Some sessions at the Summit spark immediate conversation — and Chrystelle Lachance’s was one of them.
As former Director of Global Support at BRP, she offered a perspective that reframed how many leaders think about service, warranty, and customer retention. The moment that caught everyone’s attention came down to one question:
“Companies spend millions to acquire customers… so why don’t we treat Goodwill with the same financial rigor?”
It was simple.
It was direct.
And it exposed a truth many organizations quietly wrestle with.
Goodwill isn’t a workaround or an exception — it’s a retention lever.
And when handled with intention, it strengthens long-term customer loyalty.
A Structured Approach to Transformation
What stood out most about BRP’s story was its practicality. Chrystelle didn’t talk about theory — she walked through the operational shifts that actually moved the needle.
Tiered Support That Reduces Friction
BRP redefined its support model to improve speed, accountability, and clarity across teams.
The result: fewer bottlenecks and more consistent dealer experiences.
Less Vendor Complexity, More Operational Focus
Instead of expanding their tech stack, BRP streamlined it.
The goal wasn’t “more tools,” but better alignment between systems, processes, and people.
Modern Technical Assistance That Empowers Teams
Their TAC structure shifted from reactive troubleshooting to proactive, on-demand expertise — a model designed for today’s product complexity.
Warranty Outcomes Tied to Measurable Impact
By grounding warranty operations in data, BRP strengthened the connection between product quality, customer satisfaction, and internal decision-making.
Why This Case Study Matters for the Industry
Across service, warranty, and quality organizations, the conversation is changing.
Teams are:
- elevating warranty from a cost center to a performance capability
- rethinking how support is structured
- improving technical assistance models
- placing more strategic weight on retention
BRP’s experience reinforces what many leaders already feel:
Operational rigor drives better CX — not the other way around.
And when Goodwill is treated with intention, not as a last resort, the customer relationship becomes an asset rather than a risk.
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