JAX Tyres & Auto is a great example of an Australian organisation pushing the envelope in CX. More importantly, perhaps, they’ve been able to clearly demonstrate the tangible business benefits of investing in CX capability, directly connecting that investment to revenue results.
JAX Tyres & Auto is a leading Australian automotive service provider, specialising in tyres, vehicle servicing, wheels, brakes, and suspension. Operating through a network of 95 franchised stores nationwide, JAX has evolved from a tyre and wheel specialist (founded in 1949) and continues to be a leader in tyres and wheels while also offering a full range of vehicle maintenance services. The company is known for its premium customer service, transparent practices, and quality workmanship.
JAX’s success has been recognised over the years with numerous awards, the latest being the 2025 Canstar Blue Most Satisfied Customers Award for Car Tyre Retailers. The driving force behind JAX’s CX strategy is its CEO, Steve Grossrieder, who comments, “When I first joined, JAX had just been acquired by Hankook Tire & Technology, a global manufacturer of tyres and auto parts. My mandate was clear: develop an integrated retail strategy that combined in-store excellence with a leading digital experience, that could rival the competitors”.
“I started with a strategy that morphed from 100 days to 250 days, and what I found was a company with a genuine passion for customer service but lacking a consistent framework to apply it across the network. We built a five-year strategy, partnering with organisations like J.D. Power and In Moment (a Press Ganey company) in that process”.
“The result is what I would now call a best-in-practice approach to customer experience, customer retention, and a customer-centric culture across the organisation”, says Grossrieder.
Peace of mind driving – fostering a customer-centric culture
Peace of mind is JAX’s brand promise. Grossrieder highlights, “It’s about removing uncertainty for our customers, whether that relates to the safety of their vehicle, the transparency of our pricing and servicing, or the professionalism of our service delivery. To ensure this consistency nationwide, we’ve translated this promise into:
Clear processes, upfront transparent quoting, and vehicle inspection processes.
Strong product warranties and premium brands.
A standardised service model that guarantees a consistent experience
To embed this customer-first thinking across its entire network and 1,500 employees, JAX implemented a multi-faceted approach that spans leadership, training, technology, and transparent feedback loops. Grossrieder says, “Our commitment to CX is hardwired into the very structure of our business, starting at the top and empowering every employee. At the executive level, customer metrics are a core part of our executive scorecard, ensuring clear accountability and setting the tone for the entire organisation. This commitment is viewed as so critical that our differentiation through CX is formally listed on our corporate risk register with our shareholders.We don’t view our CX momentum as a separate activity, we continue to embed CX in how we operate every day” ,
“We encourage every store employee to see themselves as the custodian of the JAX brand promise, viewing their role as far more significant than a basic job description. This philosophy is constantly reinforced through regular CX training, recognition programs, coaching, and mentoring. Crucially, we empower store staff to handle issues, fostering a culture of trust where employees can resolve issues immediately at the point of service without needing to escalate”.
Leveraging AI for actionable insights
To truly understand their customers, JAX has leveraged AI-powered text analytics to unearth hidden insights, particularly within their passive feedback reviews. Grossrieder comments, “We overhauled our post-service surveys with specific, targeted questions. With our already high Net Promoter Score (NPS) and low detractor count, our biggest opportunity for improvement was to convert our passive customers. AI analytics help us delve beneath generic feedback like ‘good service’ to identify the underlying issues and messages that need to be addressed”.
“We initiated a program to proactively call passive customers based on their survey feedback. These conversations allowed us to dig deeper into their experience, moving beyond surface-level comments to pinpoint underlying process issues that needed addressing.”
‘You Said, We Did’
Closing the customer feedback loop is critically important for JAX’s CX strategy — it’s the single action that transforms feedback from a passive data collection exercise into an active driver of customer loyalty, retention, and revenue. “We have a dedicated initiative called ‘You Said, We Did’ to communicate how we integrate customer feedback into our processes. We post these updates on our CX dedicated webpage and, more importantly, on the JAX media walls in every store, where we have seen the biggest boost in consumer confidence and engagement”, says Grossrieder.
The success of these focused initiatives was clear. The ‘You Said, We Did’ program, combined with the outbound work on passives, delivered:
A reduced passive score from 11% to 9%.
An overall NPS increase of three points (currently sitting at 86, with a target of 90).
A 4% revenue increase for the participating franchise stores.
This demonstrates that improving the customer experience directly leads to superior business outcomes for JAX’s franchisees.
Power of individualised service
JAX’s CX strategy emphasises the critical need to personalise and individualise every customer’s experience. “We must recognise that customer preferences vary significantly: some desire frequent communication, others want in-depth understanding of their vehicle’s servicing needs, and some may have very specific, simple requests (e.g. opting out of the additional service of tyre shine)”.
“While it’s natural to assume ‘delighting’ a customer means adding extra services, doing so without their consent can unintentionally create a detractor or passive score. Therefore, we stress the importance of treating every customer as an individual, understanding their specific expectations, and documenting those preferences (such as taking notes on how they like their service done). This personalised attention is a key driver of strong performance at the franchise level”.
Partners you can trust
To effectively execute their CX strategy, JAX established a partnership with In Moment (a Press Ganey company), leveraging their expertise and platform to measure, analyse, and ultimately improve the consumer journey. “In Moment (a Press Ganey company) didn’t just sell us a platform and walk away; they became an extension of our team. They are part of our CX governance program, actively participating in our journey. They didn’t just tell us what to do; they assisted us in executing—from defining our governance structure to delivering frontline training. This level of hands-on support is rare and has been vital to our success”, says Grossrieder.
“Selecting InMoment (a Press Ganey company) as a partner was crucial because we required more than just a survey tool; we needed a collaborator capable of driving deep understanding and concrete action. The decision was based on three primary factors[AA2] . First, their advanced AI and text analytics were essential for moving beyond surface-level feedback, especially from our passive customers, allowing us to uncover the underlying issues necessary for impactful improvement”, comments Grossrieder.
“Secondly, it was vital to have a platform that could combine our structured survey data with unstructured signals, such as online reviews. Thirdly, a true partnership approach. I believe this is the most important differentiator. They didn’t just sell us a platform; they became a partner alongside our team. They embedded themselves in our business, becoming part of our governance program and our journey. They didn’t just tell us what to do—they helped us execute, from refining our governance structure to frontline training. This level of partnership is very difficult to find, and InMoment (a Press Ganey company) has truly delivered on it”.
“While we’re growing every year, our biggest strength is also our challenge: we can only grow as quickly as we can guarantee a consistent, high-quality customer experience for every new customer. It’s a demanding challenge, but one we work incredibly hard to meet”. Seven years in, we are now launching the next evolution of our strategy. We’re taking the next leap forward by integrating AI. We believe we can use this to integrate the ever-changing technologies of the automotive world into the core customer experience we deliver. “The best is truly yet to come. I’ve signed up for another five years to lead this next evolution of our strategy, and I’m very excited about what we’ll achieve”, concludes Grossrieder.
