“Left message, LM, LM, LM, LM, Flip to Lost, Flip to Dead, Flip to Bought Elsewhere, LM, LM, LM”.

Essentially, this gentleman had no desire to call a single customer back, but was more dedicated to simply getting his workload off of his plate for the day.   He was throwing away opportunities to both interact with his current clients and, in some cases, sell a car.  This is happening at your store too.

There are three things I know about the majority of salespeople in our industry.

1)  They will work their pay plan.  Whatever it is, they’ll work it.
2)  They won’t follow-up with their customers

3)  They won’t follow up with their customers.

I see managers hypocritically hold BDC and Internet teams to a high standard of number of calls made, number of appointments set and shown, but I find it amazing how they don’t hold their own sales team (those that they actually manage) accountable.  In my experience, the lowest probability of accountability happens on the showroom floor.  Your sales managers are around your salespeople so often, they easily overlook everything they aren’t doing.  You could almost remove the word “manager” from their title at all.  This needs to stop.

Salespeople won’t make their calls on their own.  They just won’t.  Even if you ask them nicely or schedule the call for them in the CRM and demand them to make the calls, they will find a way to push off, put away, hide, falsely complete, delete, bury, or kill that action scheduled for them.

You MUST actively train, track, and hold accountable your team to ensure they are making all of their follow-up calls, unsold calls, sold calls, lease retention calls, birthday calls, anniversary calls, bird calls, cat calls, or any other calls you have scheduled in the CRM for them.  Otherwise, without being held accountable, they will almost always take the path of least resistance, cycle through their day’s tasks and eliminate their opportunities to connect with a customer.  They simply don’t have their feet held to the fire enough.

There are systems out there (PBX boxes, call monitoring/recording software) that can increase the likelihood that accountability will become part of your showroom (and management) process.  Whether you invest in the technology, the people, or the training, you must demand that your entire sales team performs the duties asked of them in the CRM.  It is not just your livelihood; it’s theirs as well.  They just aren’t held accountable enough to realize it.

Each one of our dealerships are their own separate little planet.  As you move from department to department, you pick up life experiences.  Each different department has its own language, its own lifestyle, its own pulse, its own personality.  As it is with most successful GM’s and owners, the more understanding they have about the functions and functionality of each department, the more well-rounded they become in their thinking.  However, to get to know the departments, it takes a little travel. 

Since we are always grooming each individual in our store to be better, it is imperative that you give employees the opportunity to experience life in other departments, if only for a day.  Make it a requirement.  All new hire orientation programs, regardless of the department for which you hired, should insist each candidate spends time in the dealership’s other departments.  Allow your employees (new and current) to witness what it takes to perform the daily duties required of their coworkers from other departments. 

Dedicate one spokesperson (Department Liason) from each department (Sales, Service, Body Shop, Aftermarket, Marketing, Internet, Management, Finance, Parts) and create an internal ‘Study Abroad’ programs where they can see what goes on behind the curtain.  And for dedicating some of their valuable time to the greater good, the Department Liaisons that are taking the shadows under their wing can be promised the first look when a promotion/opportunity comes up in their department.

Not only does it help build organizational rapport, but it gives your employees the chance to see all the work that goes into operating the whole rather than just the section.  If you do right, you hire everyone with the hopes of them being the General Manager of the future.  If this is true, then you must let them travel throughout the other departments  even if just for a few hours a month or a day a quarter.  The understanding of the dealership on an organizational level will be a true benefit to every employee.

You don’t have to distract them from their focus… just let them see through someone else’s eyes.  Their area of concentration will always be their own department, but if you are an employee looking to grow, or a dealer looking to have your employees love the dealership as much as they love their team, then it’s good to do the ‘Get Around’.

From what I’ve seen during my limited time training dealers, most that believe they have a BDC have a team of individuals dedicated to answering the phones and sending emails. Well someone would have to do that no matter what, so in this instance, you have a Business Communication Center. You’ve created one place where the basic back-and-forth with customers is handled.
The Merriam-Webster definition of Communication is “a process in which information is exchanged between two individuals”.

While I was last on the retail side of the dealership world, I was running a true Business Development Center. The definition of Development is “the act of improving, expanding, or refining.” My BDC team had responsibilities that far exceeded the realm of basic email and phone unsold follow up communication that is so customary in many other dealerships.

A BDC must do more. They must develop business… on their own… on behalf of the dealership… by being proactive… with sales AND service customers. A Business Development Center creates their own opportunities while a Business Communication Center simply handles the normal dealership interaction that others within the store can handle themselves.

Your typical BCC team will handle inbound calls, manage inbound leads, respond to those leads, make outbound internet calls, and set appointments from each of those avenues. A BDC team should do everything above and more. They should follow up on behalf of the floor’s salespeople with calls to their unsold customers. This call can be done under the veil of a “customer satisfaction manager” call, asking questions about the customer’s in-store experience just a few days prior with the attempt to bring them back in for an appointment.

A BDC should also make post-sale follow up on behalf of each individual salesperson. Know that this doesn’t exclude the salesperson from making their own thank you call, but it should be done in addition to so as to ensure no customer is unhappy with their experience. You can’t rely on your sales team, not only to make the call, but to be truthful about what the customer stated. A second voice on the phone is always a good idea.

At the same time, I feel it is the salesperson’s responsibility to ask for referrals. Provided the salesperson has built the rapport they should have with their sold customer, it is easier to extract referrals if the customer trusts the person they are talking to rather than someone they haven’t met.

You should be actively marketing to your database through both phone and email communication. There is no better way to do this than having your team handle upcoming loan and lease expiration calls. Calls to lease and loan ending clients of the dealership were very prevalent several years ago, but I think they have gone away over time. And that is unfortunate. There is no better client to earn than a loyal one you are keeping. Make sure that you have a team and process in place to make calls to these valuable customers.

Not only is your Business Development Center your first line of defense when a prospect calls or emails in, but it should also be the backstop of the dealership. No customer should ever be marked “lost”, “inactive”, “upside down in trade”, “unable to finance”, or “bought elsewhere” unless another member from your dealership, namely someone from your BDC, has reached out and tried one last time. You need your team to play the role of first and last person to touch each opportunity when possible.

Recognizing that a real Business Development Center is the voice of the dealership on every inbound/most outbound calls, make sure you use them in such a way. While I was managing my BDC, we didn’t only manage the customer relationships inside the dealership, but managed the dealership’s brand outside it as well. I’m a firm believer in investing your time in the local community. We executed many grassroots marketing campaigns where I sent out my staff out into the public (and usually accompanied) to work events. From shaking hands, giving out litte give-aways and tchotchkes, running contests, setting up booths at fairs, and attending multiple chamber of commerce meetings, there was not much my BDC team wasn’t able to handle. If they can be the voice of the dealership and are trained, not only on scripts, but product knowledge and customer service initiatives, there is nothing they cannot handle. This is what I consider true business development.

So either require more from your Business Development Center personnel or start calling them a Business Communication Center. Don’t overpay for someone just because they can handle a script, send out well-worded emails, or exchange information between two parties. If you are going to pay a premium for “development”, make it worth the dealership’s while. Make them sound in the art of improving, expanding, and refining. THAT is development.

PR Log (Press Release) – Jan 21, 2010 – Automotive dealers are fighting their way out of the industry’s most economically challenging periods.  With the economy on a slow upturn, dealerships are finding more stability in the market and dedicating themselves to the newest advances in online marketing. 

However, much like the uphill battles facing a myriad of industries, dealers are struggling to compete with those that had instituted internet initiatives in their stores before the nation’s automotive sales plummeted.  Auto industry expert, Joe Webb, President and Founder of DealerKnows Consulting, has created an innovative program to virtually manage the entire Internet sales department’s efforts and implement best practices with the use of web-based softwares, phone tracking solutions, and video chat.  The Virtual Internet Director program ensures that all online advertising campaigns are measured, monitored, and monetized to their fullest.   

“Dealers are getting away from paying the high costs of on-site training.  An automotive consultant will spend a couple of days in the store and drown them in ideas and concepts.  Truth is, it doesn’t always stick.  The teachings of some trainers fades over time.  Dealer employees need long-term guidance, specifically with the Internet departments and business development centers.” 

Joe Webb found success in the automotive industry by personally creating and managing some of the most recognized Internet departments in the car industry.  Webb parlayed his successes on the retail side into a prominent digital marketing consulting firm based out of Chicago, Illinois. 

“I’ve traveled the nation and trained on-site in showrooms.  What I’ve found is that most dealers and their employees need an advocate in their stores daily.  I saw a need to develop a specific training and management program where I can be in these stores virtually…daily.” 

The Virtual Internet Director program as it is being hailed offers car dealers the chance to have a recognized Internet sales expert and consulting leading the team and managing from afar while monitoring up-to-the-minute, real-time online and showroom activities through these CRM (customer relationship management) solutions. 

For a fraction of the cost of in-store consulting, Joe Webb guarantees to put dealerships on the path to online success by reviewing internet correspondence between dealer employees and prospects, measuring the necessary metrics for online profitability, policing the ratios to make sure no e-lead goes unanswered and all vehicles are properly are advertised, mystery shopping the dealer client and their competitors, listening to recorded calls, holding daily calls and video trainings to the Internet department staff, and training on the best-in-class processes of online inventory management. 

“Dealers’ eyes are opening and realizing that it is a breath of fresh air to know that an Internet Trainer is ensuring the success of the departments without the strain of trial and error.  In this economy, dealers don’t have the luxury to spend too much time learning the best processes.  They need help, but don’t often have the budget for it in store.  DealerKnows’ Virtual Internet Director program solves this need.  Basically, a dealer no longer has to worry about their business development centers…it is my job to keep everything growing for them.” 

Webb’s first order of business was teaming with Vin Solutions, an industry leader in offering full-service customer management and website solution software to dealers.  Webb recently became one of the few Certified Vin Solutions Trainers in the nation and believes the Vin Solutions software is one of the few natural fits for his Virtual Internet Director program. ]]> http://www.dealerknows.com/automotive-trainer-creates-new-way-for-dealerships-to-achieve-online-sales-success/feed 0 http://www.dealerknows.com/the-importance-of-being-earnest http://www.dealerknows.com/the-importance-of-being-earnest#comments Thu, 24 Dec 2009 19:45:53 +0000 admin http://www.dealerknows.com/?p=17277

Joe Webb's Automotive Digest blog - The Importance of Being Earnest

Dealers — be truthful to your Internet customers. There is a dichotomy in the business development centers and Internet departments of our stores. Many are using their Internet departments to flood the floors and do whatever it takes to bring the prospect from lead to appointment by any means necessary. Others are thinking beyond the sale and creating an entirely new customer-centric experience – based in fact, truth, and value.

This is the Internet age
At this point in the evolution of our dealerships, everyone has an individual or team handling their Internet leads. However, some approach internet leads much the same way they’ve been taught to lure in a phone up. Ask questions, overcome objections and set appointments. We’ve all heard our managers say “Get ‘em in. Get ‘em in. Get ‘em in.”

Way back when…
In the digital age, however, we cannot simply stand by the policies of the past and get them into the dealership at any cost. Too many old pros relied on shadowing the truth to reach their end goal of selling a car and they’ve passed this belief onto our internet teams. With the over-researched shoppers of today, these overused practices of yesteryear are a detriment. Yet, mystery shop your competition and you will still see them mislead and misrepresent the truth to achieve their goal of setting an appointment online.

Do what’s right.
Follow in the footsteps of those dealers that are upfront about pricing and inventory. Unfortunately, I’ve seen dealers still doing the “destination bump” to their internet customers as recently as a few weeks ago. I knew a dealer didn’t have a vehicle in-stock yet still tell me they did. These poor practices continue to negatively affect the entire reputation of our industry. So for your sake, tell the truth to your internet shoppers. Not only are they far too researched to fall for the deceit, but your reputation and trust is destroyed when they catch you in a lie. It damages the way we are all viewed in the industry.

Be upfront in the information you provide your customers and you will see a growth in your sales and CSI. It pays to be earnest.

Why?  Just as the customer has been trained to research and negotiate from the comforts of their own home, the sales associates have been trained to disregard the email and get them on the phone.  Now, let me state that I agree with the trainings of some other consultants that there is a proven importance to getting a customer on the phone.  However, I disagree with their beliefs that a call to an internet customer comes before an email.  That is an antiquated and dangerous philosophy to be teaching people on the floor during these times.  I also believe that a 1-miute auto-responder confirming the receipt of the lead is not a worthy enough email to warrant a call.  A call to a customer without their permission and without warning is often unwanted and automatically eliminates you from consideration.  You are unwilling to take their desires into account when contacting them, they figure, so how are they to trust you in the future?

When do you reach out to them and how do you do so without upsetting today’s temperamental customers?  You must begin by sending a detailed, personalized email with information (and pricing) regarding their exact vehicle requested as well as some alternative options.  In this personalized, customer-focused email answering all of their questions, you must also state that “I understand you are looking for this information quickly.  If I do not hear from you shortly, I will be calling you to confirm you have received this email.”  Ten minutes after this lengthy email is sent, you have earned the right to pick up the phone and call.  However, the phone call has to be under a guise other than “Hey…got your email.  When do ya wanna come in so I can sell you this here car?”  Now, I put a twang in that call because that is what I commonly receive while mystery shopping.  Priceless.  Instead, here is a best practice that I taught my staff at my dealership.  The call must be presented as “Hello Mrs./Mr. Customer, my name is (you) and I am with ABC motors.  I don’t mean to bother you, but I simply wanted to ensure that you have received the email I sent, answering all of your questions that you inquired about.  “Emphasize the last “you” so they realize that they brought this call on themselves and that you are doing them a favor.  Continue with “With all of the spam filters out there today, I needed to make sure it landed in your inbox.  I’d hate to think that you didn’t get all of your questions answered just because of a mail system.”  Whether they have checked or not, once they have acknowledged and understand your unselfish purpose for calling, you can say, “While I have you on the phone, can I ask if you’ve already had the opportunity to test drive this vehicle?”  Then follow your normal script/phone structure.

Your initial email has provided them all of the information that they’ve requested.  At that point, you have essentially done everything that they have asked of you and more.  You gave them a warning shot that alerted them of an impending call.  Now, if you receive an email immediately back stating – no call – or anything similar (even if you receive follow up questions), I believe you should continue to use that medium.  Email may be their security blanket.  Taking that away from them makes you the enemy.  Respect their wishes and continue with that medium of communication.

Reaching out to them in the same method in which they contacted you shows your customers respect.  We’ve all heard a customer say “if I wanted to talk to someone in person, I would have just called myself.”  It’s difficult to talk yourself out of that one.  I’ve tried and, more often than not, any potential relationship is shot at that point.  So don’t put yourself in that position.  Use the customer’s chosen method of communication and only call when you have given them fair warning.  Otherwise, you are liable to come off sounding as a telemarketer, or worse, the dreaded car salesperson they were trying to sidestep.

Opening a dialogue on the phone with the customer will forever remain imperative.  What is equally important?  Knowing the time to call.

To learn how to make the most of your business development center, visit http://www.dealerknows.com/contact

Many of us have a passion for football the same way we have a passion
for selling cars. We sit on our coaches in our living rooms
(showrooms) and play armchair quarterback. We call plays. We tell
the young folks how it used to be. What we would do different if we
were in charge…if we were throwing that pass….if that was OUR
customer.

Majority of sales people are the same. They prefer to sit on the
sidelines and talk about what went wrong rather than get on the field
and get their hands dirty. You need a strong sales manager (QB) to
lead the staff onto the field. The question for dealers is: Is it
best to employ a Game Manager or a Playmaker to your sales desk? NFL
teams live and die by the person (QB) leading their teams as does any
owner relying on a manager to bring the profit.

In my opinion, the “Playmaker” is the Sales Manager that can close
that
deal for the big hit. The huge profit. All of the coins. Mucho
gross. A “Playmaker” Sales Manager gets the biggest scores. At the
same time, they miss their targets quite often. Reaching for the big
deal often gets intercepted and they lose customers with their
arrogance. They can win huge games, but they can also throw away the
easy ones.

A “Game Manager” sales manager, on the other hand, still concerns
themselves with gross profit, but never makes the big hits. Their
front-end is a little lower and their back-end a little lighter.
However, their accuracy (read: closing ratio, if you are still with me
on this poor analogy) allows them to close more deals than the
“Playmaker” and the CSI is always higher.

It is the good old “gross vs. volume” debate. It is up to your Sales
Managers. The QBs of your showroom. Will they bring your players all
the way through a season/year with a winning record? Will they have
some amazing wins, but not make the playoffs? It is up to you when
hiring for Sales Manager to make that decision.

Categorize your Sales Management candidates and determine who you want
to play with. Who do you want to coach? Who will make the smart
decisions, not for their own interests, but for the store’s?

I may go against industry trends, but I’d call a timeout and bring in
a Game Manager for my staff.