Automotive BDC Workshop; Staffing Requirements IGPA
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Transcript of Automotive BDC Workshop; Staffing Requirements IGPA
![Page 1: Automotive BDC Workshop; Staffing Requirements IGPA](https://reader036.fdocuments.us/reader036/viewer/2022062313/55812863d8b42a68488b46ce/html5/thumbnails/1.jpg)
Getting StartedGetting Started
BDC Manager & StaffBDC Manager & Staff
Getting StartedGetting Started
BDC Manager & StaffBDC Manager & Staff
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Job Description/Personality ProfileJob Description/Personality Profile
HomeHomeHomeHome NextNextNextNext
PeoplePeoplePeoplePeople
•BDC Manager•BDC Manager
BackBack
Personality traitPersonality trait SkillSkill
Organized & detail Organized & detail orientedoriented
Collect & analyze Collect & analyze metrics/run reportsmetrics/run reports
Outgoing, personableOutgoing, personable& energetic& energetic
Recruit, trainRecruit, train& motivate staff& motivate staff
Team playerTeam playerLead by example/ Lead by example/ interact with other interact with other managementmanagement
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Job Description/Personality ProfileJob Description/Personality Profile
•BDC Coordinator•BDC Coordinator
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PeoplePeoplePeoplePeople
Personality traitPersonality trait SkillSkill
Upbeat, positive, Upbeat, positive, “smiles” on the phone“smiles” on the phone
Heavy phone Heavy phone contactcontact
Quick learner, no fear Quick learner, no fear of changeof change
Ability to work Ability to work multiple software multiple software applicationsapplications
Professional work Professional work ethicethic
Vested interest in Vested interest in dealership successdealership success
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Recruiting ProcessRecruiting Process
•Place an ad
•Review applicant resume online
•Conduct first interview via phone
•Conduct live interview
•Place an ad
•Review applicant resume online
•Conduct first interview via phone
•Conduct live interview
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PeoplePeoplePeoplePeople
Best Best PracticePractice
Best Best PracticePractice
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Pay PlansPay Plans
•Salary/hourly wages
•Bonus per appointmentkept
•Bonus per unit sold
•Spiffs
•Salary/hourly wages
•Bonus per appointmentkept
•Bonus per unit sold
•Spiffs
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PeoplePeoplePeoplePeople
Best Best PracticePractice
Best Best PracticePractice
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BDC Staff ScheduleBDC Staff Schedule
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PeoplePeoplePeoplePeople
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BDC Coordinator Daily TasksBDC Coordinator Daily Tasks PeoplePeoplePeoplePeople
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Participant Guide Page 19Participant Guide Page 19 Best Best PracticePractice
Best Best PracticePractice
•Low turnover = employee satisfaction
•Accountability = consistency of process
•Skill set growth = higher results
•Low turnover = employee satisfaction
•Accountability = consistency of process
•Skill set growth = higher results
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Staffing ExerciseStaffing Exercise
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PeoplePeoplePeoplePeople
Participant GuidePages 20-21
Participant GuidePages 20-21
BackBackBackBack
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How Can 300 = 1,200? How Can 300 = 1,200?
PeoplePeoplePeoplePeople
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1 Call = 4 Calls1 Call = 4 Calls•Inbound call
•Confirmation call
•Appointment outcome call
•Follow-up call(s)
•Inbound call
•Confirmation call
•Appointment outcome call
•Follow-up call(s)
PeoplePeoplePeoplePeople
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How Can 100 = 900? How Can 100 = 900?
PeoplePeoplePeoplePeople
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1 Email/Call = 9 Emails/Calls1 Email/Call = 9 Emails/Calls
• Internet lead• Personalized email response• First phone call• Confirmation call• Appointment outcome call• Follow-up call• Follow-up email• 2 Follow-up calls
• Internet lead• Personalized email response• First phone call• Confirmation call• Appointment outcome call• Follow-up call• Follow-up email• 2 Follow-up calls
PeoplePeoplePeoplePeople
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How Can 250 = 1,500? How Can 250 = 1,500?
PeoplePeoplePeoplePeople
How Can 200 = 600? How Can 200 = 600?
(RTCM/RCL)(RTCM/RCL)
(Sold Follow-Up) (Sold Follow-Up)
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1 Contact = 6 Contacts(RTCM/RCL)1 Contact = 6 Contacts(RTCM/RCL)
•Direct mail
•Call for appt or direct mail (Do Not Call)
•5 call attempts average– Confirmation call
– Appointment outcome call
– Follow-up call
•Direct mail
•Call for appt or direct mail (Do Not Call)
•5 call attempts average– Confirmation call
– Appointment outcome call
– Follow-up call
PeoplePeoplePeoplePeople
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1 Contact = 3 Contacts(Sold Follow-up)1 Contact = 3 Contacts(Sold Follow-up)
•2 outbound calls
•Postcard / email
•2 outbound calls
•Postcard / email
PeoplePeoplePeoplePeople
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Avg. MonthAvg. Month DaysDays Per DayPer Day
PhonePhone 1,200 20 60
InternetInternet 900 20 45
RTCM/RCLRTCM/RCL 1,500 20 75
Sold Follow-UpSold Follow-Up 600 20 30
Total 210
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PeoplePeoplePeoplePeople
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PeoplePeoplePeoplePeople
210 50210 50
Per dayPer day
Contacts per personContacts per person
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NextNextNextNextHomeHomeHomeHome BackBackBackBack
PeoplePeoplePeoplePeople
210 50210 50
Contacts per dayContacts per day
Contacts per personContacts per person
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Best PracticesBest Practices•Follow recruiting process
•Pay bonus for appointments kept,not just set
•Create individual coordinator schedule
•Develop technology work-around
•Set up logical, efficient work spaces
•Follow recruiting process
•Pay bonus for appointments kept,not just set
•Create individual coordinator schedule
•Develop technology work-around
•Set up logical, efficient work spaces
HomeHomeHomeHome NextNextNextNextBackBack
Wrap-UpWrap-UpWrap-UpWrap-Up
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ResourcesResources Wrap-UpWrap-UpWrap-UpWrap-Up
People andInfrastructure
Pages 25-44
People andInfrastructure
Pages 25-44
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