TasksTasks

To lead the strategic and operational execution of customer-centric initiatives across the commercial vehicle lifecycle, encompassing customer experience management, TQM-driven process excellence, sales and after-sales transformation, brand loyalty, and digital enablement. The role acts as a central integrator between field operations, dealer network, and corporate functions to drive service excellence, business continuity, and long-term customer retention.

Main task	Time (in %)
1	Customer Experience Management (Pratham) Design and implement CEM frameworks to ensure “Right First Time” service delivery across all customer touchpoints. Develop VOC (Voice of Customer) programs, analyze feedback data, and drive actionable insights to improve NPS and CES. Ensure seamless integration of CRM, DMS, and contact center platforms for improved issue resolution TAT. Institutionalize service recovery loops and delight moments in the ownership lifecycle. Drive dealer capability development for consistent customer handling aligned with brand promise.	20
2	Process Excellence – Bharat Benz Way (TQM Initiative) Lead cross-functional Kaizens, QC Circles, and 5S/Visual Factory initiatives in Sales, Service, and Parts operations. Implement Total Quality Management (TQM) principles to enhance process stability and reduce customer defects/errors. Monitor process KPIs and lead root cause analysis for systemic improvements using tools like PDCA, FMEA, and Pareto. Align TQM practices with global Daimler benchmarks and ensure compliance with audit/quality gates.	20
3	Sales and After-Sales Excellence Drive initiatives to enhance dealer sales process efficiency, lead conversion, and customer onboarding. Benchmark and deploy best practices in parts availability, service scheduling, and turnaround time reduction. Monitor and improve KPIs like SSQ (Sales Satisfaction Quality), CSQ (Customer Satisfaction Quality), and Warranty cost. Collaborate with field teams to enhance uptime, customer retention, and service revenue.	15
4	Project Management- New Initiatives Lead and manage strategic projects in customer service transformation, digital enablement, or market-facing innovations. Develop and track project charters, timelines, resource plans, and risk mitigation strategies. Facilitate change management, training, and communication for smooth rollout of new initiatives. Report progress to senior management and ensure cross-functional stakeholder alignment.	15
5	Brand Loyalty Management Design and execute loyalty programs tailored to fleet operators, individual CV owners, and key accounts to drive repurchase. Analyze lifecycle touchpoints (sales, service, parts) to enhance customer stickiness and reduce brand switch-outs. Track loyalty KPIs including repurchase rate, brand NPS, and segment retention metrics. Partner with dealer teams to institutionalize structured loyalty campaigns (e.g., loyalty bonuses, tiered service programs). Conduct churn analysis and develop targeted win-back strategies for lost or inactive customers.	10
6	Stakeholder & Network Engagement Engage closely with regional managers, dealerships, and central teams to drive execution and feedback loops. Conduct performance reviews and capability building sessions for frontline teams and dealer staff. Represent customer and dealer voice in internal policy discussions and process design forums. Facilitate alignment between brand, marketing, and field execution teams for cohesive messaging and delivery.	10
7	Digital & Analytical Enablement Promote digitalization of customer touchpoints including self-service apps, IVR, and proactive alerts. Build dashboards and MIS for key performance metrics using tools like Power BI, Salesforce, SAP or in-house systems. Leverage data analytics for root cause identification, predictive service needs, and behavior-based segmentation.	5
8	Compliance and Governance Ensure adherence to safety, legal, and regulatory requirements in all service and customer interactions. Establish standard operating procedures (SOPs) and audit mechanisms for dealer and internal processes. Monitor execution against internal SLAs and customer charters.	5

Communication relations

With whom?

Aim of communication?

Frequency

Always - Frequently –Occasionally

Regional Sales & Service Managers

Monitor KPIs (NPS, SSQ, uptime), share customer insights, track dealer network performance.

Frequently

Dealer Principals / Dealer GMs

Discuss customer experience performance, loyalty campaigns, and capability development.

Freqnuently

Contact Center Teams

Align on VOC trends, feedback loop closures,

complaint resolution SLAs.

Always

Quality / TQM Department/BBW Office

Run Kaizen/QC initiatives, review defect root

causes, drive process stability.

Always

Parts and Service Supply Chain

Address TAT, parts availability issues, warranty concerns, and uptime initiative

Occasional

IT / Platform Teams

Drive CRM/DMS enhancements, self-service app improvements, and analytics enablement.

Occasional

Field Technical Teams / Trainers

Support service recovery programs, delight moments, and frontline staff upskilling.

Frequently

Marketing & Brand Team

Align on loyalty messaging, customer programs, and integrated campaigns.

Frequently

Leadership / CXO Office

Share dashboard insights, project status updates, risk escalations, and strategic proposals.

Frequently

Legal & Compliance Team

Ensure all customer and service processes comply with regulations and internal SOPs.

Occasional

Direct number of assigned staff / total number of assigned staff

Direct: 3 appx

Main task	Time (in %)
1	Customer Experience Management (Pratham) Design and implement CEM frameworks to ensure “Right First Time” service delivery across all customer touchpoints. Develop VOC (Voice of Customer) programs, analyze feedback data, and drive actionable insights to improve NPS and CES. Ensure seamless integration of CRM, DMS, and contact center platforms for improved issue resolution TAT. Institutionalize service recovery loops and delight moments in the ownership lifecycle. Drive dealer capability development for consistent customer handling aligned with brand promise.	20
2	Process Excellence – Bharat Benz Way (TQM Initiative) Lead cross-functional Kaizens, QC Circles, and 5S/Visual Factory initiatives in Sales, Service, and Parts operations. Implement Total Quality Management (TQM) principles to enhance process stability and reduce customer defects/errors. Monitor process KPIs and lead root cause analysis for systemic improvements using tools like PDCA, FMEA, and Pareto. Align TQM practices with global Daimler benchmarks and ensure compliance with audit/quality gates.	20
3	Sales and After-Sales Excellence Drive initiatives to enhance dealer sales process efficiency, lead conversion, and customer onboarding. Benchmark and deploy best practices in parts availability, service scheduling, and turnaround time reduction. Monitor and improve KPIs like SSQ (Sales Satisfaction Quality), CSQ (Customer Satisfaction Quality), and Warranty cost. Collaborate with field teams to enhance uptime, customer retention, and service revenue.	15
4	Project Management- New Initiatives Lead and manage strategic projects in customer service transformation, digital enablement, or market-facing innovations. Develop and track project charters, timelines, resource plans, and risk mitigation strategies. Facilitate change management, training, and communication for smooth rollout of new initiatives. Report progress to senior management and ensure cross-functional stakeholder alignment.	15
5	Brand Loyalty Management Design and execute loyalty programs tailored to fleet operators, individual CV owners, and key accounts to drive repurchase. Analyze lifecycle touchpoints (sales, service, parts) to enhance customer stickiness and reduce brand switch-outs. Track loyalty KPIs including repurchase rate, brand NPS, and segment retention metrics. Partner with dealer teams to institutionalize structured loyalty campaigns (e.g., loyalty bonuses, tiered service programs). Conduct churn analysis and develop targeted win-back strategies for lost or inactive customers.	10
6	Stakeholder & Network Engagement Engage closely with regional managers, dealerships, and central teams to drive execution and feedback loops. Conduct performance reviews and capability building sessions for frontline teams and dealer staff. Represent customer and dealer voice in internal policy discussions and process design forums. Facilitate alignment between brand, marketing, and field execution teams for cohesive messaging and delivery.	10
7	Digital & Analytical Enablement Promote digitalization of customer touchpoints including self-service apps, IVR, and proactive alerts. Build dashboards and MIS for key performance metrics using tools like Power BI, Salesforce, SAP or in-house systems. Leverage data analytics for root cause identification, predictive service needs, and behavior-based segmentation.	5
8	Compliance and Governance Ensure adherence to safety, legal, and regulatory requirements in all service and customer interactions. Establish standard operating procedures (SOPs) and audit mechanisms for dealer and internal processes. Monitor execution against internal SLAs and customer charters.	5

Communication relations

With whom?

Aim of communication?

Frequency

Always - Frequently –Occasionally

Regional Sales & Service Managers

Monitor KPIs (NPS, SSQ, uptime), share customer insights, track dealer network performance.

Frequently

Dealer Principals / Dealer GMs

Discuss customer experience performance, loyalty campaigns, and capability development.

Freqnuently

Contact Center Teams

Align on VOC trends, feedback loop closures,

complaint resolution SLAs.

Always

Quality / TQM Department/BBW Office

Run Kaizen/QC initiatives, review defect root

causes, drive process stability.

Always

Parts and Service Supply Chain

Address TAT, parts availability issues, warranty concerns, and uptime initiative

Occasional

IT / Platform Teams

Drive CRM/DMS enhancements, self-service app improvements, and analytics enablement.

Occasional

Field Technical Teams / Trainers

Support service recovery programs, delight moments, and frontline staff upskilling.

Frequently

Marketing & Brand Team

Align on loyalty messaging, customer programs, and integrated campaigns.

Frequently

Leadership / CXO Office

Share dashboard insights, project status updates, risk escalations, and strategic proposals.

Frequently

Legal & Compliance Team

Ensure all customer and service processes comply with regulations and internal SOPs.

Occasional

Direct number of assigned staff / total number of assigned staff

Direct: 3 appx

QualificationsQualifications

Education Bachelor's degree in Mechanical / Automobile Engineering (Preferred), MBA in Marketing / Operations / Customer Experience (preferred as this is transformation-focused role)

Experience- 10–14 years of experience in customer-facing or customer support roles within the automotive industry (preferably CV sector)

Minimum 4–5 years in a leadership role managing cross-functional teams or transformation programs

Proven track record of driving NPS/CES improvements, loyalty programs, and dealer network performance

Hands-on experience in implementing TQM initiatives (e.g., Kaizens, 5S, QC Circles)

Strong project management experience with digital and customer experience platforms (e.g., CRM, DMS, Salesforce, SAP)

Specific knowledge

Deep understanding of customer journey mapping, VOC programs, and customer lifecycle KPIs (NPS, CSAT, CES)

Knowledge of Total Quality Management (TQM) methodologies and problem-solving tools (PDCA, Pareto, FMEA)

Exposure to Dealer Management Systems (DMS), CRM platforms, service analytics, and contact center operations

Familiarity with CV-specific after-sales operations: service scheduling, uptime metrics, parts availability, warranty cost control

Competency in using data visualization and analytics tools (Power BI, Tableau, Excel, Salesforce dashboards)

Knowledge of regulatory and compliance norms relevant to customer service and field operations

Our company cultureOur company culture

At Daimler Truck, we promote diversity and foster an inclusive corporate culture. We value the individual strengths of our employees, as these lead to the best team performance and thus to the success of our company. Inclusion and Equal opportunities are important to us – regardless of where you come from and who you are. We look forward to receiving applications from people of all cultures and genders, parents, people with disabilities and people from the LGBTIQ+ community.