Mazda Training manual - part 140

 

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Mazda Training manual - part 140

 

 

Dealing with Complaints 

Curriculum Training 

45 

Saying No 

Explain that there will always be times when delegates will have to say “No” to 
customers, even if they are demanding something to resolve their complaint. 

Ask them for examples – such as an unreasonable request for corrective work to be 
done or transport to be provided when clearly none is available. 

Sometimes we have to say no to a customer, even if their demand is for us to resolve their 
complaint.  If we think back to the duty of care we owe to them, we cannot afford to over-
promise and under-deliver. 

But how do we say no without destroying our good relationship with them? 

Go through the following process with delegates. 

A practical process for doing this involves a Repeating Loop: 

 

 

17 – Saying No 

 

 

 

 

Listen 

Say No and Why 

Think 

Compromise 

 

Dealing with Complaints 

 

46 

Curriculum Training

 

•  Listen carefully to the request 
•  Think carefully before you respond 
•  Say No and Why: 

–  Say no politely – “I’m afraid we cannot do that Mr……” 

–  Explain clearly why you cannot do it – stress the inconvenience to them if you 

were to over-promise and under-deliver 

•  Offer a compromise – tell them what you can do for them. 
Then listen to the customer’s response and keep going round the loop until agreement is reached. 

Explain that this process will not always reach a solution that totally satisfies the customer, 
but the repetition will enable you to sell and resell the best possible solution. 

 

Your Notes 

 

 
 

 

AC9 – SAYING NO 

 

 

 

Split the delegates groups of 3 or 4. 

Give them 5 minutes to develop a short role-play, where one person is the customer 
demanding something impossible (such as far too much work to be done in the time 
available, or a courtesy vehicle where one was not booked), and the other is the 
Mazda service person.  The other members of the group can help these two to 
develop the role-play. 

Then run the role-plays, asking the rest of the delegates to observe and give 
feedback, in particular how well they used the process loop: 

LISTEN – THINK – SAY NO AND WHY – COMPROMISE. 

Dealing with Complaints 

Curriculum Training 

47 

3.8 

Complaints into Opportunities 

Customers complain because they want something that has gone wrong to be put right. 
•  They are interested in getting the right result – namely corrective action. 
•  If they were not interested they would keep silent and leave the dealership. 
It follows that customers who complain are actually giving you a second chance to get 
things right. 

They want you to provide the service they demand – not a competitor. 

Discuss this and gain agreement that a complaint is giving the delegates a chance to 
have further discussions with the customer, and that these discussions can be used 
to the dealership’s advantage. 

Ask delegates how they can include giving advice when dealing with a complaint. 

Ask how they feel replacement items and additional sales can be made. 

 

3.9 

Practical Complaint Handling 

 

 

AC10 – COMPLAINTS: PUTTING IT INTO PRACTICE 

 

 

 

Split the delegates into TWO groups. 

Explain to each group that they have to decide on another complaint from the list 
identified earlier, and prepare a role-play. 

The role-play should illustrate each of the following: 
•  Using the APOLOGISE – EMPATHISE – REASSURE process 
•  Building and maintaining a good relationship 
•  Saying no, using the LISTEN – THINK – SAY NO AND WHY – COMPROMISE loop 
•  Finally taking some action to contribute to continual improvement. 
 

This role-play will be acted out in full group, with all other delegates observing, using 
the Observer’s Sheets overleaf. 

When each role-play is over, the delegates should give their feedback. 

The role-playing team then has 5 minutes to make some improvements, and run the 
role-play again. 

Then ask for feedback on what has improved. 

 

Dealing with Complaints 

 

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Curriculum Training

 

 

OBSERVER’S SHEET 

Things that I particularly liked (what went well) 

Things I would have done differently (what could have been improved) 

 

 

 

 

 

 

 

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