Measuring service performance provided to customers has become essential. All subsidiaries track service quality in different ways every subsidiary will be evaluating service quality performance using an independent  research company and best in class methodology. Arval also measures the perception of drivers in many subsidiaries to ensure continuous improvement and on going learning about how to improve.

Service quality performance also has an impact on the variable part of  compensation  for numbers of Arval employees.

Within the Arval Group several subsidiaries are ISO 9001 certified for all or part of their activities and, in accordance with the customer satisfaction level, and  improvement processes are placed at the centre of its “ Service Quality” strategy.
 
For several years Arval has developed a continuous quality improvement programme  (ACE) based on the Lean Six Sigma model, broadly developed  in the industrial world, and more recently in the services sector. This programme consists of conducting process optimisation projects to improve our productivity and service quality based upon customer needs.

Most Arval subsidiaries provide customers with a service charter indicating a whole range of criteria and the standards we aim to achieve. It demonstrates our commitment to service quality performance. Arval’s experience in 22 countries provides a  constant wealth of new ideas and new solutions that we are able to share through best practice networks to constantly improve service quality in every area from sales to operations, and right through to the end of a vehicle contract.

Qualitative and quantitative objectives for service quality improvement are driven directly from feedback from customers and drivers as well structured research and Arval are determined to ensure overall customer satisfaction.

Our account team structure provides a unique way of combining our expertise to ensure the quality of service and advice expected. In short, dedicated daily contacts and immediate response.