The background: a strong starting point
Trivellato isn’t a dealer that ran on notepads and phone calls. It has had a BDC since 2010 and has tracked customer service due dates in a structured way for years. Its ownership has always been open to innovation and willing to invest in technology.
That’s what makes the result more significant. Autoflows didn’t fill a gap: it added value to an organization that was already mature.
“We took on the challenge with some reservations, because we wanted to see how much more it would bring us compared to what we were already doing.”
Francesca Bizzotto
CRM Maanger, Trivellato
The challenge: invisible customers
Trivellato already uses the manufacturer’s system for scheduled maintenance. It works well for services and mileage-based intervals because it relies on known parameters: date of the last visit, mileage, type of service.
One segment remained uncovered: dormant and lost customers. People who haven’t been to the workshop in 18 months or three years, or who have never had their car serviced at Trivellato. A system based on fixed intervals has no leverage with them. It’s also the segment with the highest economic value.
The solution: predictive intelligence
Autoflows analyzes repair order history and identifies each customer’s service needs, often before the customers themselves are aware of them. The BDC receives pre-qualified leads and calls people who are ready to listen.
There’s no overlap with the manufacturer’s system. The two tools work together: one sends the offer, the other acts as a reminder and drives the booking.
“The lead profiling is extremely targeted. It lets us have natural conversations, keeping the sales side in the background and putting the service first, because the customer is already receptive.”
Francesca Bizzotto
CRM Manager, Trivellato
The results: 1 in 5 back in six months
The project started at two pilot sites. Trivellato chose to measure only winback and lost customers: maintenance, inspections and tire changes were things it had been handling well for years.
On winback, nearly one in five dormant customers came back to the workshop: 19% at Pilot Site A and 18% at Pilot Site B. For lost customers, the return rate was 8.8% and 8.2%. The goal now is to reach 10–12%, because what gets measured can be improved.
The measurement method is simple. Trivellato compares all VINs handled through Autoflows, meaning bookings and open repair orders, with those the BDC would have captured anyway. The difference is additional business that wasn’t coming in before.
The other sites went live two months later and have higher volumes. Their numbers are on the way: the more data the system collects, the more accurate it becomes.
The human side: working better, not more
Stress at work doesn’t come from the hours, but from the things you should be doing and can’t get to. A tool that eliminates wasted effort changes the team’s day.
At Trivellato, agents now spend more time building a tailored service. Instead of setting the appointment and moving on to the next call, they review the history and assess what the customer really needs. An agent who does the job well passes that on to the customer, and the customer can feel it.
"Non “It’s not just customer satisfaction, it’s agent satisfaction too. When agents are fulfilled because they’re doing things right, they pass it on to the customer. It’s a flywheel.”
Francesca Bizzotto
CRM Manager, Trivellato
The value isn’t only in the hours saved; it’s in the whole picture. A customer who gets the right call at the right time. An agent who works with a clear goal and passes it on. A company that brings back to the workshop the customers it was losing. Each piece feeds the next.
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