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Start With a Solid Impression: The Handshake, Defined

How to Generate $25,000 to $1,500,000of Customer Labor and Parts Sales

The Buyer Interview

Fire Your Advertising Agency

How to Retain Customers

BDC - Hiring and Keeping the Right People

‘Breaking the Rules:’ To Serve is to Lead

SEM Strategies to Deliver Consumers to Your Door

Do It Right From the Beginning

Trigger Enthusiasm for Every Prospect

Eight Keys to Handling Trade-Ins

The Golden ProspectHow to Identify the Prospects That Can and Will Buy Sooner Than Later

Make a Plan to Build Customers for Life

Does Your Brand Image Resemblea 1970’s Multi-Plaid Leisure Suit

SamanthaShaw

AllenCheek

BrianTracy

BrianAnkney

HeatherConary

DavidReeve

JeffMorrill

DebbieAllen

JesseBiter

TonyDupaquier

DeliaPassi

SteveLaPenta

DavidThomas

MichaelYork

God is the source of all supply

MarkTewart

The Magnificent Game of Skill

PaulLong

Advice From the Strongest Closer in the Store

EricMélon

Proverbs 12:24 - Work hard and become a leader; be lazy and never succeed.

Brian Ankney, Sales-improvement [email protected]

Brian Balash, Sales-improvement [email protected]

Toni Stephens, Sales-improvement [email protected]

Cori Frye, Sales-improvement [email protected]

3411 Pinnacle Gardens DriveLouisville, Kentucky 40245

toll free: 877.818.6620 facsimile: 502.588.3170 web: www.SellingSuccessOnline.com

Patrick Luck, Editor & [email protected] Susan Givens, Vice [email protected] Thomas Williams, Creative [email protected] Dave Davis, Creative Strategist & [email protected]

helping to promote...

Developing High-Quality EmployeeCommunications Tools: An Overview

TomHopkins

Improving Your Closing Ratio

1212

May I Wash Your Feet SeanWolfington

How We Generated 14,792 Internet Leads Using Landing Pages and Microsites

RalphPaglia

ChaseFraser

Behind Every Great Product - A Great PartnershipHow Cobalt’s Scott Mathews and John Holt Harnessed

the Power of Internet Search Marketing for Dealers

The Buyer InterviewTomHopkins

sts fos ls ms sf fi s

sales and training solution

8 www.sellingsuccessonline.com

The phrase “buyer interview” may not be one you’ve heard, but it’s one I strongly recommend you understand.

Conducting an effective buyer interview is similar to what a good journalist does when interviewing someone for an article. You ask questions that get them talking about their situations, their needs, their desires and their concerns. In other words, you get them to tell you what they want to own.

It will also help you realize those situations where what the buyer is telling you they want, but it may not be what they truly need. For example, I know of a situation where a man went to a dealership to get a new minivan. He told the sales person he just wanted to replace his old one. After asking a few of the questions you’ll learn about here, the sales person realized that this man’s needs had changed since purchasing the minivan. His children were older now, and they had taken up some outdoor activities that would be better suited to owning an SUV. When the sales person repeated back to the client what he was hearing him say about his needs the client realized that he was right. He didn’t really need another minivan. He needed something different. He purchased the SUV.

So, what are the typical interview questions? The same ones our teachers taught us to use in elementary school: Who, What, When, Where, Why and How. It’s truly that simple. In fact, most strategies for effectively communicating with clients are. It’s just a matter of using them.

Using the standard interview style, here are some keys for developing effective questions. These questions will get the answers you need in order to help clients make vehicle ownership questions that are truly good for them.

Who? • Who will be the primary driver? That

person is typically the true decision-maker when it comes to ownership. Also, their input as to style, color and options is critical.

• Who else will be in the vehicle often? If there are young children involved,

you’ll want to be certain to cover safety features, or suggest the optional DVD players.

• Who will make the fi nal buying decision? There’s nothing more disappointing than going through your whole presentation and getting to the point where you ask for their fi nal decision, and they say, “Everything is great. Let me go talk to my wife/husband/dad/mom, etc.” Are you willing to have someone else present your vehicle to the decision-makers? Certainly not. They aren’t as familiar with it as you are and couldn’t handle any objections and questions that would lead to the close. Always make sure you give your presentation to the actual decision-makers.

What? • What are their motivations for getting a

new vehicle? Is the current one broken down? Has their lifestyle situation changed?

• What will it do for them? Are they seeking a status vehicle with all the bells and whistles? Or, something simple and durable for their work or recreation needs? These questions are essential because you don’t want to emphasize a point that they are uninterested in or have had a bad past experience with. The vehicle they’re interested in might be available in four-wheel drive. You may think that’s great because you spend your free time out in the wilderness, but these folks may never leave the city.

When? • When will they need it? Is there

urgency for owning a new vehicle? If their existing vehicle is in disrepair, they are likely to be in a hurry. That’s good for you. If there’s no urgency, the sale may not happen today and you’ll have to serve their needs differently.

• When is the timing right? Perhaps they’re waiting for their tax return. Maybe the vehicle is a gift for a child graduating this spring or going off to college in the fall.

Another important when question is: When do you go for the close? You don’t, of course,

ask them this one, but it’s one you need to answer on your own. I’ve always taught that you gain a closing instinct by closing too soon, too often. Always work towards the close and always be willing to close any time, any place. This could be in a conference room, in your offi ce, on the lot or during the test drive. Don’t miss out on the opportunity by not being ready and willing to close when you see that they’re ready to make the decision.

Where? • Where will they use it? Help them see

themselves driving to work, taking the kids to practice or taking a road trip in the vehicle. Developing this sense of ownership in your prospect moves them closer to choosing the right vehicle for their needs.

Why? • Why should they own this vehicle

now? It’s your job to create a sense of urgency if they don’t already have one. They deserve to be driving the right vehicle for their needs today, don’t they?

• Why are they thinking about it? If they want to think over the decision, ask them what aspects are holding them back from making a decision today.

How? • How can they fi nance it? • How does it fi t into their lifestyle? The

value of getting them talking about their lives is incredible. They will often talk themselves into ownership with you simply acting as their guide.

By now, you should be getting the picture of how the interview will go. Be careful to come across as an adviser or automobile counselor. Don’t grill them with all of these questions. Simply weave them into your conversations.

Special free offer for AutoSuccess readers: get a free “Checklist for Building Trust on an Initial Contact”. Call or e-mail me at the address below.

World-renowned master sales trainer Tom Hopkins is the chairman of Tom Hopkins International. He can be contacted at 866.347.6148, or by e-mail [email protected].

The Golden ProspectHow to Identify the Prospects That Can and Will Buy Sooner Than Later

BrianTracysts fos ls ms sf fi s



Some prospects are better than others. In fact, some prospects are wonderful to deal with while others are a complete waste of

your time. Your starting point in spending more time with better prospects is for you to defi ne clearly for yourself the attributes of an excellent prospect. Then your job is to fi nd as many of them as possible.

There is one special quality possessed by an excellent prospect. One of the most valuable things you can do in your initial conversations with the prospect is to ask the kind of questions that enable you to determine your prospect’s quality ranking on a scale from 1 to 10, with one being low and 10 being high.

A good prospect has a pressing need for exactly the product or service that you are selling. He or she has a problem for which your product or service is an excellent solution. Or he or she has an opportunity that

your product or service enables him to take advantage of immediately. The more urgent the need or more pressing the demand, the lower will be the customers price sensitivity or concern about the smaller details of the purchase. The more prospects you can fi nd that have an obvious need for what you are selling, the more and faster sales you will make.

For example, imagine a company is in the middle of its busiest season when a critical machine breaks down and cannot be repaired. This company is a prime prospect for the person and company who can sell and deliver this type of machine rapidly.

Not long ago, a young sales man selling construction materials lost a major order to a more aggressive supplier. But exactly when the supplies were required, in the middle of the construction job, the supplier’s workers went on strike. The customer was desperate and called the young man to see if his company could deliver quickly. They could, and even

though their prices were slightly higher, the young sales man gained a fi rst-rate customer who not only bought large quantities from him but who opened doors for him to other people who also became customers.

Now, here are two things you can do immediately to put these ideas into action:

First, ask lots of questions with a new prospect to fi nd out how important your product or service can be to his or her life or business.

Second, keep in touch with prospects that can most benefi t from what you sell and continue reminding them that you want to do business with them.

Never give up.

Brian Tracy is the chairman and CEO of Brian Tracy International. He can be contacted at 866.300.9881, or by e-mail at [email protected].

Improving YourClosing Ratio

DavidThomassts fos ls ms sf fi s


When do you start to close your customer?

A. During the test drive.

B. During the walk-around.

C. Standing on the showroom fl oor. D. When your customer starts to leave. E. When your boss tells you. F. None of the above.

The correct answer is F. You start closing a deal in the fi rst three seconds after you greet a new customer at the dealership. No, you’re not asking for the sale in the fi rst few seconds, but you are starting to build a relationship and initiate rapport. People want to (and will) buy from someone they like. I didn’t sell over 3,000 cars in 3000 days because I was the best sales person. I sold a lot of cars because I made extreme efforts to be likable and to be easy to do business with. I always promised my customer an enjoyable buying experience, and I lived up to the task. I started doing every deal with personality, not with discounting or sales tricks. If you do this, you will close more deals and make more money.

Here Are Some Suggested Tips:• Be aware of the fi rst impression that you

make. You either relax your customer or scare them immediately.

• Smile – even when you’re on the phone. A smile disarms and puts everyone at ease.

• Be enthusiastic. It’s contagious. If you’re excited, they’re excited.

• Be knowledgeable. Know the answers to the questions your customer asks.

• Be user friendly. It should be easy and pleasurable to do business with you.

• Dress professionally. Your appearance will effect their overall impression of you and your product.

• Make eye contact. Show your customer the respect that they deserve.

• Be fun and exciting. People like to laugh and be entertained.

• Be sure to connect. People know if you really care about their needs.

• Ask questions with positive answers - How are you? Isn’t it a beautiful morning?

• Nod your head while you listen. Instill positive feelings.

Some dealerships do an outstanding job of making customers (your guests) feel at home and comfortable in the fi rst few seconds of their arrival. Make everyone feel like a guest

in your home. How do you greet your friends when they arrive at your home?

Customers shouldn’t have to and don’t want to walk through a crowd of sales people in a “smoke fest” on the front porch of the dealership. If you must smoke, do it away from customer areas. I remind you of this because you would be amazed at the impact that your initial greeting has on the closing process. Customers decide in a matter of seconds if they like you and if they are inclined to buy from you. What does all this have to do with the closing? It’s simple. If they don’t like you, they probably won’t buy from you, or they will be much more diffi cult to close. Put more energy into the fi rst few minutes when you meet, and it will make your test drive and product presentation much more effective.

Now that you have fi ne-tuned your greeting, work on your closing. Turn what they fear most into the most enjoyable part of the experience. How do you do this in an effi cient, profi table, timely and friendly manner?

Your goals are to maintain gross, minimize any negotiating and motivate an immediate buying decision.

Focus on a relaxing, friendly closing environment where the customer truly perceives a win-win outcome. This can be the easiest part of selling a vehicle. A typical closing could sound like this:Sales Associate: (Manufacturer’s name) has built an enjoyable car to drive. How was your test drive?

Customer: Very nice.

Sales Associate: Our service department has made it easy to service your new car. You met your personal advisor, correct?

Customer: Yes, he is great.

Sales Associate: This (vehicle make and model) is enjoyable to drive. We’ve made it enjoyable to service as well. My mission is to make it enjoyable to buy. I pledge to keep it simple and straightforward.

Customer: Fantastic.

If you truly strive to produce an enjoyable buying experience for your customers, be a good communicator, be straightforward and keep it simple, you will be surprised how many customers just say “yes.”

David Thomas is the owner of Subaru of Dallas. He can be contacted at 866.429.6803, or by e-mail [email protected].

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www.sellingsuccessonline.com

An Interview by - BrianAnkney

Every month brings another dozen or so articles focused on the growth of online advertising and the struggles of newspapers. John Holt co-founded The Cobalt Group in anticipation of these headlines – well over a decade ago. Today, Cobalt is widely acknowledged as the leading provider of online marketing products and services to the automotive industry. Credit this to Holt’s vision, yes, but there are other factors at work, as we learned when we spoke to Holt and Scott Mathews, head of Cobalt’s Applications Division.

AutoSuccess: When a company’s idea about the future turns out to be right, there’s a tendency in the business media to focus on the prediction and overlook the work it actually took to bring the vision to reality. Just how much of Cobalt’s success results from accurate vision?

Holt: We founded the company in 1995, based on the belief that newspaper advertising budgets would move to the Internet. We were wrong about the timing, but 100 percent correct about the predicted transformation – one that has now gained momentum. Of course we didn’t know how companies like Yahoo! and Google would drive this revolution - Google didn’t even exist at that time, and Yahoo! was still an infant. Anticipating the future is one thing, but it’s impossible to predict the exact road you’ll drive down to achieve your goal. We’re here and on our feet because our vision was right and because we were fl exible about exploiting opportunities as they materialized.

AutoSuccess: It was a year ago that you launched PowerSearch Complete, a service that creates and manages organic and paid Internet search marketing for dealers. How was the development of PowerSearch Complete an example of merging vision with execution?

Holt: Well, fi rst off, no one predicted that the surge in Internet advertising would take this specifi c (and incredibly complex) form called “Internet search.” But what we did know back then was that there

would be a substantial need for Internet marketing expertise in all the major consumer verticals, including automotive.

Obviously, it was impossible to build PowerSearch in 1999, or 2001, or even 2003, but all along we were positioning ourselves - as the leading provider of automotive Web sites - so we would have the expertise and knowledge to assist dealers in transforming their advertising spending from newspapers and other traditional media to the online arena. During the past two years, vision and tactical opportunity came together.

AutoSuccess: Who do you rely on to make it all happen when the time is right?

Holt: I couldn’t have done it without Scott Mathews. Back in 2001, we knew for certain that, in order to succeed, we had to develop the operational effi ciency and scalability that often eludes young companies. We set out to fi nd a guy like Scott, who has done far more than simply run a tight ship. He has been instrumental in transforming Cobalt into a company that backs up its big ideas with successful products and services – products and services that provide enormous value to thousands of dealers across the country.

AutoSuccess: Scott, how did you come to play the special role that John is describing?

Mathews: The fi rst big project we worked on was upgrading to a more modern, more robust enterprise resource planning (ERP) system. Typically, this is an expensive, lengthy project that ends in disaster. Getting it done on time and under budget was probably what made us see that John and I had complementary skills and a common interest in teamwork.

AutoSuccess: What role did you play in the development of PowerSearch Complete?

Mathews: I was on the team that provided oversight on the development phase of the project, which means I was involved every couple of weeks or so. It didn’t become a managerial responsibility for me until we launched it as a commercial product.

Holt: Let me offer some more background. In the fall of 2004, we held a retreat and spent the last day talking about Internet search. The “big idea” was “measurability” – the fact that Internet search advertising was going to offer, for the fi rst time ever, a way for dealers to calculate the real value of their advertising investment. In the fall of 2005, after a lot of research and technical work, and after initiating relationships with all the major search engines, we began a pilot program involving approximately a dozen dealerships. This led to a number of refi nements, and we launched the product at NADA in February of 2006.

And that’s when Scott stepped in. It was his job to professionalize and operationalize the effort. Scott is the most talented operating executive I’ve encountered in the 30 years I’ve been working. He has a special gift for keeping “big idea” people from falling on their faces. But he does more than take what he’s given and keep it alive; he’s able to get at the heart of a strategy and motivate the troops to enhance that vision, so that the product improves over time.

Mathews: One of things I realized while interviewing for this job, and one of the things that made me decide to accept it, was that Cobalt is a company that’s 100 percent committed to its customers’ success. What I’m good at, and what I really love doing, is managing the complex set of interactions that, when perfectly balanced, become something greater than the sum of their parts. That’s what makes PowerSearch a great product. It leverages dealers’ investments in their Web site, OEM advertising, and dealership advertising. Internally, we refer to PowerSearch Complete as leveraging the “Power of Three” – optimizing organic search, paid search, and the Web site. And it’s true – one plus one plus one equates to orders of magnitude of ROI for the dealer. It’s pretty cool to launch a product like PowerSearch Complete when you know it’s going to provide such large and measurable benefi ts to our customers.

AutoSuccess: Operationally, what’s required to make PowerSearch Complete a success?

Mathews: At one end, there’s the underlying technology, which we have to scale as more and more dealers sign up. One of the key technological features of PowerSearch is the way it automatically optimizes keyword bidding based on known results. As our customer base grows, so does our store of data, and we have to feed what we learn back into the system so that its effi ciency improves over time.

At the opposite end, there’s the customer-facing sales team. How do we convey the true value of this service to customers, without overwhelming them with the complexity of our technology? How do we prepare our sales people to sell it successfully? In a way, PowerSearch Complete had to be sold to our own sales people before we could start selling it to our customers.

Finally, in between, there’s the pure operational side. PowerSearch Complete doesn’t come in a box like a piece of software; it’s a service. For it to work, it has to be backed by a team of very smart, very customer-focused people. This poses all sorts of staffi ng and management challenges – and it’s another area where scalability is key. At the pilot stage, you have a handful of true experts who can service every aspect of a search campaign. When you quickly go from a dozen customers to hundreds and then thousands, you must have a plan for distributing the responsibilities and required skills that match the reality of who’s available for hire.

AutoSuccess: John, is it hard for you to give your babies to Scott when they’re ready to go out in the world?

Holt: The more I can give to Scott, the better Cobalt will perform. One of the ways I’ve grown as a CEO is to realize the importance of surrounding myself with people who are smarter and more capable than I am. Having really talented folks who complement my own strengths is a key part of Cobalt’s success, and it’s what makes my partnership with Scott so strong. Here at Cobalt, we talk a lot about “servant leadership.” If you view your job primarily as serving the people around you and helping them to be successful, you will create extraordinary value and inspire signifi cant commitment and loyalty. If you’re lucky enough to have a partner like Scott, who’s got broad shoulders and lots of stamina, you can even have breakfast with your kids every once in a while – something that was unimaginable for me during Cobalt’s early years.

AutoSuccess: So now that PowerSearch has been launched and is out in the market, what are you discovering? What are dealers telling you?

Mathews: I’d say it’s been very positive. Dealers LOVE using an advertising service that helps them actually measure and track their ROI. For the fi rst time ever, with Internet search marketing, they’re able to identify the true value of their spending AND understand how it’s actually helping them to sell vehicles. The great thing about Internet search is that you can track the consumer – from the moment they type in the keyword, then click on the dealer’s ad, then as they peruse the dealer Web site, and / or pick up the phone to call the dealer. It’s very exciting.

AutoSuccess: What’s next for PowerSearch Complete?

Mathews: We’re paying close attention to dealer feedback. Because our Account Advocates are in frequent contact with our customers, we’re able to incorporate their changes and improve the service as we go along. And the service itself provides for lots of fl exibility. For example, dealers can choose to allocate their ad spend across the month: while we collaborate, they’re the ones who can decide the monthly spend, and they can put a cap based time of the month, or based on success with certain results (e.g., click-through rates, or leads generated). Dealers can choose to focus on certain keywords and / or makes and models – and they can continue to tweak their requirements, as they analyze their success.

AutoSuccess: Sounds good. What else is Cobalt cooking up?

Holt: Cobalt is always evaluating ways to improve our products and services for dealers. As a provider of automotive Web

sites, we were able to position ourselves when the need for services – especially Internet search marketing services – arose. That need is going to continue to grow. So Cobalt will be doing more and more as a service provider to help our dealer customers get maximum value out of their online marketing initiatives – whether it’s attracting new customers or doing a better job at keeping the customers they’ve already won. For example, acquiring Dealix gave us the ability to provide dealers with new-vehicle leads from leading third-party Web sites. This past summer, Dealix re-launched UsedCars.com, the premiere portal on the Internet for pre-owned vehicles. We also acquired an owner marketing solution, OnStation, which helps dealers retain customers through innovative direct-mail and e-mail marketing services.

As “online marketing” continues to morph and change, Cobalt will be at the forefront of that innovation. But, at the end of the day, it’s all about helping dealers create and convert more opportunities, so that they can sell more vehicles and services more effi ciently.

AutoSuccess: Gentlemen, thanks for sitting down and talking about your partnership and how it’s benefi ted Cobalt and your customers.

Scott Mathews is the executive vice president and chief operating offi cer of The Cobalt Group. He can be contacted at 866.469.9613, or by e-mail [email protected].

John Holt is the president and CEO ofThe Cobalt Group. He can be contacted at866.467.4116, or by e-mail [email protected].

Dealers LOVE using an advertising service that helps them actually measure and track their ROI. For the fi rst time ever, with Internet search marketing, they’re able to identify the true value of their spending AND understand how it’s actually helping them to sell vehicles.

Behind Every Great Product - A Great Partnership

How Cobalt’s Scott Mathews and John Holt Harnessed the Power of Internet Search Marketing for Dealers


Developing High-Quality EmployeeCommunications Tools: An Overview

HeatherConarysts fos ls ms sf fi s

marketing solution

In the Business Keynote speech at the 2007 National Auto Dealers Convention last month, Jack Welch, former CEO of

General Electric, stated that the No. 1 asset of a business is its employees.

How do you keep employees aware of company news and programs, as well as any benefi ts information and employee policies? One of the easiest ways is to develop high-quality employee communications tools.

What Are EmployeeCommunications Tools?Employee communications tools are marketing materials developed to maintain a consistent method of contact between a company and its employees. These materials are not for public audiences, such as customers, but rather for employees and their families.

What Are Some Examples of Employee Communications Tools?

• A dedicated employee Web site• Print newsletters• E-mail newsletters• Presentations• Promotional items• Interior signage• Pamphlets and brochures• Employee handbooks and policy

manuals

What Are the Benefi ts of Having High-Quality Employee Communications Tools?

• Employees and their families are kept informed of company news, policy changes, and benefi t information.

• Information distribution is standardized for all employees across all departments, ensuring that nobody misses an important announcement.

• Providing information is easier and quicker for top management, Human Resources and department managers.

• Employees feel as though they’re

involved with the company, leading to increased satisfaction.

• Having tools and information available at their fi ngertips allows employees to fi nd answers and help faster, ramping up productivity.

• Human Resources and top management can prevent having to answer many similar questions, leaving them time to deal with the big issues.

• Tools are available after hours, so employees can get questions answered, even when top management and Human Resources aren’t available.

Who Should Develop the Employee Communications Tools?Ideally, someone in the top management team should have supervision over the development of the employee communications tools.

All departments, managers and, in some cases, employees, should have the ability to contribute information and ideas for stories and news, as well. This ensures that the entire company is represented well, and also increases cross-departmental familiarity.

If there is nobody within the company who can take on the duties of producing and maintaining employee communications tools, contracting to a third-party provider is an easy alternative. These types of companies will work with your business to develop and manage tools for your employees, according to your standards.

How Do I Get Started With Employee Communications Tools?The easiest way to get started is to ask yourself some questions about your business and your employees, such as:

• How large is my business?• How many employees (both part-

time and full-time) do I need to communicate with?

• What resources (human, capital, technological) do I have available to begin providing employee communications tools?

Once you’ve addressed your capabilities and requirements, it is important to develop a plan. Determine what tools you will be providing to employees, how often you will be providing them and how you will provide them.

If you are planning to do this in-house, you will want to involve your IT/Technology Manager, as well as Human Resources and the top management team. It may be helpful to involve department managers, as well as a handful of employees to serve as an advisory panel.

If you are planning to contract with a third-party provider, it is helpful to have your requirements and needs documented, so you can determine quickly and effi ciently what tools to begin developing.

What Are the Most Important Things to Remember About Getting Started With Employee Communications Tools?The most important keys to developing successful employee communications tools are simplicity and consistency.

It is much easier to start with a simple plan and scale up later than it is to start large and have to scale back.

Being consistent in your provision of these tools is another key to success. If employees begin to use and expect these tools to be available to them, it is highly important to be consistent and provide them as expected.

Upcoming: Over the next several issues, we will examine several different types of employee communications tools, their pros and cons and some suggestions for their development.

Heather Conary is a co-owner of ID Communications, a division of Illumination Design. She can be contacted at 866.386.4914, or by e-mail [email protected].

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You will learn:- How to turn “leads” into “prospects” who buy from you

- How to identify Internet prospects- How to measure your online success- How to maximize results from your “Virtual Showroom”

After taking what I learned at the Best Practices Summit back to mydealership, our back-end gross has more than doubled, we are cuttingdown our third-party leads (and thus our spending) and are selling about20 more cars a month. It all has to do with the process that we use andwith the way that we respond to customers, things I learned at the BestPractices Summit.

- Jason Reed, Internet Director, Miller Toyota/Scion of Anaheim

VISUMMITBEST PRACTICES

LEADERSHIP • INTERNET • CRM • MARKETING • BDC • SALES

Bryan HopkinsBDC/Internet Director, Hare Auto Group

You will learn:- How to fi nd your best Internet process, and create a process-driven team

- Daily, weekly, and monthly goals- How to increase lead conversion rates from your Web site

- How to maintain a customer data base- How using customer data bases can create current and future leads

- How to customize your Web site to your market conditions

Eric StuttzVice President of Sales, BZ Results

You will learn:- The “5 Key Metrics” that the best dealerships in America focus on

- Use these “5 Key Metrics” to increase their overall results within sales and service

- How to decrease your advertising expenses and cost per sale

Some of the Featured Speakers include:David ThomasOwner, Subaru of Dallas

You will learn:- Power prospecting; when, where and how

- How to generate more referrals from your sale force

Dale PollakCo-founder and Chairman, vAuto

Increase pre-owned sales with pricing optimization

You will learn:- How to connect the Internet and pre-owned department

- How to use three killer strategies to achieve pre-owned Internet sales success

Does Your Brand Image Resemble a 1970’s Multi-Plaid Leisure Suit

AllenCheeksts fos ls ms sf fi s

marketing solution

Your company brand refl ects how each customer and prospect sees your company, product and/or services. It is critical

to have a polished, organized and consistent look. For instance, if you assembled samples of your current advertising, sales literature, product packaging, company newsletters, business cards, logos, stationery, signage, brochures, Web site, vehicle decoration and uniforms, what would it look like? Is there a harmonized appearance or does it resemble an old multi-plaid leisure suit?

It’s important in branding to have an organized and consistent brand look that is woven throughout the fabric of the entire organization – from the materials (i.e., collaterals) to hardware (i.e., vehicles) to the people (i.e., uniforms). Probably no one does this better than UPS or Home Depot. I think every item they own is dipped in either brown or orange, respectively.

It is mission critical to evaluate and develop a brand that can withstand the test of time, since there are inherent costs associated with developing and maintaining a powerful brand image. Think for a moment what it would take, along with the level of effort necessary, to implement a total brand make-over. Close your eyes and imagine the following headline: Home Depot Inc.’s new chairman and chief executive, Frank Blake, decides that the company should change its identity, and decides his fi rst declaration is to change the color orange to match his favorite color, indigo blue. How many cans of Home Depot paint in their warehouse would it take to compensate for a directional brand change of this magnitude? Just imagine the costs alone to replace those orange aprons for the 355,000 associates.

Although a branding or re-branding awareness campaign may be simple for start-up or small businesses, it does become more complex over time and when many hands are at work. There could also be challenges

in companies that have multiple offi ces that have de-centralized their marketing campaigns. Have corporate protocols and quality control standards to ensure that everything leaving the design board meets certain standards.

The foundation for brand awareness is an ongoing campaign. Keep a constant eye to detail. Brand awareness is paramount and the benefi ts are lasting. A successful campaign can increase brand awareness, recognition and ultimately brand recall. Not everyone needs your product or services today, but they may need it tomorrow. When they do, you need Top of Mind Awareness (TOMA) so they make contact directly with you.

Allen Cheek is the president of CLARITY OMS. He can be contacted at 866.611.0998, or by e-mail [email protected].

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19march 2007

As you examine your role as a leader within your dealership, it’s sometimes easy to forget who pays the bills - your existing

customers. A lot of dealerships focus more on acquiring new customers than on retaining their existing customer base. Both approaches are important, but if customer acquisition and retention are given equal focus, a dealer can realistically expect to double the profi tability over time.

We took data from 800 different dealerships, and found some interesting statistics:

If a Dealer Sells 100 Cars in a Month: • 28 of those people will be “loyal”

service customers, returning regularly• 32 of those people will never set foot

in the dealership again • 40 of those people will visit the service

department 1 or 2 times, and then never return

Where do you think your dealership falls? Think about this - what if you retained an extra fi ve percent of those customers? That doesn’t seem too diffi cult based on the above statistics. That fi ve percent represents an increase of 60 percent to your bottom line. Here are four high-level suggestions to increase customer retention to record-levels:

Get Out of Your Ivory TowerSorry to be so direct, but it’s true. I fi nd that most leaders of organizations make decisions about their customers from “on high,” without getting much input from others. I have certainly been guilty of this. I’ve found that when I make decisions based on what I think a customer wants, but don’t spend time with others who may improve upon my decision, the decision usually is not a successful one. Get with your management team, your sales people or other dealers to compare notes and discuss your ideas. You’ll usually fi nd the answers you are looking for. Peter Drucker said it best - “The customer rarely buys what the business thinks it sells them.” Simple concept, but powerful. What do your customers think you’re selling?

Empathize With Your CustomerWe are all consumers, but I fi nd there is a tremendous disconnect between what we want in our personal buying process, and what we actually give our customers. Empathy is a profound tool. Put yourself

How to RetainCustomers

ChaseFrasersts fos ls ms sf fi s

marketing solution

in the shoes of the customer standing on the showroom fl oor or service drive. What would you want if you were standing there? How do you think your spouse would want to be treated? Ask your sales people and service writers that question this week, and see what type of answers you get. A few of them just might change their attitudes about how to approach the next customer.

Touch the CustomerOne of the most effective strategies for a leader is to spend time with their customers a few times each week. Sounds simple, but most leaders don’t do it. If it takes an hour, it’s the most important hour you’ll spend that day. Randomly pull a Service and Sales customer from the DMS, and have lunch with them. Ask what they liked about their experience. What did they dislike? How could you improve? You’ll undoubtedly hear some things that make you cringe, but that’s part of the process. Just remember to be sincere, and you’ll get sincere feedback.

Understand Your Customer DataYou can discover your strengths (and weaknesses) by reviewing trends in your DMS data. Here are a few of my personal favorites: Over the fi rst three months of ownership, what percentage of customers made their fi rst service appointment at the dealership? How do you improve that percentage? What percent of customers haven’t been into service in more than 10 months, and how should you market to them?

That’s where we come back to retention, and who keeps the lights on in your dealership. The customer. Your customer. You’ve got them; now you have to keep them.

So, get input from others on decisions that affect your customers, put yourself in the shoes of the customer, spend in-depth time with your customers and become a customer data expert. If you do these four things, you’ll see happy customers and higher profi ts.

As Henry Ford said, “It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.”

Chase Fraser is the CEO ofMarketView 360. He can be contacted at866.667.9659, or by e-mail [email protected].


How to Generate $25,000 to $1,500,000 of Customer Labor and Parts Sales

SteveLaPentasts fos ls ms sf fi s

fi xed operations solution

In today’s industry, many customers choose to have routine maintenance and repairs performed at quick-lube

outlets, independent franchises and mass merchandisers, resulting in only 20 percent of customers returning back to their selling dealership service department for routine maintenance or repairs.

Service departments have a tremendous fi nancial opportunity to generate more maintenance and repair revenue if they commit themselves to maintaining a consistent “vehicle inspection” process. Uncovering this fi nancial opportunity will require making adjustments to your current dealership business model plan and involves taking employees out of their comfort zone.

Implementing a “free vehicle inspection” process has many benefi ts, one that will immediately bring customer labor and parts profi ts to a new level while increasing customer retention.

Business Growth Strategy Plan for Service-Parts and Sales Department• Increase customer visits to the service

department.• Increase customer parts and labor sales

and gross profi ts. • Obtain 100 percent Fixed Operations

Absorption – covers overall dealership expenses.

• Sales department can apply aggressive pricing strategies and be more competitive in their marketplace.

• Increase showroom traffi c and sell more vehicles.

Oil and Filter Service PricingThis is the most important maintenance item in today’s industry and will keep your customers coming back to visit the service department. It is vital to maintain a very aggressive pricing strategy for this routine maintenance, while remembering this serves only as a “service lane traffi c builder.” Consider advertising a loss-leader oil change service for as low as $19.95 on most vehicles.

Perform “Free” Vehicle Inspections The vehicle inspection report is a great tool to start applying with your customers, as it will

build trust and confi dence with each customer. Most vehicle inspections reports have color coded, green, yellow and red check-off boxes next to each vehicle inspection item. Red Box – indicate that the customer requires immediate attention on this item(s).Yellow Box – indicate that the customer will require future attention on this item(s). Green Box – indicate that everything is okay with this item(s).

The marketing strategy behind this approach is that everyone in the world understands the simplicity of what green, yellow and red stands for. The vehicle inspection report will do some of the selling and closing work for the service advisor, if applied correctly.

The Following Steps are Required for a Successful and Profi table Vehicle Inspection Process:• Service advisors need to introduce,

display and offer the “free” mutli-point vehicle inspection report with every customer towards the end of the customer consultation process. Obtaining upfront approvals from your customers will make them feel more comfortable when reviewing the fi ndings with them.

• Service advisors need to apply the inspection process on the customer’s fi rst visit to the service department, which is typically at the 3,000- to 5,000-mile interval range. This will allow the customer to receive “good news,” meaning a lot of green boxes checked off on the inspection report for at least the fi rst three to four service visits. The objective is to have the service advisor build trust and confi dence on each visit, so when it comes time for any additional work to be sold, selling and closing skills become much easier.

• Technicians need to perform a bumper-to-bumper, under-hood and under-vehicle inspection process that includes removal of all four wheels. The technician must correctly detail the inspection report and process the inspection report to the service advisor.

• The service advisor must display and present the inspection report fi ndings to the customer and let the customer decide what needed services they would like to have performed.

• Even when a customer declines needed repairs, provide the customer with a

copy of the inspection report fi ndings and thank them for their business.

What Do Customers Want and Expect?When surveyed, customers indicated when visiting an automobile dealership service department, these are the most important items that they expect in the order of priority:1. Relationship with the service advisor at

the dealership2. Early warning of vehicle maintenance

and repair needs3. Choices on oil changes, brakes and

tires4. One-stop shopping that meets all the

customer needs in a timely manner5. Repairs explained in simple language6. Competitively priced and value added

services7. Concern for their safety and of their

family

How will vehicle inspections impact my service and parts department bottom line?

Gross Profi t PotentialVehicle inspections will create an average of $125 to $375 in additional customer pay parts and labor sales.

Here is an Example: 1. Service department writes 60 repair

orders per day.2. 60 customer vehicles receive a free

inspection, but only 50 percent of your customers approve the needed maintenance or repairs (average - $125) uncovered by the technician during the free inspection process.

3. 30 repair orders X $125 equals additional $3,750 customer parts and labor sales.

4. 240 work days X $3,750 equals an additional $900,000 in annual parts and labor sales.

5. Gross Profi t Margin Average of 40 percent equals $360,000 in annual service and parts gross profi t.

For a free sample of a vehicle inspection report and how to present it, send me an e-mail with “inspection report” in the subject.

Steve LaPenta is a fi xed operations consultant and owner of Dealer Automated Systems, Inc. He can be contacted at 866.652.3968, or by e-mail at [email protected].

Fire YourAdvertising Agency

MarkTewartsts fos ls ms sf fi s


There is a startling way for most dealers to double their business – fi re their advertising agencies. Dealerships spend an enormous

amount of money on advertising for new customers. Unfortunately, often that money is wasted. The money is wasted because the agencies are strictly placing ad dollars in media and doing production. Often, the ad dollars are spent without any knowledge and use of direct response marketing, and the game plan that will be used towards keeping those customers.

Before you spend one dime on getting new customers, try putting a fence around the ones you’ve got. First defi ne who your active and inactive customers are. Your active customers bought from you and service with you. Nationwide, these active customers only account for an average of 19 percent of your total customer base.

Next, identify who your inactive customers are and begin a campaign to make them active. You may send a cycle of three letters with the same theme. Maybe the fi rst letter is something to the effect of “We Miss You,” the second might be “You Must Have Not Gotten Our First Letter,” the third would be “We Are Sending Out a Search Party.”

Each letter would contain a signifi cant reward and bonus if they become your customer again. It’s not enough to sell them every four or six years; we have to create a continual relationship with contact that encourages and creates servicing and purchasing other goods and services.

Don’t spend one more penny toward new customer acquisition until you have designed an ongoing continuity program to keep them active by rewarding them. You can keep those customers by actively designing an ongoing automated contact and reward system. Don’t buy a Business Development System or a Customer Relationship Manager System and

expect this to be a magic button to do this for you.

You must fi rst decide what results you want and work backwards to design the steps to accomplish it. Let’s say that you want to reward your customers and create an ongoing personal relationship. Design a whole year’s worth of contacts based upon a theme or several themes, offers and added value.

Use multiple media to deliver the message, such as postcards, letters, dimensional mail, e-mail, e-mail newsletters, voice broadcasts, free recorded messages, special reports, coupons and others. All the media should have what my colleague Nido Quebin calls “Intentional Congruence.” Each choice of media should feed the other and connect the dots between each other. Each department should intentionally feed the other.

Many dealerships contain four or fi ve different businesses within a business, such as new vehicle sales, used vehicle sales, F&I, service, parts, and body shop. Each department in your dealership should have its own marketing messages, tailored to fi t its unique services. Try breaking your database down into active, inactive, different departments, different make buyers, different model buyers, different year purchases and more. Segment your database and talk to them differently.

It costs seven times the amount of money to

acquire new customers as it does to keep the ones you have. It is also the surest and best way to grow your business exponentially while also insulating your company from so-called bad economies, mistakes from manufacturers and new buyer behaviors and patterns.

When you have designed a system that touches your customer base a minimum of 48 times a year, you can now begin to work on your mass merchandising. Mass merchandising for new customer acquisition is also vital to the health of your company.

I would invite you to think fi rst in ways that cost a lot less dollars. Try creating coupon swaps with other businesses such as dry cleaners, coffee shops, restaurants, car washes, etc. Try creating alliances with other companies where you can do a mailing to each other’s businesses that introduces each other as a trusted source and offers a large inducement to take action.

Think lead generation in your mass media advertising at fi rst. Create a “Free Special Report: Seven Things Everyone Should Know Before They Buy a Vehicle.” Create an e-mail, fax or toll-free telephone line auto-responder system to deliver this report to people who request this from your ads. This will create a two-stage lead generation source that asks potential customers to raise their hand and show interest instead of asking them to make an instant buying decision.

If you use an advertising agency and they are not talking to you about your overall marketing plan that contains elements for your existing customers, lead generation and how to create continuity programs, you should fi re them and get someone who has the correct knowledge of marketing. They should create a plan that creates a healthy and wealthy business for you now and in the future.

Mark Tewart is the president of Tewart Enterprises. He can be contacted at 866.429.6844, or by e-mail [email protected].


Before you spend one dime on getting new customers, try putting a fence around the ones you’ve got.

Make a Plan to Build Customers for Life

PaulLongsts fos ls ms sf fi s

marketing solution

How are you ensuring that the customers you sell will come back for service, then back again for their next vehicle?

On a blank piece of paper, draw a big fi gure “8,” using the whole paper. Now turn it on its side. You’ve got the infi nity sign. Let’s talk about how you keep Customers for Life, or for “infi nity.”

In one of the circles, write “Service,” and in the other write “Sales.” One circle we’ll consider your “Service Cycle,” and in the other is your “Sales Cycle.” On the top of each of the circles, draw a dollar sign ($). Let’s consider these the two points of entry into your dealership, when you actually make money.

Here’s your homework: Around each of the two circles, write what your dealership does in between a customer’s service or sales visits to communicate with them, remind them of

your dealership, and make them feel generally good about their experience.

Here are some examples:• Monthly e-mails or newsletters to

provide information about vehicles and other general interest topics.

• Monthly e-Coupons to help drive traffi c to your fi xed-operations departments.

• Dealer memberships that provide discounts and benefi ts from area merchants, which keeps your name in your customers’ wallets.

• Points programs that ensure frequent visits to your service department and lock customers in to their next vehicle purchase.

• Bonus coupons that drive customers back to fi xed operations once they purchase a vehicle.

The items you write around your fi gure “8” are the very things you should be promoting in your advertising efforts, because this is what differentiates you from your competition. And the things you are doing along the two continuums should feed each other with ongoing service and sales. This is what a loyalty initiative does. If you’re feeding the loyalty machine - great. If you’re not, your customers are likely shopping around.

For argument’s sake, let’s assume you have no loyalty initiatives, or are poorly implementing your current initiatives. The “infi nity grid” is a good place to start. Use this infi nity grid for your planning. Where you see question marks, ask yourself, “what things can I do to keep my customers coming back - time after time?” Will your customers’ experience compel them to tell their friends and family?

When you’ve done your plan, you’re ahead of most dealers. The next step is to invest in executing the plan. Any marketing initiative - especially one where you are building Customers for Life, will require a committed execution plan at all levels of your organization. If you don’t have commitment from the top down to execute your plan, don’t even start it. However, if you do have a well thought-out plan, you’ll defi nitely get buy-in from your people. Then you’ll all be on the road to developing Customers for Life.

For a free “infi nity grid” marketing plan, send me an e-mail or give me a call.

Paul Long is the president of there:member group. He can be can be contacted at 866.630.0221, or by e-mail at [email protected].


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> Scott Haynes, Penske Chevrolet and Honda

‘Breaking the Rules:’To Serve is to Lead

JesseBiter

Even as a young child, I had an innate feeling that it was good to be in charge. I can remember when my fi rst grade teacher would assign

various tasks to the students in the classroom. The job I always wanted was that of “Line Leader,” the most prestigious honor for a six-year old. As I led my classmates to a sloppy joe sandwich at lunch and a rousing game of kickball, my fi rst taste of leadership served as a catalyst for future aspirations.

I’d like to think I’ve learned a few things since elementary school. I am certainly mindful of the importance of quality leadership in an organization, though my thoughts have evolved a bit since my Line Leader days. As a business owner, I am convinced that there is a big difference between being in a “leadership position” and earning a true “position of leadership.”

“But many who are fi rst will be last, and many who are last will be fi rst.”Matthew 19:30

I think most people would agree that poor leadership is a problem that plagues every corner of our civilization. Unfortunately, many government offi cials and corporate executives are far too adept at providing textbook examples of how not to lead. There are countless books and courses that would be happy to take your money in exchange for teaching the latest leadership strategies. But there is one self-help book that has been providing time-tested leadership training for over 2,000 years, free of charge.

The rule is supposed to be that leaders don’t serve and servants don’t lead, so the concept of Servant-Leadership is foreign to many in our society. It’s such a paradox that Jesus continually had to teach it to his disciples and he didn’t stop with spoken lessons. He validated his servant leadership instructions through his actions, even donning a slave’s towel and kneeling before his disciples to wash their feet.

“Whoever wants to become great among you must be your servant and whoever wants to be fi rst must be slave of all. For even the Son of Man did not come to be served, but to serve, and to give His life as a ransom for many.”Mark 10 43:45

As defi ned by the Greenleaf Center for Servant-Leadership (www.greenleaf.org), Servant-Leadership is a practical philosophy

which supports people who choose to serve fi rst, and then lead as a way of expanding service to individuals and institutions. Servant-Leaders are committed to building value-based institutions that contribute to creating a sustainable, just and caring society. They don’t necessarily need to hold formal leadership positions. A true Servant-Leader can answer the call to serve from any level on

an organizational chart.

Although it’s contrary to the conventional wisdom of our society, the premise of Servant-Leadership is sound.

Jesse Biter is the president and CEO of HomeNet, Inc. He can be contacted at 866.239.4049, or by e-mail [email protected].


leadership solution

27march 2007


DebbieAllen

Trigger Enthusiasm for Every Prospect

The key to your success is to raise your own energy and enthusiasm; when you do, people will automatically be attracted to you and

what you have to offer.

Enthusiasm and energy attracts.

You have a tremendous responsibility to your organization to always be ON. When you step into your offi ce, walk into a sales meeting or meet with a customer, you are on stage. Just as an actor walks onto a stage, you need to be ON every time your audience is watching you. Your customers are your audience. They always can tell if you are ON or just acting the part. Your attitude, energy and enthusiasm play out your results. Make every effort to be ON during every moment you actually communicate with your potential customers.

So how do you get ON when you’re feeling OFF? If you fi nd yourself in a slump, it’s a pretty good bet that you put yourself there on your own. Therefore, you can move out of that slump on your own, too.

Emotion is created in the sale by your enthusiasm for what you have to offer. Enthusiasm is contagious, and your positive emotion will be transformed to the prospect. Selling is, and always will be, a conveyance of feeling. If you can get the prospect to feel the same way about your product as you do, they’ll buy it. Greater passion and enthusiasm leads to greater sales – it’s really that simple. You express your passion and enthusiasm by the intensity of your voice, your body language, and your facial expressions. Be aware of these things, and use them as another tool to create more sales.

Effective selling is about creating emotion and ownership in your customer’s mind fi rst.

How can you create energy, enthusiasm and optimism as needed on demand? You create

it by building vividly imagined, meaningful, exciting and worthwhile goals.

Before going to sleep at night, line up the resources, thoughts, ideas, know-how and confi dence you need. You have every reason and right to anticipate successful results.

The belief you have in your vehicles, your service and yourself is what creates enthusiasm. The deeper your belief, the more you believe that what you have is the very best, the greater and more genuine your enthusiasm. When you present yourself as relaxed, energetic and confi dent, your prospects feel that security, too. It enhances trust and makes decision making comfortable.

Motivate yourself to ACTION. Get moving and fi nd something to get excited about everyday. All motivation is really self-motivation. So get motivated. What motivates you? Are you motivated by reading self-help books, by attending a great seminar or simply by calling a friend or family member who brings you back to reality?

Make Optimism a HabitOptimism is massively misunderstood. Most people believe incorrectly that being optimistic means always feeling cheerful, happy and “positive,” never acknowledging adversity, problems or setbacks. This sets up an impossible standard. Certainly, no human can go through life having only positive experiences, and no sales professional can go through life without experiencing set-backs, either.

Why develop optimism as a habit? Because negative habits of blaming undesirable experiences or outcomes actually can make you physically sick. Pessimistic feelings or a “poor me” attitude create the same ill behavior. On the other hand, when you develop the habit of optimistic thoughts and responses, you might not only enhance your emotional well-being, you also might enhance your physical health.

If you don’t enjoy dealing with people and helping them to discover solutions to their problems, then being a successful sales leader is not for you. Your attitude determines your outcome everyday in your business.

Create “I CAN DO IT” optimism habits. You can be inspired and motivated to seek new opportunities, to correct your course, and to rise above any sales frustration. You make this choice. No one makes it for you. Follow these steps to build your optimism:

Four Steps to Developing Optimistic Habits1. Care about something passionately

and make it part of your everyday life. What inspires you, motivates you and makes you happiest?

2. Get excited about what you are selling and share with sincere enthusiasm. Feel the joy and the difference you make by offering value to your customers.

3. Enjoy life to the max and create a life balance that brings you peace and tranquility. Relieve stress by spending time in nature or through daily meditation.

4. See life as a kid would see it. Keep on learning, growing and enjoying.

Enthusiasm can give you the energy you need to take action. It motivates everyone around you, your sales team, your customers and your business associates. Enthusiasm often can carry you far beyond any talent or skill you may be lacking because enthusiasm is contagious. It shows that you are exciting and open to learning more. It is a sincere positive attitude fl owing out of you. Others naturally gravitate to this kind of energy.

Debbie Allen is an author and professional speaker. She can be contacted at866.467.4104, or by e-mail [email protected].



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BDC - Hiring andKeeping the Right People

SamanthaShaw

It goes without saying that your BDC will only be as good as those representatives working in the

department. However, such a simple concept can often go overlooked. Very often, the BDC is fi lled with phone operators instead of sales people. Filling the room with bodies to answer the phone will not be successful. When arriving at Hillside Honda a year ago, I knew fi nding and keeping the right people would be my biggest challenge. Once I found the right mix of people, it was important that I kept them motivated and enjoying what they did.

A common practice used by other dealerships when trying to hire BDC representatives is

“tricking” them into the position, placing ads for receptionist and focusing more on phone skills. I take the opposite approach. It’s not phone skills that I’m looking for, but rather people skills and sales experience. When placing an ad for the position I make sure to mention sales. I’m looking for someone who has the desire to get into sales and work in the car business. Someone who sees sales and says, “Yes, that’s for me,” as opposed to setting them up for the interview and explaining to them that there is some interaction with customers. In my experience, I have found more of the right people by hiring this way. While it is more of a challenge to get people to respond to the ad, I would rather pick through a group of 10 to 15 candidates that want to do exactly what the job entails than 30 to 40 people who are

surprised at the idea of sales.

At the beginning of my career, I got into the habit of hiring people right on the spot - people who I thought would be perfect for the job. I would begin training

them, but they would lose all the energy and charisma they had on the fi rst interview. After learning that lesson the hard way, I now have a few rigorous interviews. I try to narrow my selection down to three or four candidates. I bring them all back in for a script reading. As a group, I teach them a part of the script and role play with them. I am not looking for them to perfect the script. Instead, it is an opportunity for me to see more of their personality and see how they can think on their toes. It’s their ability to be witty and think outside of the box that will truly make them a superstar. I can teach them the scripts inside and out, but when your personality can come through on the phones and the customers like you, that is when a successful call happens. I will throw different scenarios at them, different objections they will face over the phone, knowing I will not get the response I am looking for. I want to see how far they are willing to go, or if they just throw in the towel when it becomes too challenging. This practice has allowed me to fi nd the right people and in the long run, saved me time and energy.

Once the right candidate has been chosen, it is time to train them. Training is absolutely the most important part of my job. It is up to

1. Hillside Honda BDC Representatives Lee Wong, Leann Reynolds, Danielle Ginochio and Sunny Haque

2. Samantha Shaw, Sales and Internet Development Manager, with Joe Shuster the General Manager

3. Interior photo of Hillside Honda, Queens, NY


leadership solution

31march 2007

me to give them all the tools they need to be successful. Before getting on the phone, they will be trained on the scripts and the product for at least a week. The idea of “winging” a call does not work. Although in this business the idea of “throwing them into the fi re” to see how they do happens often, I don’t believe in that philosophy. We role play one-on-one with all the various scripts for as long as it takes for them to be comfortable. They will also spend some time on the showroom fl oor going through the vehicles and doing walk arounds with the sales consultants. I think it is important for them to have a good understanding of the vehicles.

Once they are comfortable with the scripts they are trained on our CRM. A representative comes to our store once a month. This allows the new reps to be trained properly on the system. Before getting on the phones, I have them shadow for a day with one of our top reps just to see the fl ow of the day. After all this, they are ready to get on the phones and start making money. Of course, the training does not stop there. I sit with them for the fi rst few days and go through every call with them. I know the more time and energy I give my representative, the better the results would be.

Being on the phones for at least eight hours a day is not an easy job; it takes the right kind of person to remain motivated while doing this. Bonuses are one of the ways to keep the group motivated. Also working towards a different goal everyday helps the job remain exciting. It can be something simple, such as “power hours,” where we take two hours out of the day after lunch, when a boost

of energy is needed, and give a bonus to whoever can set the most appointments. This gets everyone working very hard. Sometimes it’s the little things that can make a world of difference.

I’m also a big supporter of group bonuses. This makes the room work as a team together. If one rep can’t close the customer, then another rep will get on the phone to help. It is my goal to see the room work as one team all the time, and the idea of group bonuses certainly helps. Setting weekend appointments provides an opportunity for this. I start to track weekend appointments either Wednesday night or Thursday morning to assure we have a solid weekend push. As a room, we have a certain number we are all working towards. A little healthy competitiveness keeps them very focused and motivated, as well. Every month there is an extra bonus given to the top producer. When they are all very close in numbers, they all give an extra little push to try and achieve the No. 1 spot. I put a lot of emphasis on this spot, because they feed off of my energy for this.

With these few simple practices, I have noticed a huge improvement in the quality of the reps we have and keep. The biggest challenge a leader has is hiring and keeping the right people for the job. When I invest the time in the beginning, it pays off completely in the end.

Samantha Shaw is the sales and Internet development manager for Hillside Honda, located in Queens, New York. She can be contacted at 866.467.4105, or by e-mail at [email protected].

The biggest challenge a leader has is hiring and keeping the right people for the job. When I invest the time in the beginning, it pays off completelyin the end.

SEM Strategies to Deliver Consumers to Your Door

DavidReevests fos ls ms sf fi s

marketing solution

Today, a search for an auto dealership in Boise, Idaho, is as easy as typing “Boise auto dealer” in Google or Yahoo!, thanks to

keyword-based search engine marketing (SEM).

It was just seven short years ago that keyword-based search marketing, or Pay-Per-Click (PPC) as it’s commonly known, reinvented the fl edgling Internet industry and the way retailers attracted shoppers to their business. Then, in 2003, Overture (now Yahoo! Search Marketing) and Google developed advertising programs in which local businesses could bid on keywords relevant to their Web site in an auction-style environment with keywords priced according to their relevance and popularity.

If You Build It, They Will ComeThe network of search engines that make up the online local marketplace has become as relevant as newspapers and yellow pages as a source for local advertising because the consumers demand it. Nielsen//NetRatings, global leader in Internet media and market research, reports in the U.S. there are 5.1 billion monthly searches. According to comScore Networks, a leading Information Technology data measurement fi rm, nearly 849 million local commerce-driven searches occurred in the United States in July 2006 alone.

The automotive industry is well aware of the benefi ts of advertising on the Internet. A Washington Post and Nielsen//NetRatings 2003 survey suggests that 90 percent of affl uent adults consult the Internet prior to making a car purchase decision. In addition, an August 2006 Nielsen//NetRatings and WebVisible survey of people that use search engines to search for local services suggests that automotive services, such as repair, make up 32 percent of commonly searched service subjects.

Based on this data, it is clear that the Internet has a powerful infl uence on auto sales, but is your dealership aware of all the options available to you when developing a competitive online advertising strategy? Are you spending too much, or too little? Have you hired additional staff to manage your online advertising? Or have you hired an agency or professional to manage your PPC budget for you?

Is Online Advertising SwallowingYour Profi ts? According to a November 2006 report by the e-commerce consultants, the e-Tailing Group, the burden of self-managing a search engine marketing strategy is time-consuming and costly:

• 99 percent of those that manage PPC campaigns in-house have three or fewer people managing the process.

• One-third of businesses spend 21 or more hours per week managing PPC campaigns, and another third spend fi ve or fewer hours per week.

• 40 percent of the respondents reported that they manage more than 5,000 keywords. To accomplish the task, 59 percent manage internally, 18 percent outsource and 24 percent use a combination of internal and outsourced solutions.

If this sounds expensive and draining on personnel resources, you may be right. Factor in the salary of a person who spends “21 hours or more” managing your PPC account into the cost of your keyword values, and you have yourself one very expensive advertising strategy.

“It is clear that merchants see value in this marketing method,” said Lauren Freedman, president of the e-Tailing Group. “However, resource constraints plus limited time availability and skilled personnel to dedicate to Pay-Per-Click were frustrations.”

Consider that a software solution may be an effective way to save time and money on your dealership’s search engine marketing strategies. To avoid hiring high-priced personnel with knowledge of search engine marketing strategies or technology know-how, many local businesses are looking to technology-based services to manage their online advertising strategies.

“Small businesses are increasingly interested in leveraging this powerful new advertising channel to drive quality Web traffi c but often don’t have the time or technical know-how to launch and manage a successful campaign on their own,” said Judy Hackett, Chief Marketing Offi cer for Web.com, an Atlanta-based search engine marketing services provider. “Managed service is a highly cost-effective alternative that takes the time and

guesswork out of the process because the service provider will defi ne the keywords, manage bids across multiple campaigns, and deliver reports showing campaign success. Because results are guaranteed, it truly is one of the most cost-effective marketing programs available today.”

Local businesses around the world are choosing to cut through the complexities of search engine marketing by looking to technology providers for solutions. In a typical scenario, a fl at fee starting at $35 a month allows advertisers to distribute their ads across a network of search engines such as Google and Yahoo! plus Ask.com, MSN and AOL. Most providers automate the keyword buying process using an artifi cial intelligence gleaned from its deep databases of knowledge, driving local consumer traffi c to your Web site with professionally written, targeted advertisements.

So, what are the benefi ts of a software-powered solution versus going it alone?

• It requires no additional staff to manage the account.

• It includes written advertising copy and keyword selection at no additional charge.

• Clicks to the advertiser’s Web site are sold in “click” packages for a fi xed, monthly cost across an annual contract.

• PPC packages are guaranteed to deliver the clicks that you ordered.

• Advertisers get the benefi t of a search engine network that reaches more than 95 percent of Internet users.

In today’s online economy, local Internet advertising is a must to attract your target buyers. With the right blend of exposure and compelling content, you’ll not only get their attention, but convince them to come to you for their automotive needs.

David Reeve is marketing manager for WebVisible.com. He can be contacted at 866.469.9636, or by e-mail [email protected].


1. Gather suffi cient information about the vehicle early on during the investigating step so your manager can get a ballpark value,

which will help you make decisions about how to work the deal. At a minimum, you need make, model, year, trim level and amount owed.

2. During your investigating step, plant seeds of doubt about the value of the prospect’s vehicle. For example, if someone is trading a large vehicle, you might mention casually, “The resale market for these vehicles has really taken a hit lately because of the high gas prices.”

3. Sometimes a prospect will ask you to appraise the trade too early in the sales process: “Mr. Sales Person, why don’t you get a number on my car while I’m out test driving.” Once you formally appraise a prospect’s vehicle, he will expect a fi rm number. So don’t accept keys or registration until the closing step, after you have gained commitment to purchase the vehicle if the price fi ts his budget.

4. Any time you speak of the value of a used car or trade, use the phrase “Current Market Value.” CMV is better than “Trade allowance,” “Asking price” or “List price,” because talking about the market lends an external, objective credibility to the validity of your number. If someone asks you how much your “asking price” is for a vehicle, respond, “Current market value is $19,000.”

5. Before asking your manager to appraise a car, make sure you explain to your prospect

Eight Keys toHandling Trade-Ins

JeffMorrillsts fos ls ms sf fi s


how the trade’s Current Market Value is determined. “We analyze the condition of the car, use professional subscription-based auction data, and consult with our full-time buyer who is at the auction daily.” The better you convince the prospect that your fi gure is scientifi c, the less likely he is to drive to another dealership in search of another opinion.

6. Some people develop a signifi cant affection for their cars. Perhaps the car took them to the prom or belonged to a recently deceased spouse. So be gentle when speaking about the condition of the vehicle. At the same time, you need to explain to prospects that the personal value they might associate with a car does not translate into cash value. “At the auction, no one will know how much you loved the car. It’s just another old car.”

Also helpful are phrases such as “Your car has really served you well,” and “Your car doesn’t owe you much, does it?” and “Wow, 150,000 miles - you really got your money’s worth out of that car.” If you can show the prospect that they extracted all the value from the car, they’ll expect less money from you.

7. Often, prospects will try to sell you on the value of their car by listing recent repairs (such as replacing the battery). You need to remind them that they have maintained but not increased the value. After all, a car needs to start, doesn’t it? Ask them how much they’ve spent in repairs in the last year. If they’ve spent $1,000, that’s almost a hundred dollars per month that they’ll save when they buy a new car. This makes a great close later if they have concerns about payment. “It’s true that your payment is going up a little. But repair costs that are currently running you close to a hundred dollars a month will go to zero. You can enjoy a newer, safer, nicer car, and your cost of ownership is actually going down.”

8. When prospects want to trade vehicles worth little or nothing, encourage them to donate them. They’ll receive a minimum $500 federal tax deduction, they’ll benefi t a charity, and you’ll eliminate trade objections or the need to overallow.

Jeff Morrill is co-owner of Planet Subaru in Hanover, Mass., and Planet Chrysler Jeep Dodge in Franklin, Mass. He can be contacted at 866.872.8699, or by e-mail at [email protected].


The better you convince the prospect that your fi gure is scientifi c, the less likely he is to drive to another dealership in search of another opinion.

Do It Right Fromthe Beginning

EricMélon

According to NADA, it costs the average dealership profi ts of at least $30,000 for each sales person that

doesn’t make it. Training is key to making sure that your sales staff successfully achieves their goals, and your goals.

Video series are a great training tool, but if you are going to train your sales people using this method, here are fi ve key steps to use in order to optimize the results:

1. All of the Managers Must Watch Videos: When management has watched the

training they will be able to answer specifi c questions sales people have and discuss what they have seen.

2. Watch the Tapes With Your New Hires for a Maximum of 15 Minutes:

Stop the tape, talk about what they have learned from that specifi c segment, how and when they should use it in the selling process and how they might role play that situation. For people to really understand something, they have to be able to repeat it out loud three times without making a mistake. If the person makes a mistake, have them begin again. This philosophy will give you outstanding results.

3. Have the People You are Training Share Their Own Experience:

Discuss how this section of the training could have improved their past experience as a consumer.

4. Constantly Remind the Staff: Customers will make the decision

to purchase a vehicle mainly on the experience they have at the dealership.

5. Engage Your Sales Staff in the Training Process:

Give them a list of several realistic objections. Ask each trainee to write down what they would say to overcome the specifi c objections. After each has come up with answers to the assignment, split the trainees into small groups. It is the responsibility of each individual in that team to do their very best to convince the other people in their group why they should use their answer. It is amazing to watch the level of involvement you will get and at the same time everybody gets to hear fi ve or six different ways of handling a specifi c objection. At the end of the session, share with them as their manager some of your favorite ways to handle the same objections.



35march 2007

Customers are clear about what they expect from a sales department:1. To deal with sales people interested in

satisfying their needs.

2. To be treated respectfully during the sales process.

3. To deal with sales people who guide them through the sales process, and help them make an informed decision.

4. To talk to a sales person that actually knows more about their product than they do.

The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.

-William Arthur Ward

You have a choice.

Eric Mélon is the vice president of First Dealer Resources LLC and corporate trainer for Millennium Automotive Protection. He can be contacted at 866.652.3969, or by e-mail [email protected].


DeliaPassi

Start With a Solid Impression: The Handshake, Defi ned



Since ancient times the handshake has been a sign of one’s character and strength as an overall human being. While it was once used

to ensure that each party engaging in the shake came bearing no weapons and meant no harm, its meaning has evolved. The handshake serves to symbolize greeting, initiate contact in physical form and establish the beginnings of a rapport between two individuals. You want yours to emanate potency, while at the same time, showing that you are welcoming, trustworthy and, most importantly, respectful. The handshake has become an important factor when conducting business, so yours needs to speak volumes about you.

Technology provides for many individuals to conduct business without face-to-face communication, however, when the time comes, you need to be ready for the physical interaction. You need to be ready for handshake gaffes, and then ready to recover if you fumble. While the handshake may seem like the simplest part of conducting business, if your handshake upsets the equilibrium of the encounter, you cannot even think about the deal, sale, interview, etc.

Are Handshakes That Important?Of course they are. Studies even show that people are much more likely to remember someone whose hand they shook, compared to someone whom they did not. The handshake serves as a connection beyond “hello” and “nice to meet you.”

The function of the handshake is to give someone insight to your character in relation to your competence. You didn’t think it was that deep, did you? Well, it gets even deeper. A strong hand shake is interpreted as determination and persistence, while a limp handshake signifi es lack of self confi dence and radiates weakness.

It is said that a relationship is established within the fi rst four seconds of contact with another. This means your fi rst few seconds, and handshake, are critical to the development

of a solid foundation.

So, what if you are shaking a woman’s hand? You would be surprised how many women are turned off from the get-go by a bad handshake. Women actually want a shake that says, “I regard you as an equal,” “I respect you as a decision maker.” Too often, from men and women, females receive an overpowering shake that says, “I’ve got the situation under control,” or a careless one that says, “Do I have to even bother?”

A good handshake technique can change your life. It gets things going on the right track, and you need that to establish the right foundation with women customers.

Review Your Own Handshake Styleand Ask Yourself:

• Does your hand sit solidly in his/her hand - not all over it, or part way there? (Some women are okay with the other hand folded over in a hand-shake, but only if it is genuine, and even then, if you can sense that she will be comfortable with it. When in doubt, don’t do it.)

• Does the base between your thumb and index fi nger fi t comfortably with his/hers? You should never shake his/her fi ngertips.

• Do you hold his/her hand fi rmly, but not too tight? Squeezing can make you come off as grasping or insensitive.

• Do you shake earnestly and confi dently, but moderately? It is hard to have confi dence in someone who has a wimpy handshake, and no one – especially not a female customer – likes to feel overpowered.

Five Steps to Follow Before a Handshake Begins:1. Always stand. If you are sitting, you

should stand before shaking another’s hand as a sign of respect, showing that one party is not superior to another.

2. You should always step or lean forward to meet the other person halfway. Both parties are expected to put some effort into the gesture.

3. Eye contact is essential. You want to show competence in your entire body, starting with the eyes, also known as the window to your soul.

4. Smile, or have a pleasant look to ensure that your “partner” feels welcome and not intimidated by you.

5. Engage in a greeting such as “My name is , nice to meet you.” Also repeat the other person’s name. Not only do people like hearing their own name pronounced, but it will also seal the deal with your memory.

Common Handshake Errors:What if you are greeting two or more people at a given moment in time? Simple. Proper etiquette says that you shake the hand of the person who is closest to you, which ensures that you are never reaching across someone to get to someone else.

Always be aware and conscious that some people, due to religious or cultural reasons, do not shake hands with members of the opposite sex. If you try to initiate a handshake that seems unwelcome, simply drop your hand, being sure to never reach for someone else’s hand. Also, if a person does not have a right hand, or has a physical disability, extend your left hand. In the case of a hand that has just been sneezed into, it is all right to acknowledge the sneeze (a simple “bless you” will do) and reach for the left hand. If you have a dirty hand, simply let the other person know the reason for which you will not be shaking their hand. They will respect you more for telling them, rather than creating an awkward moment. Be sure that you always make an effort to shake someone’s hand, to show that your respect is not lacking.

So there you have it. You are now an offi cial pro and ready to conquer business with a solid handshaking base.

Delia Passi is the president and CEO at MedeliaCommunications. She can be contacted at 866.883.4953, or by e-mail at [email protected].

800.861.5461 www.jandlmarketing.com

J&L Marketing knows that every dealership reaches it’s potential in a diff erent way. Th at is why we off er three diff erent roads to success - all with intense benefi ts!

1Events

Case Study: Missouri Chevrolet Dealership

• 3-Day, high impact sales promotion (no outside sales teams).

• As an appreciation of past business, previous customers were invited

to the dealership to take advantage of year-end savings.

• Dynamic website created for each customer.

• Increased response rate

• Gathered valuable data for future mailings

• Built credibility and provided additional information

• Produced instant internet leads with qualifying

information

• E-mail blast

• Increased response rate

7,500 mailed

93 respondents (1.24% during three days)24 sold (25.81% during three days)

Numbers do not include additional responses and number of vehicles sold from the

Internet and phone prior to event dates.

Contact one of our Business Growth Strategist at 800.861.5461 to discuss how each of these programs and others can be used in your dealership to produce amazing results!

23

Weekly Campaigns

Hybrid Events

Case Study: Pennsylvania Hyundai Dealership

• Appointment-based sales strategy where customers call to set a

60- minute presentation with a member of the sales team.


• Allowed customers to schedule appointments on their own

time, increasing response rates

• Built database with customer information for future

mailings

• Produced instant internet leads with qualifying information

• Drives quality appointments into the dealership during the slowest

times of the week.

1,501 mailed

25 respondents (1.67%)10 sold (40%)

• Pre-registration program for previous customers that utilized direct

mail and personalized dynamic websites.


• Captured customer’s buying interests

• Follow-up postcard

• Used as a reminder to customer of appointment.

• Follow-up 3D mailer

• Used as a reminder to customer of appointment.

• HTML E-mail confi rmations

• Used to repeat customer’s information back to them

and remind them of appointment.

11,267 mailed

108 respondents (.96% during three days)21 sold directly from mail piece, prior to event date (19.44%)60 sold during event dates (55.56%)81 total sold, not including follow-up

Case Study: Tennessee Honda Dealership

John Lennon once wrote a beautiful song. It is called “Imagine.” Please do that for a couple of minutes.

Just imagine – imagine you could deal with a direct mail company that was the best in the world.

Imagine that this direct mail company was so good that:

• It was able to pinpoint at the touch of a button exactly what produces the highest response, the most traffi c

and the most sales for your dealership. More importantly, it could pinpoint what does not work (I mean

know exactly what does not work) so you could remove “the unsuccessful elements” from all your ads.

• It took this information and invested more time researching your advertisements (what works and what

does not) so you produced more consistent results and did NOT just watch your return on investment

decline with every promotion.

• It attracted buyers – NOT a bunch of “Gift Seekers.”

• It created a process to guarantee your sales staff talks to the most motivated buyers thus assuring their

attitude was always positive. Because of this, they maximized their potential and sold more cars.

And fi nally, imagine the company was so good that:

• It increased your showroom traffi c by 50%! Th at’s right, this incredible new program was run through

two years’ worth of pilot tests with various dealers around the United States.

Well, IF there was a company that did that, it would make sense to use them, wouldn’t it? Or at least hear what they

have to say, right?

Th ere is one. And it’s called J&L Marketing.

Call Sarah Amburn now at 800.861.5461 or e-mail her at [email protected] to fi nd out more about

this exciting new program.

Sincerely,

Scott T. Joseph

President

P.S. We are so confi dent you will see the value in this program we are willing to pay you $100 on the spot just

for scheduling an appointment with one of our Business Growth Strategists. Call Sarah Amburn now at

800.861.5461 or e-mail her at [email protected] for more details.

Increase Your Showroom Traffi c By 50%!

move the crowd. crush the competition. count the money.

We are so confi dent in this incredibly profi table traffi c-producing strategy - we will pay you $100 just to see it!


MichaelYork

“It’s a numbers game….” Ever hear that one?

Delivery truck driver or hair stylist or sales

man could each say the same thing. It’s all about the numbers. But in none of these cases would it be the truth.

Fact is, numbers are a part of every game. It’s how we keep score. But in the profession of selling, it’s so much more than just a numbers game.

Most would have you think it’s all about the numbers. See more, be more and make more. Remember, our goal is not just the common and ordinary, but thinking differently and uncommon execution. If that were true, then we could go out back with 10,000 balls and in a few days you’d be Tiger Woods or the next Babe Ruth. We both know how ridiculous it is to think that simply hitting more balls makes you a better hitter.

And it’s just as ridiculous to think that making more calls makes you a better selling professional. Whether it’s 10,000 balls or 10,000 calls, the real improvement is in the individual and their performance.

That’s the YOU equation. Sure, the numbers make up a big part of that equation, but not in the way most people think. The performance is not just in the numbers, but in the “HOW.” It’s in the approach you take to becoming better as a performer.

How did Peyton Manning become a world-class Super Bowl Champion quarterback? Just by throwing lots of balls, day after day? That’s what some of his teammates, his opponents, the rest of quarterbacks in the league, and lots of players who didn’t make it into the league have done, so that can’t be the answer.

We hear players called “students of the game,” and that gives us a big clue to becoming one of the best in any game. THINKING. Thinking and studying your game with a purpose, with a focus on becoming better at your position is how you rise to greatness, improving in how you deliver in your position, and how you contribute to the team.

In his book “Good to Great,” Jim Collins

calls it:“What you can do potentially better than anyone else?”

How do you individually feel about your position? Good or great? How do you feel about the kind of contribution you make to the team? Is it your best effort? Your best performance?

Are you a student of the game? A student of the opponents you’ll face this week and how you can best win? Are you a competitor, or are you just relying on numbers or experience to get you through the next at bat? How are you preparing to win? How do your customers feel about your performance?

And then, there’s the law of averages - The Numbers Game, Part 2.

The law of averages says that for any “average” calculated, there must be both a low number (or under-performance), and a higher number (or over and above typical or predictable achievement).

So, which one are you? Chances are you are both. Every performer has highs and lows. Every home run hitter strikes out. Every winning QB throws touchdowns and incompletions and interceptions. But not every player can be counted on to come through with the big hit or the big TD in the clutch.

What’s your reputation? Is there a confi dence, spoken or unspoken, throughout the team that when you step up (“Hey, it’s Peyton…we’re gonna win this one.”)? Or does the team hang their head knowing that the “law of averages” is not in their favor if winning rests on your shoulders? If it’s the end of the month, and we need someone to come through, chances are, it’s not you? Why not? Or why not change it?

The magnifi cent games of skill need top performers, whether it’s golf, football or selling. Develop the skills and commitment to becoming one of the best and be known as a top performer. To become someone that the team counts on, and has confi dence in, to deliver.

Let this be an encouragement to each of you, to keep going. And let this be a congratulations to many of you, for raising the bar on your expectations.

Congratulations for raising the level of your commitment. Congratulations for raising the level of your performance and your production. And congratulations for raising your status in the eyes of your managers and your teammates and your customers.

Big is available. Not everyone can be Tiger Woods or Peyton Manning, but anyone can become a student of the game and raise your personal level of performance.

It’s not just a “numbers game” but there are numbers that get us excited - trends, indicators, movement, improvement, percentages - they all tell a story. The excitement of a story builds, when the numbers show a momentum - an “above average” performance - against the industry and against the competition and yes, even against ourselves.

While many would have us be judged on “results,” we fi rst have to look for evidence. Before radical results can occur, there must be a trend of evidence - that good things are happening, that performances are improving, that individuals are responding, and the numbers are changing…for the better.

Ask the question to each individual on your team, “How’s the becoming going?”

As we hit the fi rst turn of a brand new year, take some time to review what you are doing, and how you’re doing it. Ask yourself, “What have I learned and how am I applying it?”

Schedule some time with your manager or leader to talk about what you could be doing to improve your performance, and your reputation as a performer.

The marketplace will notice, and pay you well for it.

Want a few more NEW ideas? If you’d like my short list on a NEW YEAR for a NEW YOU e-mail me at the address below.

Michael York is an author and professional speaker. He can be contacted at 800.668.5015, or by e-mail [email protected].

The Magnifi centGame of Skill




TonyDupaquiersts fos ls ms sf fi s

f&i solution

Advice From the Strongest Closer in the Store

Is it easier to generate more customers than it is to train sales people to close more deals?

Try involving the business managers in training sessions because they possess many skills that will help sales people sell more cars, such as:

Communication Skills Talk to the sales people about the importance of verbal and non-verbal communication, especially during negotiations. Demonstrate how to match and mirror the customer’s rate of speech, and stress the need for speaking in a calm tone of voice. Another key aspect of non-verbal communication is looking at customers in the eye, as this demonstrates trustworthiness and confi dence.

Always Looking for theOpportunity to Close Just as a business manager asks trial closing questions during the presentation, sales people need to ask trial-closing questions during their walk-around presentations. Show the sales people a trial close that has a high success rate. A good example is, “Can you see how that would benefi t you?”

Asking for the CloseA close should always come in the form of a

statement. A great close for sales people is, “Give me your OK right here, and I will fi nish up the paperwork.” If a dealership utilizes a sales menu, the same assumptive close that business managers use will work, “Go ahead and pick one of these programs that works best for you.” Giving a statement instead of a asking a question dramatically increases a sales person’s closing percentage.

Knowing the Difference Between Objections or QuestionsWhen a customer asks a question, always answer the question, and then follow up by asking another question. Teach the sales staff how to answer the question they hear most often: “What is your interest rate?” The reply to this should be, “Our average rate is 7.85 percent. Do you have any other questions?” Sales people sometimes have the tendency to make up a story or answer, which will ruin any credibility they have with a customer.

Giving EndorsementsTell the sales people the specifi c endorsement that should be given, and then role play with them to ensure compliance. Depending on the process used, a business manager may not want an endorsement from the sales person. However, when an endorsement is used, a sales person has the most success endorsing a vehicle service contract (VSC). The best time to give the endorsement is during the

walkaround presentation when reviewing the limited manufacturer’s warranty: “This vehicle has a three-year, 36,000-mile limited factory warranty and a fi ve-year, 100,000-mile powertrain warranty. I recommend the program that gives you full coverage for the entire 100,000 miles.” Traditionally customers react by giving a statement of agreement. If a sales person asks this question, and the customer agrees, it allows the business manager to say to the customer, “I understand you told the sales person you are interested in the coverage that covers your vehicle for 100,000 miles.” This makes it the customer’s idea to investigate a VSC.

Educate the sales team on the importance of every customer seeing the business manager at the time of commitment. Educate the sales staff on the benefi ts the business offi ce offers customers and how they benefi t the sales staff as well.

Tony Dupaquier is the director of F&I Training for the Automotive Training Academy. He can be contacted at 866.856.6754, or by e-mail at [email protected].

We need them. They need us. We need you.

It’s that simple.

®

®

43march 2007

SeanWolfi ngton

May I Wash Your FeetMay I Wash Your Feetsts fos ls ms sf fi s

leadership solution

Leadership is not a position, but a choice. Each of us has the ability to infl uence others. Leadership is the choice to utilize

one’s abilities to infl uence the thoughts and actions of others in order to motivate progression from existing circumstances to a higher standard. Most often, we assume that progress is measured in tangible results, such as increased sales, or higher profi ts. These are important byproducts of good leadership, but the greatest measure of a true leader is the level of transformation that takes place interiorly within the individuals he or she is infl uencing. Those individuals in leadership roles who genuinely care about the well-being of their fellow colleagues are leading to serve. On the other hand, there are individuals who reach out to others by simply sharing their gifts and thus, by virtue, are serving to lead.

The concept of servant leadership dates back over 2,000 years to the time of Jesus. On the night before He died, Jesus took a

towel, knelt before His disciples and washed their feet. He then instructed them that they must do the same for each other. In other words, they were taught to fi rst seek to serve each other in order to become true leaders. Wikepedia.com adds the following with regard to servant leadership: “It differs from other leadership approaches by eschewing the common top-down hierarchical style, and instead emphasizing collaboration, trust, empathy and the ethical use of power. At heart, the individual is a servant fi rst, making the conscious decision to lead; his drive is to lead because he wants to serve better, not because he desires increased power. The objective is to enhance the growth of individuals in the organization and increase teamwork and personal involvement.” Just imagine the impact that servant leadership could make throughout your dealership. Colleagues thriving not only on serving each other, but serving the customer as well.

We are not all born with extraordinary talents that catapult us into leadership positions, but we are all born with the ability to serve

one another. We live in a world of perpetual interconnection, especially in the retail automotive industry where innovation thrusts us into the dynamic information transport called Internet marketing. Serving each other - by doing whatever we can, whenever we can, however we can - within our own circle of colleagues is enough to make a difference. As more and more people are touched and affected by the progression of the concept, it will spread further and deeper, reaching more and more recipients who will be given the gift of understanding.

As we come to more fully understand the power of love and the need to serve those people who have been placed in our lives, may we have the moral courage to live a life that exemplifi es the expression, “May I wash your feet?”

Sean Wolfi ngton is the general manager of BZResults.com, an ADP Company. He can be contacted at 866.802.5753, or by e-mail at swolfi [email protected].


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How We Generated 14,792 Internet Leads How We Generated 14,792 Internet Leads Using Landing Pages and Microsites Using Landing Pages and Microsites

Within this phenomenon we call eCommerce, there exists many different facets of technology that can enhance the probability

of attaining a desired marketing goal. With all of the hype surrounding your dealership’s quest to have a presence on the Internet in order to attract the consumers’ initial click, there needs

to be an equal amount of attention and energy placed toward the post-click experience. What follows after the initial click of the consumer is what determines whether the consumer becomes a customer. It is imperative to create a positive and meaningful interaction that will lead the consumer into the desired action.

Whenever you execute a Pay Per Click campaign, you need to provide a path for

the consumer to follow and access. The page where prospects land when they are linked from your banner to another site is called a “landing page” or a microsite. Landing pages and microsites are not just another page on your Web site, but exist only for the purpose of giving your dealership an effective way to deliver the specifi c information that your prospect is seeking through a highly robust medium in order to convert traffi c into qualifi ed leads. Microsites and landing pages require minimal investment and can increase the ROI of many online marketing mediums. A landing page or microsite used in combination with a carefully planned PPC marketing campaign is an effective way to market promotions or specials. Since implementing this strategy, our eCommerce Team at Courtesy Chevrolet has had an awesome year. During 2006 we have generated 14,792 search engine related leads using landing pages and microsites; closed in excess of 1,070 Internet sales at a closing ratio of 7.27 percent; generated a cost per lead of less than $10 and a super low cost per sale of $135.

By designing and creating custom microsites and landing pages to entice consumer participation, your online marketing campaigns will produce improved results. Effective and specifi cally created landing pages or microsites will:• Eliminate confusion of your prospect

having to navigate through your entire Web site to fi nd the information

• Capture the prospect with creative and effective graphics and title words

• Build credibility and trust that will persuade the prospect to take the desired action

• Improve conversion rates• Allow integration of offl ine and online

campaigns• Measure the results and effectiveness of

campaigns

What happens after the click matters. Our PPC campaigns at Courtesy Chevrolet now include effective, well-designed landing pages and/or microsites that enhance the user experience and convert consumers into customers. We utilize our powerful CRM tool to handle all of our automated processes including real-time responses to microsite/landing page leads. We realize that it’s the overall system that creates lasting relationships with our consumers.

Ralph Paglia is the CRM/eBusiness director at Courtesy Chevrolet. He can be contacted at 866.883.9250, or by e-mail at [email protected].


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