active fleet = + 132
Typically, our technicians will then have to perform work at • Customers need fewer employees and can focus more on production • 2016FY vs 2017 FY parts & service turnover = +71%
customer sites with minimum or inadequate facilities and aspect of the operation as the maintenance & repair aspects of the • Five more agreements currently in the implementation stage
on-site equipment. Quite often the work was performed mobile fleet are taken care of on his behalf by VT.
outdoors and exposed to the elements, which frequently • At least 10% saving on inventory cost as VT own and manage onsite
caused repairs to exceed quoted times. This was not a parts stock.
profitable solution for us, nor did it help improve customer • Facilities require large capital investments and with the VT and Caterpillar
satisfaction as we battled to deliver on what we promised facility planning support the customer can rest assured that their capital
in a timely manner. investment will result in facilities that match their fleet.
• Mobilize quick, simple and fast solutions from single service provider vs
By listening to the voice of the customer, particularly when customer typical long and onerous internal procedures.
packaging new fleet offers, we changed our approach
to realign with these evolving and often very different Company Value
individual customer expectations. The Flexible CSA • Increased opportunity for additional and / or future sales of Caterpillar
development process came about in the form of a dynamic machines on the contract site.
and generic template to allow sales teams and regional • 71% year on year parts and service turnover growth due to new fleet and
operations to quickly offer customized, cost effective CSA fleet expansions under CSA.
packages that meet each customer’s • Increased service utilization on site based CSA technicians to > 85% vs
specific requirements. less than 65% in traditional field service operations.
• Customer loyalty tracked through the CRM process exceeded 9 (of 10) on
Active machine population for these mining customers all CSA sites.
increased by 132 units in 2017. The parts and service • Site CSA customers are more accepting toward technology solutions
turnover generated from these customers increased by resulting in a higher percentage of connected assets on these contract
71% in 2017. We are now implementing similar solutions sites. Sites like Pavlik and Bystrinsky now have 100% connectivity.
for five additional customers. • Increased employee satisfaction. We see lower turnover of staff and
higher training results on these sites as specific employee packages
with defined roles and rotations are far better accepted than ad hoc
assignments of field service technicians.
Read full entry…

Dealer: The China Engineers, Limited

Project: Component Rebuild Center in Repair Options Strategy
Team: Clement Lo
< > 2 of 23

In execution of the RO strategy, we are not competitive In the period from July to December 2017, there was a total of 42 units of
in the competition with outside workshop in respect engine exchanged (32 x C9, 4 x C7 and 6 x C6.4).
of price and turnaround time in the light of the current
decentralized service operation. With over 40 branch The average engine rebuild turnaround time was 78 man hours compared to
workshops handling similar component repairs business, previous range of 120 to 150 man hours. (DATA of engine rebuild turnaround
we are facing challenges from multiple investment in time – Time Study for C9).
tooling and people, inconsistent quality and efficiency and
great variation of repair cost etc. It led to uncompetitive The centralized CRC operation demonstrated a practice with good
repair price and labour shortage for field job when the improvement in terms of efficiency and cost that enable us to increase
manpower is tied up by the component repairs at the competitive edge in pushing the component exchange sales. Moving
the workshop. forward, the CRC operation will expand to cover more components like
other engine model and hydraulics for the exchange service.
An idea to centralize the component recondition by setting
up a Component Rebuild Center (hereafter called CRC) Majority of the CRC standard processes for component rebuild can also
with focus on component exchange service was raised to be deployed to all branches for low volume components rebuild down at
address the issues and challenges as mentioned above. branches. These include quality assurance, standard work instructions,
To start with, the CRC is planned to target the component salvage and reuse skills, floor plan layout design.
exchange service for the most popular machine model
across the territories. C9, C7 and C6.4 engine were
identified as the initial target of component exchange.
The CRC became operational in July 2017 after planning

and establishment process for 6 months. A total unit of
42 engines (C9, C7 & C6.4) were exchanged for the period
from July to December 2017. The engine rebuild turnaround
time was reduced to 80 man hours from the previous
range of 120-150 man hours in different branch workshops.
(Refer to Appendix 1 – Engine Turnaround Time Summary)
Read full entry…

Dealer: United Tractor & Equipment (Pvt) Limited

Project: From Nothing to Gold in Warranty Excellence
Team: Tharaka Dayabandara
< > 3 of 23

Warranty excellence is a key area under service The Caterpillar Warranty excellence KPIs as in the appendix 1 [Financial Since the measurement comes directly from caterpillar [i.e. https://bic.cat.
excellence KPIs. Recovery, Resubmission Rate & Initial Average Age] were taken as the com/warranty/warranty.html], it would be based on the actual situation.
measurements of success of the initiative. Getting the warranty executive
Further, due to following reasons we realized warranty to suggest these indicators was a success. Further, success of these And the General Manager Product support started monitoring the same
excellence is extremely important for the overall success indicators helped us to be position ourselves within warranty excellence starting from January 2016. Apart from monitoring, and the results started
of the dealership. Not only for product support but Gold level for consecutive quarters as shown in graphs below. to show soon after, as we can see in above graphs. These are also relevant
equipment sales as well. for the performance of the warranty executive on monthly basis, since it
General Manager Product Support also was very much interested about is based on the KPIs he suggested, he is personally committed. Since this
1. In a small country, with more than 80% of the the relevancy of the initiative due to two factors. And guided the staff to influenced the rational behavior of the warranty executive. Improving the
customers concentrated in the capital city bad news monitor these KPIs on Monthly basis. warranty performance of UTE.
spreads faster than wildfire. 1. His vision is to reach Gold status in Service Excellence framework,
2. When all the leading international brands are competing warranty excellence is one area being monitored for that initiative as well.
with each other for a bigger piece in a small cake; 2. These KPIs were relevancy of the KPIs for the performance of General
competition is fierce, where differentiation in crucial to Manager Product support.
remain in a Blue Ocean.
3. In a small market, repeated equipment sale becomes a
key for success. Especially Warranty as a part of product
support is crucial to customer loyalty. To ensure we
minimize downtime and offer effective solutions.
After sudden retirement of warranty manager with 10+

years of service, owing to bad health, we had big shoes to
fill in warranty.
This story is; how we made the personal dependent

performance into a process driven mechanism. We are
now at Gold for 11 months, with over 95% Financial
Recovery, less than 5% resubmission and less than 12
Days initial average age.
Read full entry…

Dealer: GAINWELL
Project: Bringing Workshop closer to Retail customers
Team: Shekhar Agarwal
< > 4 of 23

We are a construction, mining and power generation Having started the pilot project from Durgapur to cater to the repair job
equipment trading company. Caterpillar produces quality
demands of our BCP customers our initiative proved fruitful with the POPS
equipment and our responsibility is to provide quality and cost
effective Service & Repair throughout the life of the product. C increasing by 100% and the TSP score touching 94% in December, 2017.
The machine rehab business of 2021 Wheel Loader received from BCP
Considering the large retail customer base, there is a major customers also speaks volume of our initiative. This amounted to around
concern identified in areas related to solutions provided to
$23000 in Q4 of 2017.We are extremely hopeful in meeting a target of $
this type of customers. Logistic Infrastructure, distance to
be covered and the time required for the solution, cost of 7.03 million in workshop repair business from retail BCP customers in 2018.
transportation are few of the present day challenges being
faced by the retail customers of Construction Industries in
India unlike the institutional customers. Hence our offerings
should be customised in order to meet the expectations of
retail customers of Construction Industries. A very important
element of the retail offering is the flexible repair solutions
to retail customers, which will enhance support experience
of customers. This initiative is to make us a preferred service
provider for all kind of repair solutions for retail BCP customers
in India.
Our initiative was all about offering flexible and cost effective
repair solutions to these BCP customers in India, making
the repair facilities close to the customers and also providing
on site repair solutions through mobile workshop facilities
worked well for these customers. Additionally we offered
one stop solution for all kinds of repair needs for these
customers where proactive maintenance is never practised
and the business from them is essentially a breakdown
driven. Multiple fixed price repair options with flexibility in
warranty terms based on parts usage were developed for
the BCP customers which suited their kitty. Internal incentive
schemes were announced for technicians meeting the
customer expectations. Marketing brochures and literatures
showcasing our repair facilities and solutions exclusively for
BCP customers were prepared.
This initiative doubled our POPS C and the TSP scores touched
94% for the month of December, 2017
Read full entry…

Dealer: SDI Malaysia

Project: Services Marketing: Meeting Customer Service Needs
Team: Bonaventure Wong
< > 5 of 23

Services Marketing has always put customers in the Our Services Marketing initiative can be easily replicated from one Our Net Loyalty Score has seen a tremendous improvement from 11.7% in
forefront. The myth of high repair cost and inability branch to another as we have identified the common customer needs December 2016 to 64.2% in November 2017. This resulted in our business
of providing flexible pricing options often leaves our and expectations across the region. This is a results from the continuous to be stable in the past few months although the economic situation is
customers’ confused. 3rd party service providers have execution of the TSP program and customers’ verbatim. We have identified very challenging in our country. The reflection of the result can also be seen
taken this into their advantage & ultimately taking away customers’ needs at our branches and tailored our deliverables to match from our parts sales thru service for the past 6 months that contributing to
the business from CAT dealer their requirements and expectations. 36.4% year to date.
Hence, a thorough analysis was performed on our As a result, the Repair Options program has generated revenue of This not only contributing to product support business but also to
customers’ buying pattern and target market positioning. approximately USD 2.0 million since we launched the program. This is other business units such as new machines sales, rental and
Our competitive advantage focuses on customer coming from total number of 79 CAT equipment opportunities that have energy & transportation.
engagement and communication, differentiated offering been captured under this program.
and technology adoption. This resulted in establishing
services marketing program consisting of repair option Despite the soft market conditions in the Marine and Oil & Gas industry,
packages, marine inspection program and CAT inspect we manage to generate a revenue of USD100k from 50 engines through
program. In the context of customer engagement and the introduction of the Marine Inspection program. This is also a result of
communication we organized 3 CAT care school and open continuous engagement with the customers.
day tailored solutions based on customer specific needs.
In the last 12 months, 5,451 inspections have been done via CAT Inspect
In summary for the year 2017, a total of 12 Repair Options by our Technicians and PSSRs. 871 of these inspections have successfully
were introduced, more than 50 marine inspection program brought in incremental revenue of USD1.2M. Not only did we manage to
were done & a total of 5,154 CAT Inspect were performed bring incremental revenue, CAT Inspect enabled us to touch base and be
generating revenue of USD 3.2M collectively. In addition to more visible to our customers. In total, we have done inspection for 800
that, our Net Loyalty Score has grown by leaps and bounds customers throughout the country,
from 11.7% in December 2016 to 64.2% in November
2017. We have managed to build efficiencies within From parts and sales opportunity point of view, we have captured 33.33%
the organization to control repair cost while enhancing sales from parts opportunity and 54.4% sales from service opportunity.
customer experience through Services
Marketing methodology. The Services Marketing will continue to grow our WIP numbers and
improve the customer experience in dealing with CAT dealer.
Read full entry…

Dealer: Borusan Makina Kazakhstan

Project: Development of Loyalty program for Key GC Customers
Team: Anna Issayeva & Dilara Kamalova
< > 6 of 23

More and more organizations are providing customer Through this initiative, we raised POPS-C to 47%, NLS, key customer Therefore, it also depends how you define your customers. Is it your
service tools to encourage customers to have greater satisfaction to 42% and aligned sales plan for 2017-year budget, parameter customer, who just increase your company profit or to put your customer
interaction with their brand. With a view to help create target value for two-month validation has been achieved successfully. first, as a partner in business for mutual cooperation and investment to the
better experiences that not only meet our customer’s In addition, of course we got a lot of emotionally satisfied experience better future.
new level of expectations, but go beyond to exceed them, of customers.
in this regard we successfully initiated a program that The purpose of all Loyalty program in different industries like retail, airflight,
support loyal customers working closely with our dealer, Over the last 3-4 years, we have seen a fundamental shift in how food and beverage companies, or even in competitors are the same – to
recognition of their loyalty and to attract new potential businesses deliver customer experience and how they have become make customer happier. However, our difference is to treat customers as
customers. The program, which would cover customer accustomed to other companies delivering amazing service across social the partner for the longest lasting business value.
needs and will give them certain motivation to keep
media, customer support and even sales and marketing. Nowadays, it’s
having a business with us. Our loyalty program uses
such a big challenge to compete in tough market in times of technology
all our Group Dealer/CAT unique capabilities (not only
and customer centric, to match our Caterpillar brand and in parallel be up
discounting structure) in order to be difficult for duplication
to the mark and be an honorary face of our dealer. On this occasion, we
by competitors. It’s very important for present market with
need to develop day by day and be one-step ahead of competitors. Every
hard competition.
program and our every actions that based on customers are directly relates
Key customers are periodically demand for significant fixed with their satisfaction, our aim it’s not only exceed their perception, but to
discount on parts. However, from our practical experience, outstrip their desires, to present our brand as a company who finds what
we may confidently say that fixed discount is not a very the customer needs, in a fast and easy way, regardless of a customer
long-term solution, since it is never enough for any of touchpoint. This loyalty program is an example of this.
customer. The loyalty program, which we initiated can
bring value added benefits as well as commercial ones
to customer and will bring our relationships on 'partner'
level, rather than - "supplier" and "buyer" level; and it will
definitely create long term perspectives to continue
business with us.
After successful implementation of the project, we

received tremendous results in business and incentive
feedback from customers. That is what inspired us to
continue and improve the program and even focus on
another segment of customers.
Read full entry…

Dealer: Trakindo
Project: Product Support Premiere League
Team: Edi Santoso
< > 7 of 23

Competitiveness and team work spirit are important character The result or benefits after implementing Product Support
needed by each Sales person. This spirit has to be consistently
Premiere League:
built and managed in enabling Sales people to provide the
best solution for customers. Caterpillar has supported dealer
with Master Elite event in order to keep Product Support
Sales in the right track. However, this biennial event could not Additional EM Solutions for 71 Customers with 447 Machines which the
answer the yearly competitiveness spirit required and mostly
the prizes only appreciating individual performance instead of
most additional machine is in Mining Industry and most additional customer
team effort. The simple and robust idea are needed to be able Sales is growth by US$ 52 Mill and POPS-C is growth by 15% is in Marine Industry
Product Support Solution deliver clearly to customers. Soccer
with its Premier League concept was come out in during
brainstorming session within Product Support team.
Product Support Premiere League is a simple but

comprehensive Approach to Rewards Product Support Sales
Team by design the reward for most excellence Product
Support Sales person by using 12 months scoring period
with Quarterly Reward. The scoring are align with their daily
activities and KPI wth NO additional Work, but everyone can
see who’s performing well and who’s not, extra point for
specific marketing initiative and encourage collaboration thru
extra points for Area/Region performance, PLUS the Superior
will secure future bonus.
After applying this event in 2016, it shows a very positive

increment in several parameter:
• 17% Product Support Sales growth (Increment of
US$ 52 Mill)
• 15% Incremental POPSC from 37% to 52% (for customer
under PS Sales)
• Additional 447 unit under EM Solutions (mainly is level 4)
from 71 Customers
One of Caterpillar’s Regional Sales Manager said that the

program has been so successful in increasing parts sales and
motivating all involved that a similar program was developed
for Prime Product. The program has also been shared with
other Asian Dealers as a best practice.
Read full entry…

Dealer: WesTrac WA
Project: C175 Dealer Rebuild Strategy Implementation
Team: Ian Callan
< > 8 of 23

Due to the dealer delivering 403 units of 793F Off The overall implementation of dealer C175 rebuild strategy was successful, With the recognized success of the project, opportunities were identified
Highway Trucks into its territory between 2012 and 2014 achieving a 20% reduction in standard rebuild hours from 673hrs to 540 internally where the C175 value stream could be replicated within other
representing 41% of 793F global population, significant hours; this also resulted in a shift in flat rate variance of negative $14k to a component rebuild processes. A key area where a lane strategy has been
volumes of first life planned component replacements positive $9k during the program. During the same period rebuild volumes adopted was within the Off Highway Truck final drive rebuild process.
(PCR) were forecasted for the fleet in 2016/17 period. This increased from 1 to 12 engines per month and the initial program delivered Assembly cycle times were reduced from 5 days to 4 days resulting in a
presented significant risk to customer service and dealer
an incremental revenue of $51m in Product Support sales to the dealership 20% improvement. Additionally the dealer is in the process of implementing
Product Support revenues if robust forecasting, planning
which equated to 95% POPS and 95% POLS. A major indicator of success a lane strategy value stream transformation to its 793F Transmission rebuild
and rebuild processes were not implemented in time. Our
major customers had also identified this risk and perceived for the entire value stream was the reduction of the average total cycle area, utilising the best practices gained from the C175 rebuild strategy.
the dealer could not meet rebuild demand for the C175 time through the dealer’s facility of 85 days per engine against todays 50 One of the more beneficial outcomes for the dealer was having a tangible
engines particularly as the C175 was a new product days, a 35 days reduction or 40.5% improvement. A key part of successfully example of a process change that delivered significant success and will
to market. delivering on the strategy and importantly customer expectations was assist change management in the future.
utilising the forecasting process to secure piece parts on time through the
Understanding these challenges the dealership CPRO process, during this period the dealer was a global leader in utilizing A significant process improvement within the dealership is replicating the
commenced the development of a C175 rebuild strategy the CPRO Parts ordering process. demand planning and forecasting process used for the C175 engines and
that would deliver 8 units per month and later increased to applying it to all major mining components. This improvement to demand
12, with scalability relative to the major mining customer Due to the design of the C175 rebuild strategy, the process was successful planning has allowed the dealer to engage customers early, understand
maintenance strategies. The initiative encompassed the in many areas, most importantly it is effectively and efficiently able to be their maintenance strategies and proactively place piece parts orders
development of Standard Jobs, Standard Work, forecasting
scaled to align with an increase or decrease in market demand. Evidence through CPRO for major component rebuilds, thus providing a greater
processes and a lane strategy rebuild process, which had
of scaling up was proven with the implementation of a second rebuild lane focus on planned work and allowing resources to better manage unplanned
not previously been used within the dealership. $2.2m
was invested over a 6 months period to execute the new which increased monthly volumes of 6 engines to 12 engines. Additionally a work. Additionally forecasting improvements have enhanced customer
rebuild strategy which in turn generated $25.3m in product third rebuild lane was in commissioning phase which would have delivered engagement and provided greater visibility for Caterpillar on future
support sales from the first 80 engines. up to 18 engines per month. Alternately due to the robust forecasting parts demand.
in place the dealer was able to predict with a 3 month lead time that
Between July and November 2016 (5 months), rebuild customers were extending C175 engine replacements from 18,000hrs to The dealer has shared the C175 rebuild strategy and its sub processes with
production went from 1 engine to 12 engines per month. 26,000hrs. This resulted in the dealer scaling back production to 1 rebuild other dealers globally. In addition, where best practices have been identified
One of our major customers openly acknowledged the lane to match the reduced demand. People and resources were able to be they have been shared with Caterpillar. A particular area that may benefit
great performance in delivering on their requirements, redeployed temporarily to other parts of the business avoiding negative from the processes are dealers trying to expand or develop within the
at the committed price, while maintaining quality and effects to technician productivity, cycle times and flat rate variance. constraints of an existing facility.
safety standards on the first 80 engines. Following this
performance, the dealership was awarded a further 80
engine rebuilds.
Read full entry…

Dealer: Sime Darby Industrial Sdn Bhd

Project: Winning Major Infrastructure Projects
Team: Jagpal Singh
< > 9 of 23
ELEVATOR PITCH RESULTS & OUTCOMES The Sarawak market has shrunk due to the slow down in forestry & logging
which impacted not only part sales but technician utilization at the branches.
Pan Borneo Highway is a road network connecting the two SDI was able to close the deal with Musyati Mudajaya JV Sdn Bhd, the By utilizing the existing manpower to service these customer, we were able
Malaysia states, Sabah and Sarawak. The Sarawak portion, awardee of Package 8 for a total of 69 equipment comprising of 24 units of to maintain the technician utilization at 74% for Sibu and 64% for Bintulu.
Pan Borneo Highway Sarawak was officially launched by 320D2GC, 37 units of the 330D2L and 9 units of D5R2. The total value of The product support coordinator role comprises of meeting and pushing
the Prime Minister in Bintulu on 13th March 2015. The the equipment’s sales are RM37.1 Mil. SDI was able to capture an estimate sales to all package winners across the 786KM stretch. As it is a mix of CAT
project with a total contract value of USD3.7 Billion was of 33% of the PINS for the project. & Non-CAT equipment, SDI has developed programs for Donaldson filters,
segregated into 11 packages and have been awarded to batteries and lubricants and are working with the GAMB team to developed
11 listed companies from Sarawak & Peninsular Malaysia. The equipment’s were enrolled under Customer Support Agreement targeted 20 tonne G.E.T. & undercarriage program. SDI is following up on
The project, once completed in early 2022, will connect – Preventive Maintenance for 9,000SMU hours. All equipment are the business by focusing on these critical factors:
Kuching to Miri via a dual carriageway road of JKR R5 equipped with Product Link and are under EM Solutions monitoring. SDI 1. Accuracy of equipment population: Branches to update equipment
standard. The phase 1 of the package would be 786KM has dedicated technician team for Musyati to manage the PM as well as population bi-yearly
with 559 bus shelters, 114 bridges, 57 pedestrian bridges additional revenue generation activities. An on-site depot with inventory 2. Monitoring via Technology: CAT equipment connected via Product Link
& 17 interchanges. worth of RM108,000 with consumables such as filter, G.E.T & hydraulics 3. Parts Coverage & Availability: Stocking of common parts across
allows ease of doing business with the customer. The on-site inventory the branches
The project, the biggest road construction in recent years is further supported by Sibu branch with RM1 Mil worth of parts stocked 4. E-Business: Focus on Instant Access
would utilize approximately 600 heavy equipment and with for the three models. The YTD total revenue generation from service is 5. Product Offerings: GET & Undercarriage for 20 tonnes HEX
an estimate new machine opportunity of 210 equipment. It RM500,000 and direct parts sales is RM100,000.
was essential to work together to provide a total solutions The presentation that was used during the discussion has been identified
to the customer to capture all available opportunity, and The similar setup has been extended to WCT, which was awarded Package as a template to be replicated in other major projects as it shows a
SDI was able to capture 33% of the new equipment and 9 of 64.5KM. WCT has a total of 45 CAT equipment working on-site with all focused and concise approach with the customer in mind. CAT shared the
Caterpillar presence in the project. the equipment under PM agreement. The equipment are serviced by the presentation with other dealer as best practice.
Bintulu branch, which is about 40 minutes away from the main site. The
SDI was able to close the deal with Musyati Mudajaya JV total YTD revenue generation is RM450,000. The customer provided us a testimonial which is included in the Southeast
Sdn Bhd, which was awarded Package 8 with a total of Asia ACAM Brochure:
63.67KM stretch. The customer purchased a total of 69 “The purchase of our construction equipment was based on the total
equipment with a value of RM37.1 Mil and all equipment package of equipment pricing and after sales support to which Caterpillar
were enrolled with a 9,000SMU PM with an estimated had all the boxes checked. We are also very satisfied with increased level of
value of RM4 Mil. With a dedicated product support attention to after sales support being shown by Sime Darby Industrial. It is
coordinator working along the 786KM stretch managed to immensely reassuring that our Cat equipment are well taken care of so we
capture RM330,000 over six (6) months from both CAT & are able to concentrate on our works.”
Non-CAT users. Abdul Rahman Bin Ahmad – Deputy Managing Director, Musyati Sdn Bhd
Read full entry…

Dealer: Amur Machinery (Borusan DV)

Project: 6 Sigma Project Increase of Salvaging Operations in Product Support
< > 10 of 23

According to Across The Table Service Operations
Cap&Cap Section dealer should effectively use salvage The project resulted in cylinder repairs revenue increase from $5.2k / month Dealer believes that this project is just beginning. The next steps are to
options and develop repair options. The Dealer has a good (before project started) to $36k / month (average in 2017) which is 7 times extend repair options for other repairs, such as engine repairs, transmission
service capabilities, including the machining shop, but growth. Since dealer finished this project in Sep 2016, company earned over repairs, salvaging of undercarriage. Those salvaging options will be based
revenue coming from salvaging operations was low (4.7% $595 000 revenue. Service PADE on cylinder repairs is 26-31%. Service on standard jobs (for internal control) and flat rates (for more customers’
of dealer Service Revenue in 2015). Shop NLS increase from 54.3% before project to 70.8% in Dec 2017, % of clarity and easiness). Hydraulic Cylinders salvaging project outcome proves
loyal customers in Shop service increased from 65.2% in 2016 to 72.9% in that with right approach repair options can give control and more efficiency
The dealer conducted a survey with 70 customers, and did Dec 2017. Extended service coverage has also increased, as dealer started in dealer service operations, speed up a service quotation process (from 2
a Mystery Shopping with competitors (other brand dealers to salvage not only Cat, but also other brands cylinders (on Dec 31st split days to 30 seconds), and increase dealer’s revenue and profit.
and local service shops), trying to understand critical between Cat and Non-Cat cylinder number of repairs is 59% and 41%
customer requirements and competition outlook. We respectively). As result, there is additional contact point with new and The world has changed rapidly over last 10 years. We see that profitability
found that the biggest opportunity for dealer is to develop current customers. of parts business is shrinking all over the world. One of the concepts that
Hydraulic System components salvaging (resealing, rod can help dealers not only to lose a competition to will fit parts suppliers, but
and tube repairs). Instead of selling such hydraulics parts also get some portion of parts business from competitors is salvaging repair
(sales were low, competition is high), dealer decided to options. Our case proves that using such options dealer can gain added
do rod\tube body replacement, eye end boring/welding value service, and be considered by our customers as a solution provider.
reconditioning. In alignment with customers’ requirements
about clarity and quickness of getting service quotations,
dealer developed repair options with fixed labor hours. Also
special cylinder repair price builder was created, it based
on two dimensions (rod\tube length and diameter) – so
customer can get a commercial offer within 30 seconds.
The project resulted in cylinder repairs revenue increase

from $5.2k / month before project started to $36k / month
(average in 2017) which is 7 times growth. Service PADE
on cylinder repairs is 26-31%. Service Shop NLS increase
from 54.3% before project to 70.8% in Dec 2017, % of
loyal customers in Shop service increased from 65.2% in
2016 to 72.9% in Dec 2017.
Read full entry…


Project: More than Machines, Repair Options for construction customers
Team: Louwrens Burger
< > 11 of 23

With a low penetration of parts and service sales in The repair options were designed to provide our construction customers We targeted an additional 5 repair options based on the pilot, but managed
the construction side of the business, OLGA analysis with options, convenience and efficiency. In our efforts at increasing the to win the following 23 deals in the following repair options:
identified an opportunity for repair options to construction customer experience, we simultaneously increased the knowledge of our 14 x 966H
customers. Market analysis also revealed a gap in the PSSRs and ISRs, ensuring they remain expert and are equipped to deliver 3 x 140H
market for repair options in the broader construction the expertise our customers require for their businesses. 4 x D8R
industry. There was an appetite for a range of repair 2 x 725
options and parts for customers to capture the maximum
value of machine and component investment across The total value of sales was R3 million.
the lifecycle.
Following a pilot in 2016 on the 966H, which yielded 7

repair option sales during 2017, we extended our repair
options strategy to give customers a broad range of
options, expert advice, timely quoting and repairs. We
developed a product offering and accompanying marketing
and sales campaign to allow our customers to choose a
preferred repair option according to their business need
and budget, with the added benefit of faster
turnaround times.
The campaign has resulted in 23 engine repair options

sold to date: 14 x 966H, 3 x 140H, 4 x D8R, 2 x 725,
representing a total incremental sales value of R3 million.
Read full entry…


Project: More than Machines Product Support Customer Day
Team: Reuben Pasha
< > 12 of 23

The problem we were trying to solve was the low level of • We achieved a 46% RSVP rate from our invitations, against the targeted
awareness around our product support value proposition. 25%, which was exceptional.
We wanted to increase the overall awareness from 45% • One of our objectives was to increase sales of our offerings. We achieved
to 60%. 6 new enrolments on Parts.cat.com, with an incremental sales value
of R333k.
We developed the More than Machines (MtM) product • 207 quality leads were generated along with further enquiries on our
support customer day aimed at engaging with customers products, with a focus on Cat grease and Cat HYDO Advance.
in a non-conventional way. The MtM product support • We achieved a 10% growth on volumes for the 6 months following
customer day was executed exhibition style, with various the initiative.
stands showcasing l our aftermarket offerings. Stands • The leads we generated were converted into opportunities in C4C, with
featured the following products: oils and lubes, condition 54 opportunities won, 5 lost and 2 that remain open.
monitoring, hydraulics, repair options and certified rebuilds,
G.E.T & undercarriage as well as Pats.cat.com. Each had
its own activity to engage and educate the customer,
allowing for1 on 1 engagement for customers with
product experts.
The turnout was exceptional. Customers not only attended,

but they engaged with our product specialists to learn
more about what we offer. We also successfully enrolled
6 new customers onto parts.cat.com. We achieved a
46% RSVP rate from customer invitations and a 99%
attendance rate against targets of 25% and
65%, respectively.
Read full entry…

Dealer: Mantrac Group

Project: One Stop Shop Initiative
Team: Sean Watson
< > 13 of 23
ELEVATOR PITCH RESULTS & OUTCOMES Scalability

The overwhelming success from this pilot has resulted in the new
Customer research showed that the experience of The “One Stop Shop Project" set out to improve customer experience by processes (Appendices 5-6) being rolled out from the Lagos branch to the
trying to do business in a branch was painful and time- creating an effortless retail experience in-branch (Appendix 4), online or over rest of Nigeria. A plan to implement across all countries by 2019 has also
consuming due to inefficient and overly-bureaucratic the phone. The project was implemented in mid-October, with impressive been constructed. Furthermore, the project has led to the creation of a new
processes. Meanwhile our Direct Marketing customers felt results for the following two months: Group Product Support team that will be tasked with focusing on providing
undervalued and detached from the business. The decision the full Customer Retail Experience (Appendix 7). This team will not only
was made to setup an initiative to evaluate and pilot a new Results undertake the scalability project but also look to make improvements based
retail experience for all customers. • Waiting times – the average waiting time in branch has fallen from 75 on further customer feedback.
minutes to just 19 minutes.
The initiative would simplify the customer experience by • New account setup time – the average time has plummeted from over 4 The focus on branch processes has also led to a separate project to further
making it easier for customers transact with us across hours to only 11 minutes. investigate the use of technology in branches to improve the customer
multiple retail channels. This would be done via a cross- • PCC registrations – 65 new requests, representing around 30% of all experience. For example, the use of Touch Screen Self Service Kiosks,
functional team completely redesigning internal processes, requests received. allowing customers to identify their reason for coming to the branch, and
the introduction of new delivery and purchasing options • Delivery options – 100% of parts delivered within the 72-hour creating a virtual shopping cart to send to the Parts Counter Analyst who
and creating a new Direct Marketing Agent role (DMA). service promise. would complete the order.
Awareness of the new experience would be generated via • Direct Marketing Agent Sales – generated over $114,000 of new business
an e-mail and social media campaign. in just two months. Moreover, the success of the “One Stop Shop” project has clearly
• Leads and opportunities – A pipeline of over $170,000 created via demonstrated that cross-functional teams working together with Executive
The project has been an overwhelming success. In- exceeding target of 25 outbound calls per day and 10 inbound calls Management support to focus on customer-based pain points, rather than
branch wait time has reduced from 75 minutes to 19. New per day. having an ‘inside-out’ mentality, is the most efficient and effective way to
accounts are now created in only 11 minutes as opposed • Parts Counter NLS – YTD Net Loyalty Score of 56% in October increased improve customer experience. While the project was targeted on the parts
to 4 hours. In just two months over $114,000 of new to 78% in December. Customers have also rated the new in-branch process, its impact on the way that works to benefit the customer has been
business has been generated via the DMA, with a further experience as “Excellent” via a separate survey. far wider.
pipeline of over $170,000. Meanwhile, Parts Counter
Net Loyalty has increased by over 20%. On the back of
this rollout across all countries is now underway, while a
separate project team has been created to further improve
the customer retail experience.
Read full entry…

Dealer: SK (Shikoku)
Project: Post-it type of Work Completion Memo to Improve Customer Experiences < > 14 of 23

Transactional Survey Program (TSP) indicates several The initiative can be applicable to both inside & outside the company
customers’ complaints about insufficient field service because the adhesive memo, which is low-cost, time-saving & handy, will
communication with operators. directly contribute to improving customer experiences. The scalability of
the concept is Communication Score & the Net Loyalty Score (NLS) in the
The problem seems to be compounded when some TSP questionnaire. This action, which was initiated last August, has already
mechanics leave without any notification in case of illustrated a positive effect on the TSP results. The NLS has increased by
absence of operators in the field. 20% from 35 to 42 between Q2 & Q3 (See the table below). Additionally,
the Communication Score has risen by 7% from 8.5 to 9.1 between Q2 &
The background is that it is at the phase of an oral Q3. In the long term, Product Sales, Parts Sales & POPS will be employed
completion reporting when customer feeling is expected as main indicators.
to reach a peak in the entire repair process (See the
appendix 1: Customer Journey).
Our initiative is therefore addressing the lack of explanation

when operators are away in the field.
Specifically, post-it type of Work Completion Memo is

created in order that mechanics can note a brief report TSP Service Results 2017
to operators.
Today the memo is widely utilized by mechanics.

The main target of the initiative is boosting the customer
satisfaction which is continuously measurable by TSP.
Read full entry…

Dealer: Amur Machinery, Sakhalin Machinery

Project: SSR – Service Sales Representative
< > 15 of 23

Several years in a row, PSSRs were claiming that, when The initiative is successful with specific tangible results in less than 1 year
they were selling service to Customers, Customers often after implementation.
had technical questions, PSSRs were unable to answer.
PSSRs had to forward such questions to service team
technical experts. Sometimes PSSRs had no idea whom Outcomes of the project
of service team to contact on a specific issue(s). Also • Customers covered in 2017: total – 28 including by SSR 1 – 19, • Improvement of Customer relations resulted in sales:
obtaining of service cost estimate on PSSR’s request by SSR 2 – 9 • Parts and service sales to 5 do-it-myself customers in market
took considerable time. Delays in response to Customers’ • # of 0 POLS (%) Customers before the project (out of 28): total – 19 segments never covered before: small general / road construction /
questions used to result in negative effects on relations including SSR 1 – 9, SSR 2 – 10 agriculture companies
with Customers, on dealer’s reputation in the market, and • Projects: total – 44 with estimated cost of $485 838; closed – 26 with • 4 large dormant Customers (in mining, general construction, power
loss of service sales. actual service & parts sales of $1 032 410 including industry) who own Cat machines / engines returned to the Dealership
• By SSR 1 – 24 with estimated cost of $366 773; closed – 15 with for parts and service purchasing and even new machines purchasing;
As a solution Service Sales Representative (SSR) project actual service & parts sales of $683 865 Customers owned old Cat® equipment in poor condition (not
was initiated. SSR is a technical expert with a substantial • By SSR 2 – 20 with estimated cost of $119 065; closed – 11 with serviceable in Customers’ understanding) and did not have a plan for
service background in the dealership. SSR is expected actual service & parts sales of $348 545 repairs until they got complex sales & service offers from SSRs with
to bring sales leads to PSSRs to sell service (and parts • 320D2L purchasing request (the deal is not finalized yet) justification of costs and resulting value for Customers
through service) to low POLS Customers, to find new • 326D2L x 2 units sale as a result of Customer's equipment inspection • 2 new 326 HEX sale at the cost of $301 760 in the pipeline
service and parts Customers, offer repair options to by SSR
Customers, support and consult PSSRs and Customers in
complicated service projects.
2 SSRs started to work, one from end of January, the

other from April 2017, both with 12-15 year experience in
service in the dealership. Service sales by SSRs in total $
1 032 410 in 2017, 320D2L purchasing request, 326D2L x 2
units sale as a result of Customer's equipment inspection
by SSRs.
Read full entry…


Project: Maintenance Management Solutions - Bill of Materials
Team: Darrin Lingard
< > 16 of 23

Most of our customer have adopted a systems based Customers have recognized that accurate maintenance data and Bill of After initially being developed for the traditional Caterpillar product line
approach to managing their maintenance tasks. However Materials (i.e. parts lists) is a critical success factor to the execution of their including Hydraulic Mining Shovels, this solution is being expanded
their Maintenance Management Systems (MMS) did not maintenance strategy and provides the ability to centralize maintenance across all products groups including Dragline, Electric Rope Shovel and
always have accurate maintenance tasks and parts data operations. Feedback from our customers recognize the OEM value of Underground. Scalability of this solution is relatively easy with most dealers
installed, and there was minimal maintenance to ensure having the accurate detail and serialization of individual machines. Some already having the expertise to provide this service. The requirement for
the data was updated. This often caused inefficiency, customers have also deemed that an OEM Bill of Materials uploaded into accurate BOM’s and maintenance task data is universal across every
incorrect parts ordering and maintenance delays resulting their MMS is an Operational Readiness requirement for all new machine product and maintenance organization, therefore this solution is not only
in additional downtime and extra cost. and fleet purchases. scalable across all Caterpillar product but also all Caterpillar dealers globally.
To resolve this issue and minimize any negative impact to There are tangible benefits for both customers and us (the dealer and To continuously improve our product support, we are currently working with
equipment productivity, our Product Performance team Caterpillar) in the provision of this service: a software provider to provide an advanced end to end solution that also
leveraged their OEM product knowledge and experience • On customers’ end, the OEM BOM reduced double handling, resulting includes replicable maintenance data and documentation in a customer’s
to create a service of providing customers with accurate in less incorrect material purchases. The improved accuracy of parts desired format.
maintenance task data (Bill of Material) in a format that can demand improved warehouse’s ability to hold right parts as per schedule,
be uploaded into their MMS. and this not only improved their efficiency but also cut cost. As parts are
ready per equipment per maintenance task, the maintenance and repair
With accurate data, customers now have their MMS took much less time, ultimately, customers bear shortened downtime
actually working for them and driving efficiency in and avoided operational delays.
maintenance execution. We, the dealer, in the same time, • On our end, the direct tangible benefit was $392,000 revenue simply
were able to receive revenue for setup and maintenance of for the supply of maintenance data / BOM’s. The indirect benefits are
bill of material (BOM). In addition, as customers’ MMS is much more significant considering the pull through value of having
usually integrated with their ERP or parts ordering system, OEM part numbers in the customers system, making it easy to transact
this solution also made it easier for our customers to buy all parts requirements electronically. Extra work would be required by
OEM parts from us rather than sourcing competitor parts the customer to not use the default OEM part numbers and source
for their maintenance tasks. competitor part numbers.
Read full entry…

Dealer: Parenin
Project: That saves time, and time is Money!
Team: Hanen
< > 17 of 23

To stand behind our customers’ success, we decide to
consolidate FIELD PROCESS already implemented with
the PERSONAL EFFORTS deployed by FIELD Manager to
ensure that:
• downtime is minimized and even eliminated,
• response time is reducing,
• right service the first time is delivered.
Efforts were focused on strengthening Customer

relationship, competent and dedicated team for Field
service, having a good coaching from Field Manager,
continuing in rewarding best in class with: “Internal
Recognition program” and keeping up a PERSONALIZED
Technician Career Development Plan “TCDP” for field
technicians, in place.
Thanks to these strong points and the great commitment

of the team, we succeed to improve our FIELD NLS from
29% YE2016 to 54% YE2017, right first time at 99%,
increase our service responsiveness to 8.6, Electronic
Technician “ET” reports for non-connected machines
done at 100%, maintaining our “SILVER” level in SEP:
Service Excellence Performance for Q3 2017, 100% of
field technicians did the training: ( DPC#43604, # 44652,
#44653, #44654, #44655). Next steps: convert all these
efforts into processes that can empower our service FIELD
by deploying our FIELD SERVICE EXPERIENCE PROJECT.
Read full entry…


Project: Repair Options - Guaranteed work at Guaranteed Price & Time
Team: Mehek Khetwani & Shahul Hameed
< > 18 of 23

“Success comes from listening to your customers”
– Richard Branson
We understood our customer concerns through various

channels available. A common perception among customers
was, the dealer advised preventive repairs are unnecessary
and always expensive. On further analysis, we identified few
of the most common reasons why customers shy away from
an authorized dealer repair service:
• Not many ready-made service options available
• Indeterminate repair time due to strip & quote process and
parts availability
• Varying repair costs due to multiple quotes
• Challenging markets and tighter budgets
To maximize equipment productivity and efficiency at the

lowest owning and operating cost, we offered our customers
multiple choices of repair solutions – “Repair Options”. It offers
different levels of defined repairs at fixed cost, catering to
different buyer personas. The program included exclusively
developed ghost images and detailed descriptions that helped
customers get a better understanding of the scope of work,
even before placing an order. To target DIM customers,
“Smart Repair Solutions” was designed to offer additional
discount on parts purchased over the counter along with the
flexibility to choose the parts they need. Facilitating a shorter
& simplified quotation process, a region specific Auto-Quote
Application was developed in-house, offering 'on-the-spot', 'all-
inclusive' and 'no-surprises' quotes in local currency.
The initiative contributed to an improved customer satisfaction

as they now receive faster turnaround time on repairs at
a better and fixed price. The successful reception of the
program in a span of 8 months resulted in, 50 opportunities
worth US $1.17 Million and Y-o-Y increase in service NLS by
26%. The encouraging response from our customers was
the compelling reason to prepone Phase II roll out with 150%
increase of models & solutions within a 6 month period.
Read full entry…

Dealer: Borusan
Project: Mobile Technician - A Proactive Approach
Team: Reyhan Özder
< > 19 of 23

Efficient service coverage has always been a big problem The project have been very successful in many aspects, including extra
for most of companies. As we prioritize increasing sales it generated. Here are the results:
customer satisfaction. Considering our customers’
expectations we have to reach our customers wherever 1. Parts Sales: Just in the first four months after the project went live, we
they are. Accessibility is the most important value to have gained an additional $120.000. We will continue tracking the amount
increase our customers’ satisfaction. of total sales for our future actions.
2. Machines that are brought to CRC (Component Rebuilt Center): With
Using Lean 6 Sigma methodology, we have started a Black the trust built by the Mobile Technician, these customers delivered their
Belt project on this subject. Voice of Customer data have machines to our CRC workshop and this creates an extra revenue to the
been gathered, root causes have been identified and a Service. Since the beginning of this process, 6 machines are brought in to
new role and sub-organization have been generated. The CRC by these customers.
main problems were the distances between customer 3. 7 leads are generated for New Machines. We naturally got lost sales
site and Borusan service locations and significant costs information during this field interaction.
resulting from double visits (first visit to determine the 4. New Customers: Before, we were unable to cover these customers. 10
cause of breakdown and second visit to solve it). To new customers were gained by Borusan in only four months.
eliminate these two main root causes, a new role, Mobile 5. Transactional Surveys: The results of these customer satisfaction surveys
Technician, has been generated to support our customers. have been 100% positive.
Equipment Management team is regularly checking data
from the Product Link of all CAT machinery and defining a
route per Mobile Technician, including machinery location
and potential failures. Mobile Technician is then responsible
for the customers and machines on his/her route for
inspection and lead generation.
This new role, Mobile Technician, has led to an additional

coverage, a supreme customer experience and an extra
sales spare parts worth $120,000 in just four months.
Read full entry…

Dealer: JA Delmas
Project: Machines Sales Challenge and Success
Team: Nicolas Croizier- Sales Manager
< > 20 of 23

During early 2015, The local dealer was informed that one As our offer was a full service offer including equipment, services, warranty The impact of this business on our market share is important. Compared to
of the country’s major and more influent customers was and onsite technical solutions, we were attributed the deal: competition, it was relevant to keep our leadership and win this deal. Such
on the verge of financing a huge road contract. a project will inevitably promote Cat and our dealer Brand and awareness of
Machines Sales the local dealer .
This construction and architecture specialized customer
recently started some road construction projects. Our A full service contract was also agreed with our customer in order to make
sales team have decided to be reactive and based its sale his experience effortless by providing:
strategy on helping with this project. The first approach • Providing Filtration, Flexibles, OAS, for a total amount of 300k€/year
was to convince our customer that our local assets and top • Free technicians services on site during 2 years
performing, top productive equipment was the best choice • Warranty during 3 years with parts availability during this period
to carry this project : 80 km of new road construction, 170 • Lubricants consumption services
km of road refection, in 36 months, 2:30 hours away
from Abidjan.
Our goal on this project was to deliver to our customer

a full line road construction equipment solutions, this
was our challenge to win our first contract with this
customer, with whom we lost previously a big deal on road
construction equipment.
The focus of our Trimble Grader Control solutions, with

the support test, was also a key factor in the customer's
choice, especially when we showed him that he would
save on his investment. The result of our relevant strategy
was successful: we win the contract of 80 machines, with
Trimble Grader Control on graders, bulls and compactors
equipment, including the Paving rungs.
It’s a great success with the CAT, SEM, SITECH and

our teams.
Read full entry…

Dealer: JA Delmas
Project: Large Mining G.E.T. conversion, a Scratina strategy
Team: Gilles Grimault
< > 21 of 23
ELEVATOR PITCH RESULTS & OUTCOMES Inside our organization:

• Back into large Mining GET race
Able to adapt: It also works with GET conversion solution! We tested this program where logistics and technical resources are a major • Developed welding infrastructure
challenge in the middle of West Africa. If our team can do it in Burkina Faso • Penetrate Mining bucket business
This is a story of perseverance. Since 2014, our dealer has • Brought incremental business
been seeking to penetrate the Large Mining GET market. A any dealer can do it. On our side, we will seek to extend this project to
completely untapped sector, while the potential is estimated other countries within our network.
to 15mio. $ (at dealer net price) per year. At the very beginning Business sales results are:
we started to offer Bradken GET to our customers. An In a world where everyone can buy parts and machines everywhere, our • At the beginning Sales=0$, POPS=0 while the potential is estimated at
inconclusive test, as the bucket lost a lip shroud in operation. real purpose is to provide service, site solutions, support, troubleshoot- 15mio $ at dealer net per year.
So when Caterpillar developed its own range, we came back • Current situation: 2,6 Mio. $ GET SALES in 2016, 2,0 Mio. $ GET SALES
into play! we were the very first dealer worldwide to promote machines and make a diagnosis. This initiative falls within this framework
and has multiple beneficial effects. in 2017.
CAT Large Mining GET. But for our customers, it did not make
sense to get Cat parts from Caterpillar, and non-Cat parts from • The 6th conversions is in process, 10 targeted for 2018
another supplier. For the customer first: • New opportunities for bucket maintenance, service operations &
• Our customers already told us CAT LM GET are more efficient and last inventory management
With the support of Caterpillar, we proved them that a mixed-
fleet was not an issue and that they could rationalize their longer than competition.
needs with only one supplier. The idea was to offer GET • They are very satisfied by the first conversion and agreed to convert new
conversions solutions that fit seamlessly onto competitors’ buckets moving forward!
buckets, as well as Cat’s buckets and provide new lips for free • Reasonable delays: after a first long conversion (9 months), we now have
to encourage the customers to adopt the CAT GET package. the experience to perform the same process under 3 months.
The beginning of a 9-month journey. The first conversion • The customer does not need to buy GET from several suppliers, the
worldwide from ESCO to CAT started back in 2016 in Burkina conversion can be conducted on any machine.
Faso and ended in 2017. A real logistical and human challenge • This process also integrate other machines than HMS (underground, GCI,
that brought together experts from Peoria, local welders, and all concerned machines operating on mine with GET)
our dealer principal expert & mining team in territories. • ESCO competition shrinks as customers claim CAT LM GET are more
At the beginning, we managed to convince three Mining efficient and last longer.
customers to trust us with a full bucket conversion. In 2017, • Build a Wear parts organization by implementing “on site” UC & GET
we converted 5 buckets (Cat 6018 & 6030, Komatsu PC2000) inspectors to follow-up buckets, collect data, and propose solutions in
and the 6th is in process in Burkina Faso (West Africa). order to take corrective actions by the customer maintenance team.
• Developed with Cat, some customized Wear packages to better protect
Because of our “Able to Adapt” our strategy which consists
of being flexible to adapt our organization to the markets, we converted buckets & new ones. So that it lasts longer.
named it Scratina Strategy inspired from the famous character
of “Ice Age” movie, very famous for never giving up on its
primary objective.
Read full entry…

Dealer: JA Delmas
Project: Oil Drum Conquest
Team: Samy Belouah - Product Specialist
< > 22 of 23

Caterpillar’s lubricant range was suffering from a lack of The Oil promotional offer launched and executed in dealer country as Last year in pilot country, we sold 67 808 liters, the objective was to finish
visibility in our territories. Most of our customers didn’t a pilot will be duplicated in other countries to continue our growth on the year at 136 000 liters. Currently, they have sold 153 920 liters (100
know that Caterpillar manufactured its own lubricants. lubricant activity. 000 liters during the promotional period of three months). It was a great
Big competitors such as Total and Shell are clear leaders success and an outstanding achievement in 2017.
in the market with complete offers including fuel We can see that all these initiatives have significantly increased our In parallel we forecasted that the volume purchase from Exxon would reach
lubricants through specific distribution channels (full lubricant sales volume in pilot country but also in all of our territories as and exceed the symbolic threshold of 1.000.00 liters.
distribution contracts). shown in the graph below.
The marcom campaign was also a success. We took part in the Yellow
We defined a strategy with an innovative complete Blood Challenge and won the Caterpillar Dealer Excellence prize in the
marcom campaign to enhance the awareness of Cat category “Excellence in Marketing”. Two Cat dealers requested our artwork
lubricant. The idea was to develop originals formats, such to adapt and use our lubricant booklet.
as an innovative drum–shaped leaflet, a giant sticker for We also won a prize in the business performance category where local
shop floors and a seating area with drum designs. In dealer ranked third among of all the Cat African dealers.
addition to these initiatives, we launched a promotional
campaign in a targeted country. We carried out a
competitive benchmark with price analysis in order to get
an average market price. We created a bundled offer with
additional services and products that only a Cat dealer
can provide. For each order of 20 drums, customers will
get a discount on engine oil, a credit for their next order
filtration, a Cat watch and 10 free S.O.S analyses.
During the three month promotion period we sold 470

drums. This is far more than the amount sold in 2016 (342
drums, 37% increase). Thanks to this initiative we signed
contracts and boosted the lubricant activity with some key
customers in dealer country.
Read full entry…


Project: MyMachine App
Team: Joey Chen
< > 23 of 23

The rapid growth of the Chinese excavation market from Following final reviews, the Android version (QR-Code) of the MyMachine Within the first two months, the App had been downloaded 3,931 times,
late 2016 through 2017, along with the speed of digital App was launched in November 2017, with iOS version released about a with new users registering 568 times. Sales, generated from within the App
innovation, combined to cause significant pain points month later. For promoting the App, two approaches were provided for the totaled RMB 168,000. Learning opportunities were also generated, with
in the delivery of product support services to machine
customer to download. The first was to prompt the WeChat shopping mall both video and voice requests uploaded by customers, which were then
customers. Some processes were already available
through a mobile or online platform, such as parts sales customer that the dealer has released a new App; should the customer translated into learning opportunities on the dealers e-Learning platform.
through WeChat store, or PM requests through the EM/ choose to download, the new link address will be displayed. An alternative This capability however also provided more consistent customer service,
CM App, however to access these multiple Apps needed method was the introduction of a push notification through the current with technicians able to better diagnose issues prior to job site visits.
to be downloaded. Other processes remained offline, such EM/CM App. The fact that the WeChat store method was more effective,
as service requests, payment collection and invoicing, and the preferred method for downloading the App (82%) will assist in the Accounts receivable days outstanding also benefitted, with payments being
meaning customers were now receiving disjointed, replication of introducing the App to customers in other dealer provinces. made through the MyMachine App. With the current days outstanding for
inconsistent and misaligned levels of service. parts sales at over 50 days in the pilot province, this ability to generate
Future upgrades can easily be added to the App, to help customers transact direct payments for parts sales is expected to drive further cash flow
A solution was developed to integrate the entire process
in a dynamic environment. New features including customer technical improvements throughout 2018 and beyond.
through the new dealer MyMachine App. Accessed
through a simple mobile registration, MyMachine App training (specifically focused at DIM customers) have been included, as
integrated the entire product support process, from these customers represent more than 50% of total customers to download
initial request through to final payment on a mobile the App. Similarly, an NPI section is scheduled to be completed in first
device. Other features of the App included the ability to quarter 2018, to coincide with the China selling season, and the introduction
upload voice, video or photo requests, improving service of Next Gen Hex into the China market. An online mobile help section will
department ability to diagnose any issue; these were also be included at this time.
then uploaded to the dealer e-learning platform, providing
training opportunities for technicians and CSR’s. Online
help, invoice and payment functionality were also available,
reducing problematic Account Receivable (AR) issues.
Piloted in one province in November 2017, the App was

downloaded in two months almost 4,000 times, with 568
customers registering, and parts and service totaling RMB
168,000 purchased. Photo and sound clips were uploaded
by customers, resulting in the development of an online
training course for technicians. AR improvements were
realized, with all payments collected through the App, as
opposed to average outstanding AR of 52 days.
Read full entry…

MAKING
A DIFFERENCE. 2017 ACAM
DEALER CUSTOMER EXCELLENCE AWARDS
For more information please contact Natalie George.

Email: george_natalie@cat.com
Tel: +41 22 849 4010

Customer Excellence Awards - Ebook PDF

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MAKING

A DIFFERENCE. 2017 ACAM

Imaginatik - Crowd sourcing (voting)

SELECTING THE BEST PROJECTS THROUGH

Judges - Assessment with evaluation grids

Jill Skender Krummel, Marianela Abarca, Stephane Joubert, Scott Miller,

Liz Mallen, Ian Pocock, Arun Nair, Dr Mohamed Zaki,

Dealer: China Engineers Limited (CEL)

ELEVATOR PITCH RESULTS & OUTCOMES

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Dealer: Mohamed Abdulrahman Al-Bahar

ELEVATOR PITCH RESULTS & OUTCOMES

Assessment of our digital audience helped us identify that

Our digital strategy was to reach them where they are,

Customer survey was conducted to understand their

Unfazed by the economic headwinds in the region, we

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Dealer: Barloworld Equipment

ELEVATOR PITCH RESULTS & OUTCOMES

The initiative had targets of 100 quality leads from brand

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Dealer: Lei Shing Hong Machinery- North China

ELEVATOR PITCH RESULTS & OUTCOMES Benefit to company

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Dealer: Hastings Deering

This customer centric approach not only contributed to the

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ELEVATOR PITCH RESULTS & OUTCOMES

One of Technician invented a compact tool that can reduce

Customer has acknowledged the improvement and they

Read full entry…

Dealer: Hastings Deering

ELEVATOR PITCH RESULTS & OUTCOMES

As a result, the rebuild center went from empty to

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ELEVATOR PITCH RESULTS & OUTCOMES

By centralizing and applying workflows to our customer

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Dealer: Energy Power Systems Australia

The survey is completed in as little as 60 seconds without

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ELEVATOR PITCH RESULTS & OUTCOMES

With our focus on improving our customer’s experience,

As a result, we have improved our customers experience

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Dealer: Wagner Asia Equipment

ELEVATOR PITCH RESULTS & OUTCOMES Customer cases

We have launched Customer Hero Award Program in

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ELEVATOR PITCH RESULTS & OUTCOMES

See images... Read full entry…

ELEVATOR PITCH RESULTS & OUTCOMES

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Dealer: Hastings Deering

ELEVATOR PITCH RESULTS & OUTCOMES

We started to put ourselves in our customers’ shoes

In 2017 we achieved a record 15 sales on the day of

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Dealer: Sime Darby Industrial (SDI)

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Dealer: Tractafric Equipment

ELEVATOR PITCH RESULTS & OUTCOMES

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