By. Ravichandran Srinivasan
With more than three decades at the helm of PASCO, Mr. Sanjay Passi, Chairman, PASCO Group, has witnessed the automobile dealership business evolve from a largely transactional model into a highly technology-driven and customer-centric operation. Since taking charge in 1989, he has built his approach around customer trust, operational excellence, people and long-term partnerships. In this exclusive interaction, Passi discusses PASCO’s approach to workshop efficiency, customer retention, technology, talent development and preparing the business for the future of mobility.
Ravichandran Srinivasan (RS): You have been at the helm of PASCO since 1989. What have been the defining milestones of your journey, and how has the OEM-dealer relationship changed over the years?
Sanjay Passi (SP): My journey with PASCO has been built on three core values – customer trust, operational excellence and long-term partnerships. Since 1989, we have transformed from a growing dealership into one of Maruti Suzuki’s leading dealer groups by consistently investing in people, processes and technology.
The OEM-dealer relationship has also evolved significantly. It has moved from a transactional association to a strategic partnership focused on customer experience, digital transformation and sustainable growth.
RS: PASCO has a large network spread across different geographical clusters. How do you maintain operational consistency while giving your teams the autonomy to manage their businesses?
SP: Managing a large network requires a strong professional management structure. Each business vertical is led by experienced CEOs, Vice Presidents and General Managers who have clear accountability and operational autonomy.
While decision-making is decentralised, performance is closely monitored through standardised processes, regular reviews and technology-driven dashboards to ensure consistency across all locations.
Our senior management is evaluated on key performance indicators such as sales growth, workshop profitability, customer satisfaction through CSI and NPS, productivity, market share, employee engagement and financial performance. We conduct daily operational reviews, weekly business meetings and monthly management reviews supported by real-time dashboards to ensure timely decision-making and target achievement.
RS: Workshop efficiency is critical to both customer satisfaction and dealership profitability. What are the key practices you follow to improve productivity and turnaround time?
SP: Bay productivity and technician efficiency are monitored daily through parameters such as clock hours, sold hours, bay utilisation, technician productivity, first-time-right repairs and vehicle turnaround time. Continuous process improvements and workflow optimisation help us eliminate bottlenecks and maximise operational efficiency.
Some of our best practices include digital job card management, express service bays for quick repairs, real-time workshop monitoring dashboards, structured floor-management meetings and multi-level quality inspections before vehicle delivery. These initiatives have significantly improved workshop productivity and customer satisfaction.
RS: Skilled technicians and Service Advisors are the backbone of after-sales operations. How do you address the challenges of talent retention and motivation?
SP: Our people are our greatest strength. We focus on competitive incentive schemes, continuous technical training, career progression, recognition programmes, employee welfare initiatives and a positive work culture.
These efforts help us retain skilled technicians and Service Advisors while maintaining high levels of motivation.
RS: How does PASCO approach Value Added Services and customer retention, particularly as customers move beyond the warranty period?
SP: We believe Value Added Services should always be recommended based on genuine customer needs. Service Advisors educate customers about the benefits of products such as AMC, Extended Warranty, RSA, coatings and preventive maintenance while maintaining complete transparency. Building trust always takes priority over short-term revenue.
We proactively identify customers nearing warranty expiry through our CRM and engage them with personalised service reminders, special offers, preventive maintenance packages, loyalty programmes and periodic vehicle health check-up camps. Our objective is to maintain long-term relationships throughout the ownership lifecycle.
RS: What role does your Customer Relationship Centre play in driving service bookings, renewals and customer re-entry?
SP: We operate a centralised Customer Relationship Centre that manages service bookings, appointment confirmations, follow-ups, AMC, Extended Warranty, RSA and insurance renewals.
Productivity is measured through booking conversions, contact rates, revenue generation, renewal percentages, customer satisfaction scores and overall conversion ratios. We also have a dedicated insurance renewal team.
For customers who book service appointments but do not turn up, our approach combines tele-calling, WhatsApp communication, SMS reminders and personalised follow-ups. Where required, field executives also visit customers to understand their concerns and encourage them to return to our workshops.
RS: Parts availability has a direct impact on workshop turnaround time, while excess inventory can tie up working capital. How do you strike the right balance?
SP: We maintain an optimal balance between parts availability and inventory investment through demand forecasting, inventory analytics, automated replenishment systems and regular stock reviews. This ensures high fill rates while keeping working capital under control.
Dead stock is managed through continuous inventory monitoring, ageing analysis, stock redistribution between branches, vendor returns wherever possible and demand-based procurement planning. Our objective is to maintain minimum non-moving inventory.
Accessories are also an important contributor to customer satisfaction and dealership profitability. Our Service Advisors actively recommend Maruti Suzuki Genuine Accessories based on customer requirements. We primarily promote Genuine Accessories to ensure quality, safety and warranty compliance.
RS: Customer experience is a key differentiator in automotive retail. How do you ensure strong CSI and NPS performance and resolve customer concerns before they escalate?
SP: Customer satisfaction is embedded in our culture. We focus on transparent communication, quality repairs, timely delivery, proactive follow-ups and continuous employee training. Every customer interaction is monitored, and feedback is analysed to ensure our CSI and NPS consistently meet or exceed Maruti Suzuki’s benchmarks.
We have a structured escalation management process where customer concerns are immediately addressed by the Service Advisor, Workshop Manager, Service Manager, Customer Care team and senior management whenever required. Our goal is to resolve every issue promptly before it reaches the OEM.
RS: With digitalisation, AI, hybrids and EVs reshaping the automotive ecosystem, how is PASCO preparing its business and workforce for the transition?
SP: We are increasingly leveraging digital technologies, CRM analytics, predictive service reminders, customer behaviour analysis, workshop performance dashboards and automation tools. Going forward, AI will play an even greater role in enhancing customer engagement, operational efficiency and business intelligence.
We are also preparing our workforce through specialised technical training, EV safety certifications, hybrid technology programmes, advanced diagnostic equipment and continuous skill development. Our teams are being equipped to support Maruti Suzuki’s future mobility strategy.
Maruti Suzuki has consistently provided excellent support through technical training, warranty systems, field assistance, digital initiatives and business development programmes. Their collaborative approach has played a significant role in our continued success.
RS: Looking ahead, what is your vision for PASCO over the next three to five years? How do you see the balance between consolidation, expansion, technology and the next generation of leadership?
SP: We believe both consolidation and expansion have their place. Large integrated facilities improve operational efficiency and customer experience, while geographical expansion helps us reach new markets. Our strategy is to strengthen existing operations while expanding selectively wherever strong business opportunities exist.
Our vision is to make PASCO one of India’s most digitally advanced, customer-centric and operationally efficient automobile dealer groups. We will continue investing in technology, customer experience, employee development, sustainability and future mobility while nurturing the next generation of leadership alongside a strong professional management team.
“Our vision is to make PASCO one of India’s most digitally advanced, customer-centric and operationally efficient automobile dealer groups.”
