1. LEAD MANAGEMENT PROCESS IMPROVEMENT & IMPLEMENTATION
Results Focused eBusiness Workshops ATTRACT INTERACT RESPOND SELL
SERVICE RETAIN Professional Development Programs for Dealerships
and their Management teams designed to build the understanding,
knowledge, skill sets and expertise required for success in todays
eBusiness dealership environment. Designed and facilitated by TAS
Certified Catalysts from Reynolds Consulting Services to supplement
and leverage AHM eBusiness Programs, TAS Strategy provides dealers
with process improvement solutions proven to increase sales.
2. Copyright 2005 Ralph Paglia - All Rights Reserved Lead
Management Process Process Improvement Implementation A T T R A C T
I N T E R A C T R E S P O N D S E L L S E R V I C E R E T A I N
11/2/2003 1:38 PM 2 Lead Management Process Seminar Winning On The
Web MISSION: To supply dealers with the knowledge and understanding
of specific tasks and skill sets needed to improve their Internet
closing ratios, improve their response quality to customers, and
meet customer expectations for the Honda and Acura brands. Intro
Video
3. Copyright 2005 Ralph Paglia - All Rights Reserved Lead
Management Process Process Improvement Implementation A T T R A C T
I N T E R A C T R E S P O N D S E L L S E R V I C E R E T A I N
11/2/2003 1:38 PM 3 Please Silence Your Mobile Phones Breaks Are
limited to 15 Minutes, and Lunch is 45 Minutes Please Return To The
Class Promptly at the End of Each Break or Lunch If You Return from
a Break Late, You Must Read the next section out loud (real loud!)
to the class Locations of Restrooms and Break Area For Everyones
Benefit
4. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
ReservedThursday, January 29, 2015 4 Winning On The Web Approach
& Content based on 2 Key Resources: 1. The Best Practices that
have been documented and gathered from dealers who consistently
sustain the highest Sales Closing Ratios 2. Market Research focused
on thousands of sold customers resulting from shoppers submitting
leads Then, back-tracking those Internet Leads to analyze and
categorize the specific dealer responses and actions that
correlated with a sale
5. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved Define eBusiness Success in
your Dealership Business Case for LMP Improvement: The Facts
Recruiting, Hiring & Training ISM's: Who Gets Results? Job
Descriptions & Pay Plans; Driving Process Execution &
Results Performance Accountability; Proven Management Processes Key
Metrics; How to Inspect what you expect Which Metrics Matter? Why
& When - Actual Dealership Results Response Times; How they
impact sales results Response Content; What Sells More Cars?
(continued on next slide) Day 1 (AM) Workshop Agenda:
6. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved (continued) LMP Best
Practice Examples and Demonstration Case Studies: Best Practice
LMP's proven by sales results How to Implement "Best Practices" in
Your Dealership Implementing Effective Lead Management Processes
Empowering Your ISM to Sell More Cars in Less Time Managing
Effective Execution of LMP after initial 10 days DP/GM Defined
Action Plan for Dealership (strategy/tactics for ISM) LUNCH (12:15
1:00 pm) Day 1 (AM) Workshop Agenda: Before we break for lunch, you
will have redefined your sales management strategy for handling Ups
that come in through the e-Door to your dealership. Your strategy
and direction will be left in this room for use by your Internet
Managers in developing their action Items for use when they return
to the dealership.
7. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved Understanding Customer
Experience Managing Expectations Turning Convenience into Profits
Obstacles Faced by ISMs: Within the Dealership Customer Generated
Opportunity Response Time - Whats it Worth? How they impact closing
rates Techniques for Improvement Response Content; What Sells More
Cars ISM Toolkit CD; Process Maps Email Templates (continued on
next slide) Day 1 (PM) Workshop Agenda: Phone Scripts Metrics
Analysis Spreadsheets
8. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved (continued) Four Key
Elements to Web Brand Management The 5 Key Metrics for Managing
Success Current Performance Ratios - Analyze Your Numbers Targeting
your weakest link to improve sales results Prepare Internet Sales
Action Plan Response Review Assessing Actual Examples Day 1 (PM)
Workshop Agenda: Before leaving, you will have acquired a complete
set of sales management tools that include email templates,
telephone scripts and face-to-face word tracks that have been
proven to sell more cars in less time. You will have acquired the
an understanding or what activities yield results, versus those
that spin your wheels. You will know how to spot the obstacles to
fast and efficient sales process, whether internal or external
Along with how to overcome them. You will go back to the dealership
KNOWING what needs to be done to streamline and accelerate your
sales process.
9. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved Response Review; Emails
that help/hurt sales The "Good", The "Bad" and The "Ugly" Overview
of Lead Management Process (LMP) Mapping LMP Performance Metrics:
Measurement Techniques Get the Numbers! Analyzing Your Metrics
Results Based Management LMP Improvement Case Studies: Jay Wolfe
Honda Ourisman Honda (continued on next slide) Day 2 Workshop
Agenda:
10. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved (continued) What to do when
a Sales Opportunity (Lead) comes in; How Important is Speed to the
Top Performing Dealers? What is our first Results-Driven Priority?
How do we Neutralize Obsession with Pricing? Why do we want to Take
em out of the market Communication - Understanding what's Important
Vehicle Selection - Targeting Process Objectives Managing Customer
Expectations Creating Customer Desire to have direct contact
Overcoming Roadblocks to Effective Response Process LUNCH (12:15
1:00 PM) Day 2 (AM) Workshop Agenda:
11. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved Streamlining Internet sales
processes with templates Using the ISM Toolkit CD to build your
template toolbox Pricing Strategy: How to get past price to focus
on value How To: Email+Telephone=Sell More Cars in Less Time
Telephone Techniques: Managing your calls Timing is Everything
Targeting Call Objectives Visualizing Success Using Phone Scripts
Why Professionals do it Customizing and using phone scripts as a
sales tool Call Tracking Services Are they worth it? (continued on
next slide) Day 2 (PM) Workshop Agenda:
12. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved (continued) Phone
Role-Play; Executing Phone Scripts Group Discussion:
Objectives-Focused Phone Scripts Overview of Resources at your
Dealership Measurement Techniques Get the Numbers! Analyzing Your
Metrics Results Based Management Completing Your Sales Process
Action Plan Review Action Plans w/Group Statement of Goals and
Objectives Group Discussion: Implementing Improved Sales Process
Recap of Seminar Accomplishments - Key action items Seminar
Evaluations - Depart Facility Day 2 (PM) Workshop Agenda:
13. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights Reserved Day 2 Workshop Results: 1.
Before leaving, you will have developed an action plan for how to
sell more cars to the customers currently coming in to your
dealership through the e-Door And, how to get opportunities from
Lead to Phone to Face-2-Face to Sale Faster! 2. You will be leaving
with a Sales Process Toolkit, along with the knowledge of how to
use it. Plus, you will be able to measure the results of your
improved sales process and see exactly where to focus on further
improvements 3. You will have seen what the most successful dealers
in America are doing to get more results from each minute and
dollar they invest into eBusiness 4. When you get back to your
dealership, you will have an Action Plan to refer to and track how
well you are implementing what you have learned today
14. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
14 Introduction to LMP: Relationship Between People &
Processes
15. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
15 TIPS eBusiness Strategy
16. Copyright 2005 Ralph Paglia - All Rights Reserved Lead
Management Process Process Improvement Implementation A T T R A C T
I N T E R A C T R E S P O N D S E L L S E R V I C E R E T A I N
11/2/2003 1:38 PM 16 Winning on the Web - Strategy TRAFFIC
INTERACTIVE WEB PLATFORM PROCESS TRANSFORMATION* HOLISTIC holistic:
adj. emphasizing the importance of the whole System and the
interdependence of its Partners and their Processes. SALES
*Increased Close Rates, Faster & More Profitable Sales Dealers
Dealers Honda/Acura Honda/Acura
17. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
ReservedThursday, January 29, 2015 17 T.I.P.S. is an eBusiness
Strategy used by highly successful Dealers to Implement
Results-Based eBusiness Processes and Marketing Tactics Blueprinted
Lead Sourcing & Management = ALL Participants* Held ROI
Accountable TAS Lead Management Workflow = Increased Showroom
Appointments T raffic I nteractive Web Site/Buying ServicesS ales P
rocess TAS Confirmation Process = More Showroom Visits TAS Showroom
Reception = Higher Closing Ratios Integrated eBusiness Marketing
Optimization = Increased Car Buyers to Dealers web site
*Participants = 3rd party lead providers, OEM referrals &
Dealer web site leads + Managers and Sales Staff TAS Process
Performance Metrics Review = Lead Response Execution
Accountability
18. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
Reserved11/2/2003 1:39 PM 18
19. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
19 Business Case for Lead Management Process Improvement
20. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
20 Lead Management Process Improvement Results: 2 6 20 23 31 42 72
44 51 69 67 84 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85
Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug LMP Improvement
Program Honda Dealer Case Study: Monthly Internet Sales TIPS
Program Begins
21. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
21
22. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
22 People & Pay Plans
23. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
23 People & Pay Plans Right People + Right Job + Right Pay
RESULTS equals
24. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
25 People Who are the Right People? Which departments are going to
be effected by a Lead Management Process? - Sales - Body - Service
- Paint All of the above? - Parts - Rental Who will need to be
involved in the strategy?
25. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
26 People Who are the Right People? - Dealer - General Manager -
General Sales Manager - Used Car Manager - Service Manager - Parts
Manager - Body Shop Manager -Other Dealership personnel Internet
Manager
26. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
27 Brick Success Click Success People The same thinking that
created success on the brick will help you on the click The Right
People? =
27. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
28 People The Right People? Committed VS. Involved
28. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
29 People The Right People? Designated VS. Dedicated Part Time Full
Time Part Time Effort Equals Part Time Results!
29. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
30 Managing Leads is a Big Job New Leads Carry Over Lost Sales
October November December 9 16 20 100 100 100 165 20 91 10 0 0
Total Working 91 165 230
30. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
ReservedThursday, January 29, 2015 31
31. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
ReservedThursday, January 29, 2015 32 Dealership Receives Lead
Dealerships ISM or ISR writes a Customized E-mail response using a
pre-designed template and sends to customer within 30 minutes of
receiving lead After Hours Business Hours Internet Sales Rep E-mail
Contact No response To E-mail Reached By E-mail E-mail 24 Hours
Later E-mail Follow-up 5th Day Reached By Phone Not Reached By
Phone Internet Sales Process Voice Mail 30 Minutes Later Schedule
Appointment Sale & Delivery E-mail 24 Hours Later E-mail 5 Days
Later Phone Contact Auto Responder Internet Sales Process Internet
Sales Rep Internet Administrator Voice Mail 48 Hours later E-mail
Follow-up 10th Day
32. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
33 People The Right People? 65 - 85 leads per Internet Manager
33. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
34 People The Right People? The Profile of an I-Manager:
Characteristics? Previous Experience? Skills?
34. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
35 People The Right People? Internet Manager Profile: - Computer
literate - Likeable selling style - Highly organized - Outstanding
writing skills - Good Phone skills - High CSI
35. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
36 People What is the Right Job? Creating Traffic? Updating
Interactive Site? Executing the Process? Creating Internet Sales?
Reporting & Performance Measurement? Service Appointments?
Parts Sales?
36. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
37 People What is the Right Pay? What are the characteristics of a
good pay plan? Simple Within control of employee Easy to measure
Drives Business Objectives
37. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
38 People What is the Right Pay? What are some different Pay Plans
that work? Review Sample Pay Plans
38. Copyright 2005 Ralph Paglia - All Rights Reserved Lead
Management Process Process Improvement Implementation A T T R A C T
I N T E R A C T R E S P O N D S E L L S E R V I C E R E T A I N
11/2/2003 1:38 PM 39 What is the Value of Training? Imagine what
would happen if he skipped training A - Turnout Helmet. NFPA
Certified turnout helmet, complete with shell, face shield, neck
protector and liner with adjustable headband and chinstrap.
Available in white, yellow and red. B - Turnout Coat. Features
include 260gsm, blue flame- resistant Nomex IIIA Rip Stop outer
shell and Thermalite inner liner quilted to aramid scrim.Two deep
front pockets with Velcro fasten flaps, silver reflective tape
around the sleeves and hem, and zippered front with storm flap and
exposed blast clips. C - Firefighter Gloves. NFPA Certified,
structural fire fighting glove, made of leather and includes a
moisture barrier. D - Turnout Overtrousers. Features include
260gsm, lime flame-resistant Nomex IIIA Rip Stop overtrousers with
Proban treated inner cotton liner provided. Two deep front pockets
with Velcro fasten flaps, gold reflective tape around the ankles
and Velcro front fastener with press-studs and leather backing for
attaching braces. Inner liner has Velcro tapes at the waist and
ankles to secure the garment to the inside of the overtrousers. E -
Turnout Boots Warrington Pro 2008. NFPA Certified Warrington Pro
2008 is a leather top boot with steal capped toes, Gore-Tex lining
and pull on straps. Y - Style Braces (not shown). Red flame
retardant webbing with leather attachment tabs and leather backing.
Trained & Qualified Untrained, But has equipment Which of these
two would you want to rely upon?
39. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
40 Enter Your Next Steps Into the Action Plan Workbook eople &
Pay Plans
40. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
41
41. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
42 Internet Manager Job Description raffic Integrated Marketing
Strategy www.ABCHonda.com Brand Dealership URL rocess Process &
Pricing People & Pay Plans Performance Measurement ales
Managing the Customer Experience when prospects arrive at
dealership Streamlined Sales process Service & Sales Retention
Drive lower Costs per Vehicle Sold nteractive Web Site Set Up
Maintain Improve
42. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
43 Execute actions that increase the TRAFFIC to your site Manage
the development and maintenance of an INTERACTIVE SITE that helps
turn traffic into showroom visits, telephone calls and requests for
information Establish and manage PROCESSES for turning requests for
information into relationships that generate appointments which
result in sales Close more SALES with all customers regardless of
how they enter the dealership by building better relationships that
improve gross profits Internet Managers Job Performance
Objectives
43. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
44 Internet Manager Job Description Traffic: Create traffic using
targeted marketing on/off the web Site marketing is also a big key
to the process. Leads to the web site, Time spent by the customer
on the web site and percentage of quotes vs. unique users.
Responsible for creating and maintaining a smart marketing strategy
that includes being in alignment with leads from the manufacturer,
working with 3rd party lead providers and aggressively branding the
dealerships own URL with in the market through traditional
advertising and through web based banners and associations. We
should always be studying the web trends stat package and look at
user secessions. The key is 4 min or longer per visit. New ideas
should be brought up for creating longer visits. The percentage of
unique visitors to request for quotes has to be constantly
reviewed. We must get to a 10% ratio as a goal. Site marketing
ideas must be shared with the group and we must always strive to
get new people to visit our site. As web hub administrator it is
our duty to create new ways to draw traffic. Reports should be
provided no later than the 5th of every month as to traffic count,
unique user secessions and request for quotes and include the
average cost per sale for each lead provider. Monthly meeting
should be held to share ideas with ISMs and the GMs to boost
traffic.
44. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
45 Internet Manager Job Description Interactive Site: Maintain the
design & update content of dealership web site so that it gives
the customer all the information they need to facilitate doing
business with the dealership and buying a car. The result should
transform site visitors into quality leads. The Internet Sales
Manager should be responsible for making sure that dealership web
site visitors get a world-class experience. Update inventory Update
Used vehicle pictures Update web site pages including specials,
staff photos, dealership pictures, navigation, and other items that
make the site more interactive
45. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
46 Internet Manager Job Description Process: The goal is to design
& Implement a customer friendly process to transform leads into
appointments, then ensure that appointments show up at the
dealership and are the store is prepared to turn them into sales.
Tracking results and generating reports are an important part of
the ISMs job. Setting up a lead management tool, BDC processes (if
applicable) and any supporting tools (including 2-way pagers)
Managing the utilization of the dealers Honda Certified lead
management tool Updating the auto responders, custom e-mail
templates and phone scripts Receiving, sourcing, responding,
organizing, managing, and reporting on lead activity Creating
quality appointments that show up to the dealership Making
confirmation calls to all appointments Handling all pre-visit work
including gathering the customers finance and trade information,
inputting it into the stores operating system. Updating the Welcome
board daily with the days appointments Handling all face-face
interaction with the customer up to and in some cases including
F&I Performing a positive delivery where we enroll the customer
on to their personal web page at delivery Conduct all customer
follow up fo rthose customers who did not make an appointment, show
up for an appointment, did not buy and the sold customer base
Continued on Next Slide (page)
46. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
47 Internet Manager Job Description Service Retention & Repeat
Sales: Service Appointments and Process, Parts/Accessories sales
& fulfillment Processes Process: The goal is to design &
Implement a customer friendly process to transform leads into
appointments and appointments into sales. Reports and Tracking
Metrics: A report should be provided no later than the 5th of every
month showing closing ratios of each store and each individual
Internet sales person. Not just leads to sales but a tracking
process for appointments as well. This will help us identify the
strengths and weaknesses of our staff. A tracking report monthly
should also be provided on the 5th showing the cost of each 3rd
part provider and the cost of our web sites. This should be
compared to the profits from each as well. Data Management: Create
and maintain a data base of all of your customers email addresses.
Follow up on all unsold e-mail leads twice a month. Once on the 1st
with a newsletter campaign or link to a newsletter web page and on
the 15th with a specific e-mail offer on the vehicle line make they
have originally requested. Follow up with sold customers
electronically with vehicle anniversary, recalls and request for
referrals. Follow up with sold customers and customers who
purchased from other dealers but could use the benefit of our
service department. We know when they will need a 15,000 mile
service, an oil change, 30,000 mile service a set of tires and so
on. Follow up electronically with lease term customers and
anticipate when others may re-enter the market. Example; a Taurus
sale goes out on a 5 year loan the customer will most likely
re-enter the market in 27 months.
47. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
48 Internet Manager Job Description Sales: (Showtime) The goal is
to streamline the sales process and customer experience for
customers who have provided information via the Internet and have
scheduled an appointment to visit the dealership. Proper
preparation and set up improves shows/sales closing ratios and
customer satisfaction with the sales process once the customer
arrives at the dealership: Pre-Selected Vehicles ready to show
Appointment Reception Process Review Visit Agenda Vehicle
Presentation Test drive Revisit Numbers F&I Introduction
Delivery Pre-Completed Documentation (credit apps, ATFI,
worksheets, etc.) Streamlined Sales Process completed in leas than
1.5 Hours from time of arrival to vehicle delivery
48. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
49 Internet Manager Job Description Sales Reporting and Performance
Metrics: The Internet Sales Manager has reporting responsibilities
that include the reports listed below, which are to be presented on
a monthly basis to the Dealer Manager and the stores management
team. Create and distribute reports on the departments results for
the day, week, month and year-to-date that include the following
information and ratio analysis: Number of unique visitors to Dealer
Sites Site Visitor to leads submitted ratio Number of leads
generated from dealers web site Number of leads generated from
Honda web sites Number of leads generated from 3rd Party lead
providers Average Response time (Overall and by individual ISS)
Appointments Scheduled/leads ratios (Overall and by individual ISS)
Appointment shows/scheduled ratios (Overall and by individual ISS)
Closing ratios: Leads/Sales, Shows/Sales (Overall and by individual
ISS) Average grosses (front and back end): PNVR/PUVR (Overall and
by individual ISS) PNVR by Model line (Store, Internet department,
Individual ISS) Percentage of trade-ins to transactions (Store,
Internet department, ISS)
49. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
50
50. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
51 Sample Reports
51. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
53 Date 1 2 3 4 5 6 7 Number of Leads 2 3 2 5 7 5 4 Number of leads
MTD 2 5 7 12 19 24 28 Number of appointments made today 1 1 2 1 3 2
1 Appointments mtd 1 2 4 5 8 10 11 Number of appointments due today
1 1 2 1 3 2 1 Number Shown 1 1 1 1 2 2 1 shown mtd 1 2 3 4 6 8 9
Number Sold 1 1 1 1 2 2 1 Sold MTD 1 2 3 4 6 8 9 apptment ratio 50
40 57.14 41.67 42.11 41.67 39.29 show ratio 100 100 75 80 75 80
81.82 show to close ratio 100 100 100 100 100 100 100 closing ratio
50 40 42.86 33.33 31.58 33.33 32.14 Excel Spread Sheet
52. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
55 Metrics Analysis: Where does this store have the greatest
opportunity for improving their overall Internet Sales Closing
Ratio? What will it take to turn all the metrics GREEN? What will
happen to the stores sales when all 5 Process Metrics Points are
GREEN?
53. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
56 Metrics Analysis: What is happening when this stores ISM gets an
appointments and the appointment shows up? Why would the showroom
close ratio on New Car Leads be less than on used car leads when
the appointment shows up? Used Car Leads New Car Leads
54. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
57
55. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
58
56. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
59
57. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
60
58. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
61
59. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
62
60. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
63
61. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
64
62. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
65
63. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
66 Enter Your Next Steps Into the Action Plan Workbook
64. Results-Based Lead Management Process A T T R A C T I N T E
R A C T R E S P O N D S E L L S E R V I C E R E T A I N Copyright
2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015
67
65. Copyright 2005 Ralph Paglia - All Rights Reserved1/29/2015
6:07 AM 68 Thursday, January 29, 2015 68 0.00% 5.00% 10.00% 15.00%
20.00% 25.00% 30.00% 35.00% 0.00 5.00 10.00 15.00 Response Time
(hours) ClosingRatio Correlation Between Internet Lead Response
Time and Sales Close Ratios Content + Speed = Increased Sales
Closing Ratios
66. A: Increasing Closing Ratios is not Just About Response
Times Q: Why the variations?
67. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
ReservedThursday, January 29, 2015 70 0 100 200 300 400 500 600 700
800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700
800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700
800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700
800 900 1000 1100 1200 1300 1400 1500 Average Minutes to Answer
Email 2 AverageMinutestoAnswerEmail1 MDX TL Zone 3Zone 2 Zone 5
Zone 6 Zone 4 Zone 1 Zone 3 Zone 2 Zone 6 Zone 5 Zone 1 Zone 4
68. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
Reserved11/2/2003 1:39 PM 72 PROCESS Person 2 Person Keyboard 2
Keyboard SALES Technology Assisted Selling 1. TAS Process
methodology is designed to engage a customer continuously
throughout the buying cycle, Using Multiple Channels Email Phone
Meetings. Face 2 Face
69. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
Reserved11/2/2003 1:39 PM 73 2. Lead Management Process Improvement
begins with an eBusiness Assessment of existing procedures using
Process Mapping Gap Analysis & Appreciative Inquiry customer
PROCESS Sales Manager Internet Leads Lack of consistent lead
follow-up monitoring limits Sales Rep accountability and tracking
of process performance metrics ? Email Contact Sales Reps ?? ? ?
Random lead assignment procedures Individual sales reps managing
their own leads Each doing it differently than the other! SALES
eBusiness Assessment http://www.dealersite.com Visits Site No
process or data capture from other web lead sources Walk-In Leads
Service Leads Phone Leads Traffic to web site and lead submission
rates not being monitored Only email In-box is used to organize
leads Sales Reps inconsistently use telephone and/or email to
respond to leads and schedule appointments
70. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
ReservedThursday, January 29, 2015 74 Response Funnel - HONDA 808
Leads Sent = 100% 554 Responded by Email Only = 83% 96 Responded by
Both Email & Phone = 15% 35 Addressed All Questions asked = 5%
11 Responded by Phone Only = 2%
71. A T T R A C T I N T E R A C T R E S P O N D S E L L S E R V
I C E R E T A I N Copyright 2005 Ralph Paglia - All Rights
ReservedThursday, January 29, 2015 75 Response Funnel - ACURA 148
Leads Sent = 100% 109 Responded by Email Only = 88% 15 Responded by
Both Email & Phone = 11% 8 Addressed All Questions asked = 6% 1
Responded by Phone Only =