3 /5 H Smith: I recently brought my Porsche Cayenne S to the Bellevue dealership for service—one recall requiring a software update and a persistent squeaking noise. As always, the service technicians were excellent. They quickly diagnosed the squeak, sent me a detailed video of the issue, and completed the work with the quality and precision I have come to expect.
Where the experience fell short was in the service support process and coordination.
I arrived early at 7:00 a.m. for my appointment and was assigned to Nicole as my service advisor. Both during drop-off and pickup, she was deeply engaged in phone conversations, which made the experience feel impersonal. I handed over my keys and completed the initial drop-off without much interaction. Later, I was driven to Enterprise for my loaner vehicle, where I experienced multiple delays and ultimately ended up with a Chevy Malibu instead of the promised Porsche Macan.
When I returned to pick up my Cayenne, the process was similar. Nicole was again on a call, and another employee assisted me. I observed that the support team seems to operate in silos—customers are assigned to individual advisors, and if that advisor is preoccupied, the others rarely engage unless specifically asked. This approach feels more like a hospital admissions desk—transactional rather than personalized—despite the high-quality work of the service technicians themselves.
I continue to value the dealership and its top-notch technical team, but I believe the service support process would benefit from better coordination and customer engagement, particularly when an advisor is unavailable. Delegating calls or improving team collaboration would make the customer experience match the excellence of the technical service.
