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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.
Growing Your Internet Staff from 10 to 300 Cars per Month
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
“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.
Automotive boot camp 2012 recruit screen hire
Create a Video that showcases why
       People want to Work for Your Dealership

•   Training
•   Compensation
•   Benefits
•   Supportive Team
•   People Matter
•   Career Growth
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!
http://hirethewinners.com/adm
http://hirethewinners.com/adm
http://hirethewinners.com/adm
http://hirethewinners.com/adm
Hire The Winners Assessment:and Assessment Example
  Hire The Winners Report Accurate Results in 20 Minutes
TARGET TRAINING FOR CURRENT TEAM MEMBERS
Process Execution Capabilities Drive
      Staffing Requirements
   No dealership has unlimited process
        execution capabilities…
Growing Your Internet Sales Team Requires that you
        Define what Your Internet Process Should Look Like…




Dealer Lead
Management
Process Map
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…
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)
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)
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
Courtesy Chevrolet CRM/eBusiness New BDC with 27 Work Stations
90,000+ Outbound
Phone Calls / Month
Document Roles & Responsibilities for All Positions
Document Pay Plan & Bonus Structure that
reflects taller Internet sales funnel




                             * July 2006 Interactive Marketing Budget
Lead Volume puts pressure on response
   times as a factor of staffing levels!
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
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
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.
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.
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.
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
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…
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
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
Automotive boot camp 2012 recruit screen hire
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
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
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

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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.
  • 2. Growing Your Internet Staff from 10 to 300 Cars per Month
  • 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!
  • 12. Hire The Winners Assessment:and Assessment Example Hire The Winners Report Accurate Results in 20 Minutes
  • 13. TARGET TRAINING FOR CURRENT TEAM MEMBERS
  • 14. Process Execution Capabilities Drive Staffing Requirements No dealership has unlimited process execution capabilities…
  • 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
  • 20. Courtesy Chevrolet CRM/eBusiness New BDC with 27 Work Stations
  • 22. Document Roles & Responsibilities for All Positions
  • 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

  1. 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).
  2. Average monthly sales total for the combined Internet Sales and BDC teams was 180 vehicles per month…
  3. 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.
  4. 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…
  5. 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!
  6. 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.
  7. 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.
  8. 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.
  9. 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!