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Khanh Ngo Quoc's picture

Khanh Ngo Quoc

After Sales Manager (north and centre) at Ford Motor Company
Ha Noi (Vietnam) - 12 connections

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Overview

  • Current:
    After Sales Manager (north and centre) at Ford Motor Company
  • Past:
    • Dealer Development Specialist at Ford Motor Company
    • Ford Production System Engineer and Maintenance Engineer at Ford Mortor Company
  • Education:
    • Hanoi University of Communication and Transport. (Đại học Giao Thông Vận Tải – Hà Nộii), Vietnam
  • Connection:
    12 connection(s)

Summary

  • Job Function:
    Management
  • Industries:
    Automotive/Auto Components, Oil/Gas/Energy
  • Job Level:
    Manager

Experience

  • After Sales Manager (north and centre)

    Ford Motor Company
    September 2012 - Present (8 years 1 month)

    Build up Part Sales Network with strong Dealerships to deliver the part sales revenue.

    1. Coordinate with Network department to search for potential investor in the market who is qualified in term of finance and business strategy of Ford to recruit and build up as Ford Dealership/ Service Centre to improve Ford part sales business in the region.
    2. Monitor Dealerships in Part revenue, Service process, customer care and recruiting, training Service Advisors/ DCRC staffs :
    • Review Dealership Business Performance: Review monthly financial report of each Dealership to recommend action plans in next sales period (monthly, quarterly) to maximize revenue and margin
    • Set up, maintain and conduct regularly audit customer care process
    • Train Service advisor, DCRC staff on customer care, selling skills
    3. Develop customer database:
    • Running customer prospect program and analyze the report weekly to maintain high effective prospect data base to serve for coming part sales.
    • Build strong relationship with big fleet customers such as transportation/ tourism service/ insurance office for service/ part sales plan
    • Develop and apply after sales retention program: building regional service skills contest, incentive and annual recognition event to thanks to high productive part sales member of Dealership to motivate good service people
    • Analyze market potential and competition:
    - Based on monthly part revenue data history and Dealers system sales on seasons to forecast market trend and movement to work with each dealership on investment on stock/ people and marketing plan to achieve part sales objective
    - Building cooperation between dealers to dealers for maximizing the part sales opportunities to avoid any waiting time for customer and to enhance customer satisfaction and loyalty.

  • Dealer Development Specialist

    Ford Motor Company
    January 2010 - August 2012 (2 years 7 months)


    1. Market Representation
    • Update existing Dealer Network Plans based on: new vehicle sales planning, competitor situation, change in infrastructure
    • Appointment/ termination of Dealers according to the Dealer Network Plan and Dealers’ Performance
    • Initiate all require steps to qualify new Dealers in line with relevant standards and requirements
    • Initiate all required steps to terminate a dealer as well as transfer the customer to other authorized dealers/ workshop
    • Coordinate with Sales and After Sales departments to develop for each individual dealer a Dealer Development Plan based on all available input (Dealership Standard audit, Business Management reports, CSI, mystery shopping,…) on yearly basis
    2. Customer Satisfaction Program Coordination
    • Coordinate with headquarter and Sales/Service department to set up Customer view point (CVP) program in Vietnam with aiming at improving customer satisfaction.
    • Coordinate with Sales Zone Managers and dealer staff to monitor and develop Sales Customer Satisfaction improvement action plan for all dealers and conduct frequently check to support dealers delivering CS objectives
    3. Business Management Facilitation and Analyses
    • Coordinate with FVL involved functions and dealers for implementation of Business Management training and implementation
    • Support functional areas with necessary financial information as required
    • Coordinate with Sales Zone Managers and other functional departments to provide the best possible assistance to dealers
    4. Deploy Quality Care Sales process to Dealers
    • Coordinate with APA team to translate/ edit all Quality Care Sales process, document to Vietnamese language
    • Coordinate with Sales Zone Managers and Ford Academy to build up plan for setting up QC sales to all Dealer Network.

  • Ford Production System Engineer and Maintenance Engineer

    Ford Mortor Company
    September 2007 - December 2009 (2 years 3 months)

    1. Maintenance Engineer:
    • Make and Implement maintenance schedule
    • Keep all equipment’s (air condition, air compressed, generator....) in good conditions
    • Make plan to buy spare parts and control budget
    2. Ford Production System Engineer:
    • Coordinate with all departments to ensure Ford Production System is implemented and applied effectively.
    • Conduct Ford Production System (FPS) self-assessment in plant
    • Conduct training for new comers about FPS
    • Refresh FPS training for technicians - Conduct and deploy Lean Manufacturing Philosophy in plant

Education

  • Hanoi University of Communication and Transport. (Đại học Giao Thông Vận Tải – Hà Nộii) (Vietnam)

    Bachelor of Engineering , Automobile
    2002 - 2007

Training/Certificate

  • Dealer Principle Training

    2014

    There six major roles to be played by the Dealer Manager: • Leadership • Management • Coaching • Rewarding and remunerating • Metrics management • Audit management The essence of the Dealer Manager’s roles can be summarized as the follows: • Leadership is a key focus role of Managers in today’s environment where the only constant is change. The Dealer Manager needs to cultivate a culture where the staff is self-sufficient, self-managed and self-motivated. • Management is the science of: Planning; Organizing; Directing; Controlling and Redirecting/Action Planning. • Ongoing coaching is the process of bringing the best out of everyone – not only problem performers and but also; moving the great performers to even greater heights. • The Dealer Managers have a critical role to play in making sure the dealership’s rewards and remuneration structures are both aligned to the behaviour that are required as well as competitive. • Managing the metrics harnesses the power of the CAP-Do cycle and has a major influence in moving the dealership from its current reality to an ideal situation. • Audit management is needed to ensure the dealership complies with legislation, prescribed policies, processes and best practices.

  • Customer Experience training

    2014

    • Whilst focused on process improvement it will also incorporate the elements of engagement (why we need to do more than just implement process and measure satisfaction). The session is designed to provide to identify, address and implement change …. And continue to own that Dealer (not just a cursory look and move on to the next hot topic). • Find out solutions remedy high impact dealers in both sales and service that are not meeting their obligations of franchise or customers’ expectations • Become the CVP expert or champion within regional offices … help upskill zone managers (sales and service) and to keep driving momentum on the high impact dealers The entire content of this workshop is focused on the three part consultancy model: • ASSESS • PRESCRIBE • IMPLEMENT

  • Regional After Sales Manager

    2013

    -Consult with Dealer Principals and Aftersales Managers. -Analyse a dealership’s service sales effectiveness. -Identify the opportunities and competition that exist in the aftersales market. -Support dealers in adopting a retail emphasis and in using the tools available. -Increase the effectiveness of Card Everyone. -Describe the need for while-u-wait servicing. -Present appropriate actions to improve service retention. -Formulate, plan and evaluate a service promotion. -Construct a proposal to acquire and install a piece of capital equipment. -Identify the opportunities to and encourage the sales of brakes, batteries, tyres and oils. -Coach and assess the competence of staff. -Evaluate a pay plan to ensure it aligns to required outcomes.

  • Finance management for Service Manager

    2012

    • Know the format and make-up of the dealership balance sheet • Understand the impact of decisions made in your department on the balance sheet of the dealership • Know the format and make-up of the departmental income statement • Know what cost recovery is and how this contributes to the financial stability of the dealership • Know how benchmarked key performance indicators and trends are used to set performance standards and budgets • Know the impact of decisions made by managers on the cash flow of the dealership • Understand the application of the MRA financial model to your department • Know how to use the Composite Reports to plan and improve your department’s performance

  • Business Management

    2012

    • Appreciate a dealer business as an attractive investment opportunity • Understand the roles, responsibilities and characteristics of a Ford Business Manager • Understand the dealer’s chart of accounts and accounting practices • Establish an effective process to develop a dealer network

Personal Information

  • Hobbies and Interests:
    - Reading
    - Rock and Classical Music
    - Football

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