Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Automotive boot camp 2012 recruit screen hire
1. Best Practices for Screening, Selecting
and Hiring Dealership Employees
How important is it to hire and train the right people while building a
sales team that can convert opportunities created by marketing into
actual sales results?
Organizational development is more important than ever before…with many dealers
losing staff while cutting costs during the depths of the recession, those that are
growing their business need effective strategies, tools and tactics for attracting,
screening and hiring the best Internet sales professionals with the greatest chance of
achieving their own personal success, as well as sales productivity for the dealership.
This session will explore organizational development strategies, recruiting, screening,
hiring and training tools as well as the materials and processes that the most
successful dealers in America have been using for years, and are being used today as
a means of increasing success in the hiring process. Ralph Paglia will share the tools
and processes he has used to build some of the most successful Internet sales
departments in America while teaching attendees what the essential "must haves" are,
and how to get them when seeking to grow your sales departments into high
performance digital marketing to sales conversion engines.
3. Courtesy Chevrolet in Phoenix, AZ became
the USA’s leading Internet retailer of new
and certified used Chevrolet vehicles…
Human Resource Development was the key
4. “This is a people business…”
Organizational Development is
the essential stumbling block that
many dealers and ISM’s report as
the primary reason for Internet
Sales Operations failure or lack of
growth into a strategically
significant level of sales.
6. Create a Video that showcases why
People want to Work for Your Dealership
• Training
• Compensation
• Benefits
• Supportive Team
• People Matter
• Career Growth
7. Use Video Role Play Assessment
• Pre-Screen Applicants
• Identify Training Opportunities
• Invest Time with the Most Qualified Candidates
• Use as a Recruiting Tool
• Ideal for Social Media based Recruiting
• Don’t waste valuable ($$$) management
interview time on applicants destined to fail!
15. Growing Your Internet Sales Team Requires that you
Define what Your Internet Process Should Look Like…
Dealer Lead
Management
Process Map
16. Growing Your Internet Sales Team works best when it
occurs “Organically” and is Specialized
Organic Growth
Courtesy Chevrolet is a single point Chevy dealer with
(at one time) 3 fully staffed BDC Team’s, an eFinance
Sales Team and 4 Internet Sales Teams. These 8 teams
of automotive sales professionals are identified as
follows:Chevrolet BDC
• New • New Chevrolet Internet Sales
• Used Car BDC • Used Car Internet Sales
• Wholesale Parts BDC • Bell Road Internet Sales
• eFinance Sales Team • Commercial Internet Sales
Let’s Take a Look at How It Happened…
17. Courtesy Chevrolet eBusiness Teams – Phase 1
Ralph Paglia
Mike Gordon
IT Director Begins at Courtesy
as eBusiness Director
BDC Manager Internet Sales Manager
New & Used New & Used
Vehicle Sales Dept. Vehicle Sales Dept.
CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
Phase 1 Sales Results:
Internet sales averaged 88 units per month (new & used)
BDC generated sales averaged 92 units per month (new & used)
18. Courtesy Chevrolet eBusiness Teams – Phase 2
Ralph Paglia
CRM/eBusiness
Mike Gordon
IT Director
Director
Joel Matteson
George Salman
BDC Manager
Internet Sales Manager
New Vehicle Sales
New Vehicle Sales
Sp l i t 80 sales 70 sales
Spl
& it ISS ISS ISS ISS ISS ISS ISS ISS
Grow CSR CSR CSR CSR CSR CSR CSR CSR &
1 2 3 4 5 6 7 8 Gro 1 2 3 4 5 6 7 8
w
Francisco Abalos 40 sales
BDC Manager
Bryan Long
Used Vehicle Sales
Internet Sales Manager
n
si t w
io
Used Vehicle Sales
Po Ne
n
sit w
CSR CSR CSR CSR
40 sales
io
Po N e
9 10 11 12
ISS ISS ISS ISS
9 10 11 12
Kelly Slaughter & Lisa Sarata
CRM Administrators
•Phase 2 Team Expansion:
Internet split into new and used managed teams
New BDC split into new and used managed teams
Position CRM administrative position added (showroom)
19. Courtesy Chevrolet eBusiness Teams – Phase 3
Ralph Paglia
Mike Gordon
IT Director
CRM/eBusiness Director
Joel Matteson George Salman
BDC Manager Internet Sales Manager
New Vehicle Sales 100 sales 90 sales New Vehicle Sales
CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
Francisco Abalos Bryan Long
BDC Manager Internet Sales Manager
Used Vehicle Sales 60 sales 50 sales Used Vehicle Sales
CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS
11 12 13 14 15 16 11 12 13 14 15 16
Patrick Miller New
Courtney Daly Ron Daly & Scott Daly
Internet Sales Manager
eFinance Admin. Special eFinance Team Position
New Courtesy On Bell
35 sales Tea
m 25 sales
Lisa Esquivez Omara Spriggs Designated Sales Consultants
eFinance BDC efinance Sales Certified to Handle
Internet Lead Appointments
•Phase 3 Team Expansion:
Kelly Slaughter & Cecy Girod Special eFinance team
CRM Administrators Courtesy-on-Bell ISM
23. Document Pay Plan & Bonus Structure that
reflects taller Internet sales funnel
* July 2006 Interactive Marketing Budget
24. Lead Volume puts pressure on response
times as a factor of staffing levels!
25. Organizational Structure Determines Process Capabilities
and Monitoring Requirements…
% of Statistical
Top 4 Ways Purchase
to Close Dealer Response Attributes Respondents*
Purchase* Correlation
among the Factor of
who DID
More Sales Experienced by Customers within NOT
Leads who Response
attribute
to Leads DID
Received 24 hours of Submitting an Inquiry experience
the attribute
Experience with Vehicle
Purchase
the attribute
Make Direct Phone Contact with Customer
#1 (after sending Email w/availability & prices) 17% 27% 11
#2 Send Price Quotes by Email to Customer 20% 27% 9
Contact Customer more than once by Email
#3 and Telephone (within First 24 Hours) 21% 25% 5
Make sure Customers are either Completely or
#4 Very Satisfied with the Lead Response 21% 24% 3
26. Staffing Determines Process Execution Capabilities
and Monitoring Requirements…
Customer goes online
and submits Lead
Internet Sales Specialist ISS)
reviews lead, selects 4
vehicles for Price Quotes
Sends email with Quotes & Cars
BDC Staff makes initial phone call,
collects customer info, sets up an
appointment for the ISS
If no appointment, ISS
Contacts customer and seeks
appointment and/or agreement
27. Lead Process Maps
should be indexed to
email templates,
phone scripts and
word tracks so that
dealership employees
have a “paint by
numbers” guide to
what is expected when
a lead is received.
This process map
focuses on the first 12
hours after a new lead
is received.
28. Lead Process Maps
should contain brief
explanations for the logic
and execution tips for
employees to review
before actually using the
email templates, phone
scripts and word tracks.
Actual template
illustrations make it easy
for dealership employees
to recognize the right
template or document
when they see it in their
CRM tool.
29. When Lead
Process Maps are indexed to
correspondingly numbered
email templates, phone
scripts and word tracks, the
dealership is far more likely to
execute the repetitious tasks
that create customer
experiences which correlate
with higher sales closing
ratios. The best process
maps break down email and
phone contact processes into
separate flows so that they
can be executed by different
resources when scaling up
lead volumes and
organization structures.
30. Have a defined process for “closing out”
unsold leads
Although many car guys will say they believe in the concept of following up until
prospects either buy or die… Large scale lead generation through highly effective
marketing practices requires that scarce resources be allocated to where they will
generate the most sales. Outsourcing followup on leads that have reached a
designated status (dormant) or assigning them to alternate resources such as a BDC
will allow ISS’s to stay focused on the 50% of the leads that buy, and do so within the
first 10 days
31. LMP Scoring Index
Objective Review of
Dealership Employee Lead
responses encourages
consistency and creates a
numeric accountability –
an LMP Report Card for
Dealer or GM review…
32. Nothing has more impact on results
than phone contact with the customer!
Outbound phone calls, ongoing phone follow-up and
responding to emails requires adequate staffing and skill
levels
33. Telephone
Process
• 85% of Web visitors who contact the dealership
before coming into the showroom, use the phone
• Direct Phone contact (after responding to an
Internet lead by email), has the greatest impact on
increasing sales closing ratios
Phone Follow-Up Sales Strategy:
• Focus on having a set of objectives in front of us,
each time we make an email follow-up call
• Word Track Forms (scripts) are used for training
and collecting customer information during each call
that is made immediately after sending personalized
email response
35. Top 10 Reasons To Use “Hire The Winners”
•Find out why your lowest producers aren't producing.
•Learn what the potential is of every sales consultant on your team.
•Discover opportunities for improvement for each sales consultant and how you can
focus your training for immediate improvement.
•HTW can show you how to find and recruit excellent talent to grow and improve your
sales team.
•HTW has tools to help make informed hiring decisions and get best talent available.
•HTW provides you with tools that allow your sales team to practice on the simulator
not the public (Lost sales from poorly trained sales consultants are killing us).
•HTW provides you with a hiring process and support to strengthen your management
teams interviewing skills and, if used correctly, will provide you with information you
need to bring on the best talent available.
•HTW provides you with tools that show you what the sales applicant can and can't do
when put into the automotive sales situation. You will know in 20-30 minutes the
potential of every candidate.
•Tools that will assist you in creating customers in a challenging market (What you can
do to cause more customers to visit your store without raising your advertising budget).
•(see link below)
Free DMSC Trial: www.hirethewinners.com/adm
36. AutoMax Recruiting & Training
Actual Graduate Class
Recruiting 2.0
◦ Place job opening on 100’s of job boards including Monster, Career Builder, Indeed, Simply Hired,
Zip Recruiter, Craigslist, Facebook, Twitter, Myspace, LinkedIn, Google+ and MORE. Nobody used
more resources than AutoMax!
◦ Schedule & conduct ALL interviews & screen applicants using The Car Sales Simulator. (We have a
team of people that interact with and schedule interviews with thousands of potential hires each
week)
The Car Sales Simulator Uses interactive video to present potential salespeople with a set of
decisions that will either lead to the sale or the GSM’s office for a “talking to.”
◦ For those that make it through the interview & screening process either we’ll conduct the training
or you can. (We have multiple packages)
◦ From porters to presidents, we will interview, screen and train internet sales managers, BDC reps,
social media managers, sales people, sales managers, service advisors, general managers and more!
Low Fee, Turn Key, With A Satisfaction Guarantee!
25% discount for all attendees present!
AutoMaxRecruitingAndTraining.com | 800-878-5090
Video From Craig
37. Questions and Answers…
Ralph Paglia
Cell: 505-301-6369
RPaglia@gmail.com
www.RalphPaglia.com
Reference Links:
http://www.ADMPC.com
http://slideshare.net/RalphPaglia
http://www.hirethewinners.com/adm
http://www.Automax.com
Notes de l'éditeur
Courtesy Chevrolet sold over 11,000 new and used vehicles in 2006, of which over 4,000 originated from Internet generated leads (electronic and phone).
Average monthly sales total for the combined Internet Sales and BDC teams was 180 vehicles per month…
Split both the BDC and Internet Sales Teams from 2 to 4 managed profit centers, and increased BDC rep’s from 8 to 12, increased ISS’s from 8 to 12… Average monthly sales total for the combined Internet Sales and BDC teams rose to 220 vehicles per month… Added CRM Administration Staff of 2, and moved telephone switchboard receptionists to 2 nd floor and off of the showroom floor. CRM admin staff funded with money previously used for outside vendor’s unsold showroom follow-up USPS direct mail program and newly structured Lead Quality Program that tracks invalid leads and credits for those invalid leads from 3 rd Party Lead Providers.
Added Special eFinance Team to handle online credit applications (720 received in July 2006 with 44 sales generated at $116,000 in gross profits), Added a Courtesy on Bell Road satellite store Internet Sales Manager to handle eLeads and set up appointments for sales staff… The Courtesy Chevrolet CRM/eBusiness Teams combined sales objectives & monthly capacity rose to 360+ CRM/eBusiness Facilitated Vehicle Sales per Month…
Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
Pay plans should be progressive in a manner that creates extra rewards for deals sold at the beginning of the month, based on selling incremental units during the second half of the month. Performance bonuses based on process evaluation metrics should have minimum lead volume qualifiers to ensure that those who take on more leads than others are not penalized for handling extra work load.
Amongst all the attributes of a dealer’s response to an Internet Lead, the time from when a customer submits a lead to when they have received a personalized email message that directly addresses their inquiry consistently shows up as correlating with sales closing ratios… All response content equal, faster dealers will outsell slower dealers. However, Content is still King in that a poor response sent quickly will reduce sales closing rates. It is important to realize that lead response time is a qualifier, an index that determines maximum closing rate upper limits. Once again, it is what the customer experiences, not how or who does it that determines the results.
Lead Management Process is no longer as much an art as it has become a science… Numerous studies that utilize an OEM database matching process which tracks leads and the eventual Retail Delivery Report, then correlates sales for the brand, sales by the original lead receiving dealer, with significantly large volumes of customer submitted survey responses provide a clear and objective analysis of what the customer experiences, the differences in those experiences and their correlation with likelihood of purchasing from the dealer that received the lead. This ability to actually measure what each dealer does with their leads, through the eyes of the customer, and how these activities correspond with a sale, or a lost sale, allow a scientific management approach to Lead Management Process in a manner that absolutely WILL impact sales results from a given volume of leads.
Here is a simplified illustration of what happens at Courtesy Chevrolet in Phoenix when a new lead is received from a customer requesting a price quote on either a vehicle in stock or one that the customer has configured. Although Courtesy is fairly unique in that a BDC supports each Internet Sales Specialist with telephone follow-up, it is important to understand that this is actually a compromise in the store’s original LMP so as to enable the scalability to handling monthly lead volumes that frequently exceed 6,000 leads in a month, and over 60,000 leads a year… It is important to understand that achieving the customer experiences that impact sales closing ratios in a positive manner is a more important objective than who actually completes the tasks associated with those experiences… The customers are less concerned with who provides them with good service, than they are in actually receiving it!