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Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
LEAD MANAGEMENT PROCESSLEAD MANAGEMENT PROCESS
IMPROVEMENT &IMPROVEMENT &
IMPLEMENTATIONIMPLEMENTATION
Results Focused eBusiness WorkshopsResults Focused eBusiness Workshops
ATTRACTATTRACT
INTERACTINTERACT
RESPONDRESPOND
SELLSELL
SERVICESERVICE
RETAINRETAIN
Professional Development Programs for Dealerships and their Management teams designed toProfessional Development Programs for Dealerships and their Management teams designed tobuild the understanding, knowledge, skill sets and expertise required for success in todaysbuild the understanding, knowledge, skill sets and expertise required for success in todayseBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts fromeBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts fromReynolds Consulting Services to supplement and leverage AHMeBusiness Programs, TASReynolds Consulting Services to supplement and leverage AHMeBusiness Programs, TASStrategy provides dealers with process improvement solutions proven to increase sales.Strategy provides dealers with process improvement solutions proven to increase sales.
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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 R E S P O N D S E L L S E R V I C E R E T A I N
Lead Management Process Seminar
Winning On The WebWinning On The WebMISSION:MISSION: To supply dealers with the knowledge andTo supply dealers with the knowledge and
understanding of specific tasks and skill setsunderstanding of specific tasks and skill setsneeded to improve their Internet closing ratios,needed to improve their Internet closing ratios,
improve their response quality to customers,improve their response quality to customers,and meet customer expectations for theand meet customer expectations for theHonda and Acura brands.Honda and Acura brands.
IntroIntroVideoVideo
IntroIntroVideoVideo
http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp48/7/2019 AHM LMP Day 1_11-05-03
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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 R E S P O N D S E L L S E R V I C E R E T A I N
Please Silence Your Mobile Phones
Breaks Are limited to 15 Minutes,and Lunch is 45 Minutes
Please Return To The Class Promptlyat the End of Each Break or Lunch
If You Return from a Break Late, You Must Readthe next section out loud (real loud!) to the class
Locations of Restrooms and Break Area
For Everyones BenefitFor Everyones Benefit
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Winning On The WebWinning On The WebApproach & Content based on 2 Key Resources:
1.The Best Practicesthat have been documented andgathered from dealers who consistently sustain thehighest Sales Closing Ratios
2.
3.Market Research focused on thousands of soldcustomers resulting from shoppers submitting leadsThen, back-tracking those Internet Leads to analyze and
categorize the specific dealer responses and actionsthat correlated with a sale
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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 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 Copyright 2005 Ralph Paglia - All Rights Reserved
Define eBusiness Success in your DealershipDefine eBusiness Success in your DealershipBusiness Case for LMP Improvement:Business Case for LMP Improvement: The FactsThe FactsRecruiting, Hiring & Training ISM's:Recruiting, Hiring & Training ISM's: Who Gets Results?Who Gets Results?Job Descriptions & Pay Plans;Job Descriptions & Pay Plans;
Driving Process Execution & ResultsDriving Process Execution & ResultsPerformance Accountability;Performance Accountability;
Proven Management ProcessesProven Management ProcessesKey Metrics; How to Inspect what you expectKey Metrics; How to Inspect what you expect
Which Metrics Matter?Which Metrics Matter?
Why & When - Actual Dealership ResultsWhy & When - Actual Dealership ResultsResponse Times;Response Times; How they impact sales resultsHow they impact sales resultsResponse Content;Response Content; What Sells More Cars?What Sells More Cars?
(continued on next slide)(continued on next slide)
Day 1 (AM) Workshop Agenda:Day 1 (AM) Workshop Agenda:
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(continued)(continued)
LMP Best Practice Examples and DemonstrationLMP Best Practice Examples and DemonstrationCase Studies: Best Practice LMP's proven by sales resultsCase Studies: Best Practice LMP's proven by sales resultsHow to Implement "Best Practices" in Your DealershipHow to Implement "Best Practices" in Your DealershipImplementing Effective Lead Management ProcessesImplementing Effective Lead Management ProcessesEmpowering Your ISM to Sell More Cars in Less TimeEmpowering Your ISM to Sell More Cars in Less Time
Managing Effective Execution of LMP after initial 10 daysManaging Effective Execution of LMP after initial 10 daysDP/GM Defined Action Plan for DealershipDP/GM Defined Action Plan for Dealership (strategy/tactics for ISM)(strategy/tactics for ISM)LUNCHLUNCH(12:15 1:00 pm)(12:15 1:00 pm)
Day 1 (AM) Workshop Agenda:Day 1 (AM) Workshop Agenda:
Before we break for lunch, you will have redefined your salesBefore we break for lunch, you will have redefined your sales
management strategy for handling Ups that come in through themanagement strategy for handling Ups that come in through thee-Door to your dealership. Your strategy and direction will be left ine-Door to your dealership. Your strategy and direction will be left inthis room for use by your Internet Managers in developing theirthis room for use by your Internet Managers in developing theiraction Items for use when they return to the dealership.action Items for use when they return to the dealership.
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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 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 Copyright 2005 Ralph Paglia - All Rights Reserved
Understanding Customer ExperienceUnderstanding Customer ExperienceManaging ExpectationsManaging ExpectationsTurning Convenience into ProfitsTurning Convenience into Profits
Obstacles Faced by ISMs:Obstacles Faced by ISMs:Within the DealershipWithin the DealershipCustomer GeneratedCustomer Generated
Opportunity Response Time - Whats it Worth?Opportunity Response Time - Whats it Worth?How they impact closing ratesHow they impact closing ratesTechniques for ImprovementTechniques for Improvement
Response Content; What Sells More CarsResponse Content; What Sells More CarsISM Toolkit CD;ISM Toolkit CD;
Process MapsProcess MapsEmail TemplatesEmail Templates
(continued on next slide)
Day 1 (PM) Workshop Agenda:Day 1 (PM) Workshop Agenda:
Phone ScriptsPhone ScriptsMetrics AnalysisMetrics AnalysisSpreadsheetsSpreadsheets
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved
(continued)(continued)Four Key Elements to Web Brand ManagementFour Key Elements to Web Brand ManagementThe 5 Key Metrics for Managing SuccessThe 5 Key Metrics for Managing SuccessCurrent Performance Ratios -Current Performance Ratios -Analyze Your NumbersAnalyze Your NumbersTargeting your weakest link to improve sales resultsTargeting your weakest link to improve sales resultsPrepare Internet Sales Action PlanPrepare Internet Sales Action PlanResponse Review Response Review Assessing Actual ExamplesAssessing Actual Examples
Day 1 (PM) Workshop Agenda:Day 1 (PM) Workshop Agenda:
Before leaving, you will have acquired a complete set of sales managementBefore leaving, you will have acquired a complete set of sales managementtools that include email templates, telephone scripts and face-to-face wordtools 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 havetracks that have been proven to sell more cars in less time. You will haveacquired the an understanding or what activities yield results, versus thoseacquired the an understanding or what activities yield results, versus thosethat spin your wheels. You will know how to spot the obstacles to fastthat spin your wheels. You will know how to spot the obstacles to fastand efficient sales process, whether internal or external Along with howand efficient sales process, whether internal or external Along with howto overcome them. You will go back to the dealership KNOWING whatto overcome them. You will go back to the dealership KNOWING whatneeds to be done to streamline and accelerate your sales process.needs to be done to streamline and accelerate your sales process.
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Response Review; Emails that help/hurt salesResponse Review; Emails that help/hurt sales
The "The "GoodGood", The "", The "BadBad" and The "" and The "UglyUgly""
Overview of Lead Management Process (LMP) MappingOverview of Lead Management Process (LMP) Mapping
LMP Performance Metrics:LMP Performance Metrics:
Measurement Techniques Measurement Techniques Get the Numbers!Get the Numbers!
Analyzing Your Metrics Analyzing Your Metrics Results BasedResults Based
ManagementManagement
LMP Improvement Case Studies:LMP Improvement Case Studies:Jay Wolfe HondaJay Wolfe Honda
Ourisman HondaOurisman Honda(continued on next slide)
Day 2 Workshop Agenda:Day 2 Workshop Agenda:
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved
(continued)(continued)
What to do when a Sales Opportunity (Lead) comes in;What to do when a Sales Opportunity (Lead) comes in;How Important is Speed to the Top Performing Dealers?How Important is Speed to the Top Performing Dealers?What is our first Results-Driven Priority?What is our first Results-Driven Priority?How do we Neutralize Obsession with Pricing?How do we Neutralize Obsession with Pricing?
Why do we want to Take em out of the marketWhy do we want to Take em out of the market
Communication -Communication - Understanding what's ImportantUnderstanding what's Important
Vehicle Selection -Vehicle Selection - Targeting Process ObjectivesTargeting Process Objectives
Managing Customer ExpectationsManaging Customer Expectations
Creating Customer Desire to have direct contactCreating Customer Desire to have direct contact
Overcoming Roadblocks to Effective Response ProcessOvercoming Roadblocks to Effective Response Process
LUNCHLUNCH (12:15 1:00 PM)(12:15 1:00 PM)
Day 2 (AM) Workshop Agenda:Day 2 (AM) Workshop Agenda:
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved
Streamlining Internet sales processes with templatesStreamlining Internet sales processes with templatesUsing the ISM Toolkit CD to build your template toolboxUsing the ISM Toolkit CD to build your template toolbox
Pricing Strategy: How to get past price to focus on valuePricing Strategy: How to get past price to focus on value
How To:How To: Email+Telephone=Sell More Cars in Less TimeEmail+Telephone=Sell More Cars in Less Time
Telephone Techniques:Telephone Techniques:
Managing your calls Managing your calls Timing is EverythingTiming is Everything
Targeting Call Objectives Targeting Call Objectives Visualizing SuccessVisualizing Success
Using Phone Scripts Using Phone Scripts Why Professionals do itWhy Professionals do it
Customizing and using phone scripts as a sales toolCustomizing and using phone scripts as a sales tool
Call Tracking ServicesCall Tracking Services Are they worth it?
(continued on next slide)
Day 2Day 2 (PM)(PM) Workshop Agenda:Workshop Agenda:
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(continued)(continued)
Phone Role-Play;Phone Role-Play; Executing Phone ScriptsExecuting Phone ScriptsGroup Discussion:Group Discussion: Objectives-Focused Phone ScriptsObjectives-Focused Phone ScriptsOverview of Resources at your DealershipOverview of Resources at your Dealership
Measurement Techniques Measurement Techniques
Get the Numbers!Get the Numbers!
Analyzing Your Metrics Analyzing Your Metrics Results BasedResults BasedManagementManagement
Completing Your Sales Process Action PlanCompleting Your Sales Process Action PlanReview Action Plans w/GroupReview Action Plans w/Group
Statement of Goals and ObjectivesStatement of Goals and ObjectivesGroup Discussion:Group Discussion: Implementing Improved Sales ProcessImplementing Improved Sales ProcessRecap of Seminar Accomplishments -Recap of Seminar Accomplishments - Key action itemsKey action itemsSeminar Evaluations -Seminar Evaluations - Depart FacilityDepart Facility
Day 2Day 2 (PM)(PM) Workshop Agenda:Workshop Agenda:
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved
Day 2 Workshop Results:Day 2 Workshop Results:
1.1.Before leaving, you will have developed an action plan for how toBefore leaving, you will have developed an action plan for how tosell more cars to the customers currently coming in to yoursell more cars to the customers currently coming in to yourdealership through the e-Door And, how to get opportunitiesdealership through the e-Door And, how to get opportunitiesfrom Leadfrom Lead toto PhonePhone toto Face-2-FaceFace-2-Face toto Sale Faster!Sale Faster!
2.
3.3.You will be leaving with a Sales Process Toolkit, along with theYou will be leaving with a Sales Process Toolkit, along with theknowledge of how to use it. Plus, you will be able to measure theknowledge of how to use it. Plus, you will be able to measure theresults of your improved sales process and see exactly where toresults of your improved sales process and see exactly where tofocus on further improvementsfocus on further improvements
4.
5.5.You will have seen what the most successful dealers in AmericaYou will have seen what the most successful dealers in Americaare doing to get more results from each minute and dollar theyare doing to get more results from each minute and dollar theyinvest into eBusinessinvest into eBusiness
6.
7.7.When you get back to your dealership, you will have an Action PlanWhen you get back to your dealership, you will have an Action Planto refer to and track how well you are implementing what youto refer to and track how well you are implementing what youhave learned todayhave learned today
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Introduction to LMP: RelationshipIntroduction to LMP: Relationship
Between People & ProcessesBetween People & Processes
Define eBusinessDefine eBusiness
SuccessSuccess
in your Dealershipin your Dealership
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Technology
Assisted
SellingInteg
ratedMarketing
WebBran
dManagement
TIPS eBusiness StrategyTIPS eBusiness Strategy
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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 R E S P O N D S E L L S E R V I C E R E T A I N
Winning on the Web - Strategy
TRAFFIC
INTERACTIVE
WEB PLATFORM
PROCESS
TRANSFORMATION*TRANSFORMATION*TRANSFORMATION*TRANSFORMATION*
HOLISTIC
holistic: adj. emphasizing theimportance of the whole System andthe interdependence of its Partnersand theirProcesses.
SALES
*Increased Close Rates, Faster & More Profitable Sales*Increased Close Rates, Faster & More Profitable Sales
DealersDealersDealersDealers
DealersDealersDealersDealers
Honda/AcuraHonda/AcuraHonda/AcuraHonda/Acura
Honda/AcuraHonda/AcuraHonda/AcuraHonda/Acura
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 R E S P O N D S E L L S E R V I C E R E T A I N
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T.I.P.S.T.I.P.S. is an eBusiness Strategy used byis an eBusiness Strategy used byhighly successful Dealers to Implementhighly successful Dealers to Implement
Results-BasedResults-BasedeBusiness Processes andeBusiness Processes andMarketing TacticsMarketing Tactics
BlueprintedBlueprintedLead Sourcing & ManagementLead Sourcing & Management
== ALLALL Participants* Held ROI AccountableParticipants* Held ROI Accountable
BlueprintedBlueprintedLead Sourcing & ManagementLead Sourcing & Management
== ALLALL Participants* Held ROI AccountableParticipants* Held ROI Accountable
TASTASLead Management WorkflowLead Management Workflow== Increased Showroom AppointmentsIncreased Showroom AppointmentsTASTASLead Management WorkflowLead Management Workflow== Increased Showroom AppointmentsIncreased Showroom Appointments
T raffic
I nteractiveWeb Site/Buying ServicesS ales
P rocess
TAS Confirmation ProcessTAS Confirmation Process
== More Showroom VisitsMore Showroom Visits
TAS Confirmation ProcessTAS Confirmation Process
== More Showroom VisitsMore Showroom Visits
TAS Showroom ReceptionTAS Showroom Reception
== Higher Closing RatiosHigher Closing Ratios
TAS Showroom ReceptionTAS Showroom Reception
== Higher Closing RatiosHigher Closing Ratios
Integrated eBusiness Marketing OptimizationIntegrated eBusiness Marketing Optimization
== Increased Car Buyers to Dealers web siteIncreased Car Buyers to Dealers web site
Integrated eBusiness Marketing OptimizationIntegrated eBusiness Marketing Optimization
== Increased Car Buyers to Dealers web siteIncreased Car Buyers to Dealers web site
*Participants = 3*Participants = 3rdrdparty lead providers, OEM referrals & Dealer web site leads + Managers and Sales Staffparty lead providers, OEM referrals & Dealer web site leads + Managers and Sales Staff
TASTASProcess Performance Metrics ReviewProcess Performance Metrics Review
== Lead Response Execution AccountabilityLead Response Execution Accountability
TASTASProcess Performance Metrics ReviewProcess Performance Metrics Review
== Lead Response Execution AccountabilityLead Response Execution Accountability
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 R E S P O N D S E L L S E R V I C E R E T A I N
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Define eBusiness SuccessDefine eBusiness Success
in your Dealershipin your Dealership
The FactsThe Facts
Business Case forBusiness Case forLead ManagementLead ManagementProcess ImprovementProcess Improvement
Business Case forBusiness Case forLead ManagementLead ManagementProcess ImprovementProcess Improvement
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Lead Management Process Improvement Results:Lead Management Process Improvement Results:Lead Management Process Improvement Results:Lead Management Process Improvement Results:
26
2023
31
42
72
4451
69 67
84
05
1015
2025303540455055
606570758085
Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug
LMP Improvement ProgramHonda Dealer Case Study: Monthly Internet Sales
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Define eBusiness SuccessDefine eBusiness Success
in your Dealershipin your Dealership
Recruiting, Hiring & TrainingRecruiting, Hiring & TrainingISM's:ISM's:
Who Gets Results?Who Gets Results?
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PeoplePeople
&&Pay PlansPay Plans
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People & Pay PlansPeople & Pay Plans
Right PeopleRight People ++ Right JobRight Job ++ Right PayRight Pay
RESULTS
equals
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People & Pay PlansPeople & Pay Plans
Who are theWho are the Right People?Right People?
What is theWhat is the Right Job?Right Job?
What is theWhat is the Right Pay ?Right Pay ?
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PeoplePeople
Who are the Right 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?
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PeoplePeople
Who are the Right 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
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Brick SuccessBrick Success Click SuccessClick Success
PeoplePeople
The same thinking that created success on the brick will help you on the click
The Right People?The Right People?
==
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PeoplePeople
The Right People?The Right People?
CommittedCommitted VSVS.. InvolvedInvolved
R lt B d L d M t P
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PeoplePeople
The Right People?The Right People?
DesignatedDesignated VS.VS. DedicatedDedicated
Part TimePart Time Full TimeFull Time
Part Time Effort Equals Part Time Results!Part Time Effort Equals Part Time Results!
R lt B d L d M t PR lt B d L d M t P
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Managing Leads is a Big JobManaging Leads is a Big Job
New Leads
Carry Over
LostLost
Sales
October November December
9 16 2200
100 100 100
165
2020
91
1010
0
00
TotalWorking
9191
161655161655
232300232300
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 R E S P O N D S E L L S E R V I C E R E T A I N
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Dealership Receives Lead
Dealerships ISM or ISR writesa Customized E-mail responseusing a pre-designed templateand sends to customer within30 minutes of receiving lead
AfterHours
BusinessHours
InternetSales Rep
E-mailContact
No responseTo E-mail
ReachedBy E-mail
E-mail 24Hours Later
E-mailFollow-up
5th Day
ReachedBy Phone
Not ReachedBy Phone
InternetSales Process
Voice Mail30 Minutes Later
ScheduleAppointment
Sale &Delivery
E-mail24 Hours Later
E-mail 5DaysLater
PhoneContact
AutoResponder
InternetSales Process
InternetSales Rep
InternetAdministrator
The Most WellThe Most WellDefinedDefined
Process is UselessProcess is Useless
Without Execution.Without Execution.Voice Mail48 Hours
later
E-mailFollow-up10th Day
R lt B d L d M t PR lt B d L d M t P
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 33
PeoplePeopleThe Right People?The Right People?
65 - 85 leads perInternet Manager
R lt B d L d M t PResults Based Lead Management Process
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 34
PeoplePeople
The Right People?The Right People?
The Profile of an I-Manager:The Profile of an I-Manager:Characteristics?Characteristics?
Previous Experience?Previous Experience?Skills?Skills?
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 36
PeoplePeopleWhat is the Right Job?What is the Right Job?
CreatingCreating TTraffic?raffic?UpdatingUpdating IInteractive Site?nteractive Site?Executing theExecuting the PProcess?rocess?Creating InternetCreating Internet SSales?ales?
Reporting & Performance Measurement?Reporting & Performance Measurement?Service Appointments?Service Appointments?Parts Sales?Parts Sales?
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 37
PeoplePeopleWhat is the Right Pay?What is the Right Pay?
What are the characteristics of aWhat are the characteristics of agood pay plan?good pay plan?
SimpleSimple
Within control of employeeWithin control of employeeEasy to measureEasy to measureDrives Business ObjectivesDrives Business Objectives
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 38
PeoplePeopleWhat is the Right Pay?What is the Right Pay?
What are someWhat are some
different Pay Plansdifferent Pay Plansthat work?that work? Review Sample Pay Plans
Lead Management ProcessLead Management ProcessProcessProcessI tImpro ement
What is the Val e of Training?
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Lead Management ProcessLead Management Process ImprovementImprovementImplementationImplementation
11/2/2003 1:38 PM 39
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What is the Value of Training?
Imagine what would happen if he skipped trainingImagine what would happen if he skipped training
A - Turnout Helmet. NFPA Certified turnout helmet, completewith shell, face shield, neck protector and liner withadjustable headband and chinstrap. Available in white, yellowand red.B - Turnout Coat. Features include 260gsm, blue flame-resistant Nomex IIIA Rip Stop outer shell and Thermaliteinner liner quilted to aramid scrim.Two deep front pocketswith Velcro fasten flaps, silver reflective tape around thesleeves and hem, and zippered front with storm flap and
exposed blast clips.C - Firefighter Gloves. NFPA Certified, structural fire fightingglove, made of leather and includes a moisture barrier.D - Turnout Overtrousers. Features include 260gsm, limeflame-resistant Nomex IIIA Rip Stop overtrousers with Probantreated inner cotton liner provided. Two deep front pocketswith Velcro fasten flaps, gold reflective tape around theankles and Velcro front fastener with press-studs and leatherbacking for attaching braces. Inner liner has Velcro tapes at
the waist and ankles to secure the garment to the inside ofthe overtrousers.E - Turnout Boots Warrington Pro 2008. NFPA CertifiedWarrington Pro 2008 is a leather top boot with steal cappedtoes, Gore-Tex lining and pull on straps.Y - Style Braces (not shown). Red flame retardant webbingwith leather attachment tabs and leather backing.
Trained &Trained &QualifiedQualified
Untrained,Untrained,But has equipmentBut has equipment
Which of these two would you want to rely upon?Which of these two would you want to rely upon?
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 40
Enter YourEnter Your
Next StepsNext StepsInto the ActionInto the Action
Plan WorkbookPlan Workbook
eople & Pay Planseople & Pay Plans
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 41
Define eBusiness SuccessDefine eBusiness Success
in your Dealershipin your Dealership
Job Descriptions & PayJob Descriptions & PayPlans:Plans:
Driving Process Execution &Driving Process Execution &
ResultsResults
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Internet Manager Job DescriptionInternet Manager Job Description
rafficIntegrated Marketing Strategywww.ABCHonda.comBrand Dealership URL
rocessProcess & PricingPeople & Pay PlansPerformance Measurement
ales Managing the Customer Experiencewhen prospects arrive at dealershipStreamlined Sales processService & Sales RetentionDrive lower Costs per Vehicle Sold
nteractive
Web Site
Set UpMaintain
Improve
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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 43
Execute actions that increase theExecute actions that increase the TRAFFICTRAFFIC to your siteto your site
Manage the development and maintenance of anManage the development and maintenance of an INTERACTIVE SITEINTERACTIVE SITE that helps turn traffic into showroomthat helps turn traffic into showroom
visits, telephone calls and requests for informationvisits, telephone calls and requests for information
Establish and manageEstablish and manage PROCESSESPROCESSES for turning requestsfor turning requestsfor information into relationships that generatefor information into relationships that generateappointments which result in salesappointments which result in sales
Close moreClose more SALESSALES with all customers regardless ofwith all customers regardless ofhow they enter the dealership by building betterhow they enter the dealership by building betterrelationships that improve gross profitsrelationships that improve gross profits
Internet Managers Job Performance ObjectivesInternet Managers Job Performance Objectives
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Internet Manager Job DescriptionInternet Manager Job Description
Traffic:
Create traffic using targeted marketing on/off the webSite marketing is also a big key to the process. Leads to the web site, Time spentby the customer on the web site and percentage of quotes vs. unique users.Responsible for creating and maintaining a smart marketing strategy that includesbeing in alignment with leads from the manufacturer, working with 3rd party lead
providers and aggressively branding the dealerships own URL with in the marketthrough traditional advertising and through web based banners and associations.We should always be studying the web trends stat package and look at usersecessions. The key is 4 min or longer per visit. New ideas should be broughtup for creating longer visits. The percentage of unique visitors to request for quoteshas 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 toget new people to visit our site. As web hub administrator it is our duty to createnew ways to draw traffic. Reports should be provided no later than the 5th of everymonth as to traffic count, unique user secessions and request for quotes andinclude the average cost per sale for each lead provider. Monthly meeting shouldbe held to share ideas with ISMs and the GMs to boost traffic.
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Internet Manager Job DescriptionInternet Manager Job Description
Interactive Site: Maintain the design & update contentof dealership web site so that it gives the customer all theinformation they need to facilitate doing business with the dealershipand buying a car. The result should transform site visitors intoquality leads.
The Internet Sales Manager should be responsible for making surethat 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 makethe site more interactive
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Internet Manager Job DescriptionInternet Manager Job Description
Process: The goal is to design & Implement a customer friendly process totransform leads into appointments, then ensure that appointments show up atthe dealership and are the store is prepared to turn them into sales. Trackingresults 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 scriptsReceiving, sourcing, responding, organizing, managing, and reporting on lead activityCreating quality appointments that show up to the dealershipMaking confirmation calls to all appointmentsHandling 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 appointmentsHandling all face-face interaction with the customer up to and in some cases including F&IPerforming a positive delivery where we enroll the customer on to their personal web page atdeliveryConduct all customer follow up fo rthose customers who did not make an appointment, showup for an appointment, did not buy and the sold customer base
Continued on Next Slide (page)
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Internet Manager Job DescriptionInternet Manager Job Description
Service Retention & Repeat Sales:
Service Appointments and Process, Parts/Accessories sales & fulfillment ProcessesProcess: The goal is to design & Implement a customer friendly process to transform leads intoappointments 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 andeach individual Internet sales person. Not just leads to sales but a tracking process for appointments aswell. 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 providerand 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 anewsletter web page and on the 15th with a specific e-mail offer on the vehicle line make they haveoriginally 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 benefitof our service department. We know when they will need a 15,000 mile service, an oil change, 30,000 mileservice a set of tires and so on. Follow up electronically with lease term customers and anticipate whenothers may re-enter the market. Example; a Taurus sale goes out on a 5 year loan the customer will mostlikely re-enter the market in 27 months.
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Internet Manager Job DescriptionInternet Manager Job Description
Sales: (Showtime) The goal is to streamline the sales process and customerexperience 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 andcustomer satisfaction with the sales process once the customer arrives at thedealership:
Pre-Selected Vehicles ready to show
Appointment Reception ProcessReview Visit AgendaVehicle PresentationTest driveRevisit NumbersF&I Introduction
DeliveryPre-Completed Documentation (credit apps, ATFI,worksheets, etc.)Streamlined Sales Process completed
in leas than 1.5 Hours from time ofarrival to vehicle delivery
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Internet Manager Job DescriptionInternet Manager Job Description
Sales Reporting and Performance Metrics: The Internet Sales Manager hasreporting responsibilities that include the reports listed below, which are tobe presented on a monthly basis to the Dealer Manager and the storesmanagement team.
Create and distribute reports on the departments results for the day, week, monthand year-to-date that include the following information and ratio analysis:
Number of unique visitors to Dealer SitesSite Visitor to leads submitted ratioNumber of leads generated from dealers web site
Number of leads generated from Honda web sitesNumber of leads generated from 3rd Party lead providersAverage Response time (Overall and by individual ISS)Appointments Scheduled/leads ratios (Overall and by individualISS)
Appointment shows/scheduled ratios (Overall and by individual ISS)
Closing ratios: Leads/Sales, Shows/Sales (Overall and byindividual 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)
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Define eBusiness SuccessDefine eBusiness Success
in your Dealershipin your Dealership
Performance Accountability:Performance Accountability:Proven ManagementProven Management
ProcessesProcesses
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SampleSample
ReportsReports
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Daily Internet ReportDaily Internet Report
Leads
AppointmentsSet/Scheduled
AppointmentsScheduled for Today
ShowedAppointments
Sales
Daily MTD
70
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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 28Number 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 1shown 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
ExcelSpread Sheet
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http://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlthttp://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlthttp://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlthttp://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlt8/7/2019 AHM LMP Day 1_11-05-03
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Metrics Analysis:Metrics Analysis:
Where does this store have the greatest opportunity forWhere does this store have the greatest opportunity forimproving their overall Internet Sales Closing Ratio?improving their overall Internet Sales Closing Ratio?
What will it take to turn all the metrics GREEN?What will it take to turn all the metrics GREEN?What will happen to the stores sales when all 5What will happen to the stores sales when all 5Process Metrics Points are GREEN?Process Metrics Points are GREEN?
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Metrics Analysis:Metrics Analysis:
What is happening when this stores ISM gets anWhat is happening when this stores ISM gets anappointments and the appointment shows up?appointments and the appointment shows up?
Why would the showroom close ratio on NewWhy would the showroom close ratio on NewCar Leads be less than on used car leads whenCar Leads be less than on used car leads whenthe appointment shows up?the appointment shows up?
Used Car Leads
New Car Leads
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Define eBusiness SuccessDefine eBusiness Success
in your Dealershipin your Dealership
Key Metrics; How to InspectKey Metrics; How to Inspectwhat you expect:what you expect:
Which Metrics Matter?Which Metrics Matter?
Why & When - ActualWhy & When - Actual
Dealership ResultsDealership Results
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Enter YourEnter YourNext StepsNext Steps
Into the ActionInto the ActionPlan WorkbookPlan Workbook
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0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0.00 5.00 10.00 15.00 20.00
Response T ime (hour
ClosingRatio
Correlation Between Internet LeadResponse Time and Sales Close RatiosResponse Time and Sales Close Ratios
ContentContent ++ SpeedSpeed == Increased Sales Closing RatiosIncreased Sales Closing Ratios
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A: Increasing Closing Ratios is notA: Increasing Closing Ratios is notJust AboutJust AboutResponse TimesResponse Times
Q: Why theQ: Why the
variations?variations?
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 R E S P O N D S E L L S E R V I C E R E T A I N
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0
100
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1000
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1300
1400
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0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 150
0
100
200
300
400
500
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1000
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1300
1400
1500
0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 150
Average Minutes to Answer Email2
MDX
TL
Zone 3Zone 2
Zone 5
Zone 6
Zone 4
Zone 1
Zone 3
Zone 2
Zone 6
Zone 5
Zone 1Zone 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 R E S P O N D S E L L S E R V I C E R E T A I N
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0
50
100
150
200
250
300
350
400
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500
550
600
650
700
750
800
0 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 800Average Minutes to Answer
#Email 2
0
50
100
150
200
250
300
350
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450
500
550
600
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800
0 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 800
Accord
Odyssey
Zone 1
Zone 2
Zone 3
Zone 5
Zone 7
Zone 8
Zone 10
Zone 4
Zone 9
Zone 6
Zone 1
Zone 7
Zone 2
Zone 6 Zone 4
Zone 5
Zone 9
Zone 10
Zone 8Zone 3
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 R E S P O N D S E L L S E R V I C E R E T A I N
Technology Assisted Selling1. TAS Process methodology is designed to engage a1. TAS Process methodology is designed to engage a
1. TAS Process methodology is designed to engage a1. TAS Process methodology is designed to engage a
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PROCESSPROCESS
Person
2Person
Keyboard
2Keyboard
SALES
1. TAS Process methodology is designed to engage agy g g gcustomer continuously throughout the buying cycle,customer continuously throughout the buying cycle,Using Multiple ChannelsUsing Multiple Channels EmailEmail PhonePhone MeetingsMeetings..
gy g g ggy g g gcustomer continuously throughout the buying cycle,customer continuously throughout the buying cycle,Using Multiple ChannelsUsing Multiple Channels EmailEmail PhonePhone MeetingsMeetings..
Face2Face
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 R E S P O N D S E L L S E R V I C E R E T A I N
2 L d M t P I t b i ith2 L d M t P I t b i ith
2 L d M t P I t b i ith2 Lead Management Process Improvement begins with
eBusiness Assessment
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2. Lead Management Process Improvement begins with2. Lead Management Process Improvement begins withanan eBusiness AssessmenteBusiness Assessmentof existing procedures usingof existing procedures usingProcess MappingProcess Mapping Gap AnalysisGap Analysis && Appreciative InquiryAppreciative Inquiry
2. Lead Management Process Improvement begins with2. Lead Management Process Improvement begins withanan eBusiness AssessmenteBusiness Assessmentof existing procedures usingof existing procedures usingProcess MappingProcess Mapping Gap AnalysisGap Analysis && Appreciative InquiryAppreciative Inquiry
customer
PROCESSPROCESS
Sales Manager
InternetLeads
Lack of consistent lead follow-up monitoring limits Sales Rep accountabilitLack of consistent lead follow-up monitoring limits Sales Rep accountabilit
????
Email Contact
SalesReps
????????
???? ????
Random lead assignment proceduresRandom lead assignment procedures
Individual sales reps managing their own leads Each doing it differently than the other!Individual sales reps managing their own leads Each doing it differently than the other!
SALES
http://www.dealersite.com
Visits Site
No process or data capture from other web lead sourcesNo process or data capture from other web lead sources
Walk-InLeads
ServiceLeads
PhoneLeads
Traffic to web site and lead submission ratesnot being monitored
Traffic to web site and lead submission ratesnot being monitored
Only email In-box is used to organize leadsOnly email In-box is used to organize leads
se telephone and/or email to respond to leads and schedule appointmentsse telephone and/or email to respond to leads and schedule appointments
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 R E S P O N D S E L L S E R V I C E R E T A I N
Response Funnel- HONDA
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p
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 R E S P O N D S E L L S E R V I C E R E T A I N
Response Funnel - ACURA
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Response Funnel ACURA
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 R E S P O N D S E L L S E R V I C E R E T A I N
Mystery Shop; Dealer Response AttributesMystery Shop; Dealer Response Attributes
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y y p; py y p p956 Mystery956 MysteryShopsShopsCompletedCompleted
DuringDuringSummer 2003Summer 2003
LeadsLeadsSubmitted toSubmitted toDealersDealers
Dealers whoDealers whoResponded byResponded byEmail ONLYEmail ONLY
Dealers whoDealers whoRespondedRespondedbyby PhonePhone
ONLYONLY
Dealers whoDealers whoResponded byResponded byBOTH EmailBOTH Email
& Phone& Phone
Dealers whoDealers whoAnsweredAnsweredALLALL
QuestionsQuestionsAskedAsked
148148 109109 11 1515 88
808808 554554 1111 9696 3535
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 R E S P O N D S E L L S E R V I C E R E T A I N
HONDA
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113
19
67
48
93
69
95
63
46
37
2
2
3
8
1
3
6
5
3
2
Zone 1
Zone 2
Zone 3
Zone 4
Zone 5
Zone 6
Zone 7
Zone 8
Zone 9
Zone 10
2%
11%
4%
17%
1%
4%
6%
8%
7%
5%
Zone 1
Zone 2
Zone 3
Zone 4
Zone 5
Zone 6
Zone 7
Zone 8
Zone 9
Zone 10
T w o
Q u e sti o
1 3 %
N o
Q u e sti o n
A n sw e r
5 5 %
O n e
Q u e s t i
2 7 %
A l l
Q u e sti o5 %
% Answered All Questions
HONDA- Responses to Information Requested in E-Mail
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 R E S P O N D S E L L S E R V I C E R E T A I N
ACURA
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ACURA- Responses to Information Requested in E-Mail
22
29
18
18
13
23
0
2
4
2
1
Zone 1
Zone 2
Zone 3
Zone 4
Zone 5
Zone 6
7%
22%
8%
9%
0%
0%Zone 1
Zone 2
Zone 3
Zone 4
Zone 5
Zone 6
Two
Question
16%
No
Questioned
Answered
53%
One
Question
24%
All
Questions
7%
% Answered All Questions
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
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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 R E S P O N D S E L L S E R V I C E R E T A I N
DealerID
Zone District Dealer NameDealer Name Minutes# ofQuestionsAnswered
PhonePhoneFollow- UpFollow- Up
207222 9 D Honda Automobiles Of NashuaHonda Automobiles Of Nashua 443
NoNo
206831 6 A Koons of Manassas, Inc.Koons of Manassas, Inc. 443
NoNo
207260 7 B Classic HondaClassic Honda 773
NoNo
208221 7 F Honda of Ft. MyersHonda of Ft. Myers 10103
NoNo
207215 2 E Tony HondaTony Honda 10103
NoNo
Hondas Fastest Responding DealersAnswering all Information Requested in E-Mail
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
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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 R E S P O N D S E L L S E R V I C E R E T A I N
DealerID
Zone District Dealer NameDealer Name Minutes# ofQuestionsAnswered
PhonePhoneFollow- UpFollow- Up
251418 3 C Ed Napleton AcuraEd Napleton Acura 16163
NoNo
251188 6 C Scottsdale AcuraScottsdale Acura 16163
NoNo
251144 3 C Continental Acura of DupageContinental Acura of Dupage 22223
NoNo
251416 6 A Mac Churchill AcuraMac Churchill Acura 23233
NoNo
251174 2 C Pohanka AcuraPohanka Acura 32323
NoNo
ACURA s Fastest Responding DealersAnswering all Information Requested in E-Mail
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
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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 R E S P O N D S E L L S E R V I C E R E T A I N
Enter YourEnter YourNext StepsNext Steps
Into the ActionInto the ActionPlan WorkbookPlan Workbook
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
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S O S
MorningBreak
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
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Response Content:Response Content:
What Sells More Cars?What Sells More Cars?
Define eBusiness SuccessDefine eBusiness Success
in your Dealershipin your Dealership
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 R E S P O N D S E L L S E R V I C E R E T A I N
3.3. eBlueprinted Optimized ProcesseBlueprinted Optimized Processd i /T l d Sd i /T l t d St
3.3. eBlueprinted Optimized ProcesseBlueprinted Optimized Processd i /T l t d Std i /T l t d St
Results Optimized Process
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SalesReps
CustomerLeads
design w/Templated Stepsdesign w/Templated Stepsensures accountability forensures accountability forconsistent lead handlingconsistent lead handling
design w/Templated Stepsdesign w/Templated Stepsensures accountability forensures accountability forconsistent lead handlingconsistent lead handling
customer
PROCESSPROCESS
CRMCRMApplicationApplicationCONTACTCONTACT
DATABASEDATABASE
AutomatedDatabasePopulation
2222
SalesManagerSalesManager
Automated Email Responseby Lead Type
1111
Scheduled e-mail follow-upScheduled e-mail follow-uptoto BOTHBOTH webweb && retailretail
CRM ApplicationCRM Applicationopen status contactsopen status contacts
6666ProspectProspectrespondsrespondsdirectly todirectly toassignedassignedsales repsales repvia emailvia email
and phoneand phone
Pre-contact
Post-contact
Lead Submitted
Clock Starts
7777ProcessProcess
PerformancePerformanceMetricsMetrics
ProcessProcessPerformancePerformance
MetricsMetrics
Sales Rep usesSales Rep usesCRM ApplicationCRM Applicationemail templatesemail templates
and telephone toand telephone torespond to leadsrespond to leads& schedule appt& schedule appt
ClockStops
4444Sales Mgr.LeadAssignment
3333
eBlueprinted OptimizedProcess
Sales Reps enterSales Reps enterALLALL contact info from Ups into CRM Applicationcontact info from Ups into CRM Application5555
SALES
eBusiness OfficeeBusiness Office
http://www.dealersite.com
Visits Site
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 R E S P O N D S E L L S E R V I C E R E T A I N
Showroom ShowtimeSales
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INCREMENTAL SALESINCREMENTAL SALES
SALESSALES
4. Incremental sales and profits are the direct result of dealer integration of marketing strateg4. Incremental sales and profits are the direct result of dealer integration of marketing strateg
LEADS SOLD
Appointment Welcome BoardAgenda review upon arrivalVehicles Pre-selected & made ready for inspection & Test driveOnline Credit Pre-ApprovalDocumentation Pre-completedStreamlined Sales Process
Appointment Welcome BoardAgenda review upon arrivalVehicles Pre-selected & made ready for inspection & Test driveOnline Credit Pre-ApprovalDocumentation Pre-completedStreamlined Sales Process
DealershipDealershipVisitsVisits(Appt. Shows)(Appt. Shows)
DealershipDealershipVisitsVisits(Appt. Shows)(Appt. Shows)
results
SalesSales
PerformancePerformanceMetricsMetrics
Lead Management ProcessLead Management ProcessLead Management ProcessLead Management Process
Faster Response TimeEmails that set stage for Phone ContactProven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation Process
No-Show Follow-up Process
Faster Response TimeEmails that set stage for Phone ContactProven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation Process
No-Show Follow-up Process
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
Faster Response TimeEmails that set stage for Phone ContactProven Lead Management Process
Faster Response TimeEmails that set stage for Phone ContactProven Lead Management Process
SalesSalesResultsResults
SalesSalesResultsResults
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ent Welcome Boardview upon arrivalre-selected & made ready for inspection & Test drivedit Pre-Approvalation Pre-completed
ed Sales Process
nt Welcome Boardview upon arrivalre-selected & made ready for inspection & Test drivedit Pre-Approvalation Pre-completedd Sales Process
Dealership VisitsDealership Visits(Appt. Shows)(Appt. Shows)
Dealership VisitsDealership Visits(Appt. Shows)(Appt. Shows)
Proven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation ProcessNo-Show Follow-up Process
Proven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation ProcessNo-Show Follow-up Process LeadLead
ManagementManagementProcessProcess
LeadLeadManagementManagement
ProcessProcess
Email TemplatesAutomated Response/ReceiptAutomated Follow-up PromptsTargeted Broadcast EmailsDMS IntegrationReports & MetricsLead Provider ROI Reports
Email TemplatesAutomated Response/ReceiptAutomated Follow-up PromptsTargeted Broadcast EmailsDMS IntegrationReports & MetricsLead Provider ROI Reports
Tools &Tools &TechnologyTechnology
Tools &Tools &TechnologyTechnology
ProcessProcessPerformancePerformance
MetricsMetrics
ProcessProcessPerformancePerformance
MetricsMetrics
Detail OrientedOrganizedCRM Application SavvyCan Work Trade-In ValuationsCan Manage Quoting Prices that are in line with Pricing StrategyKnow the product and availability
Detail OrientedOrganizedCRM Application SavvyCan Work Trade-In ValuationsCan Manage Quoting Prices that are in line with Pricing StrategyKnow the product and availability
People &People &Pay PlansPay Plans
People &People &Pay PlansPay Plans
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 R E S P O N D S E L L S E R V I C E R E T A I N
TIPS eBusiness TransformationTIPS eBusiness Transformation
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TRANSFORMATIONTRANSFORMATION RETURN ON INVESTMENTRETURN ON INVESTMENT
Interactive Web ServicesInteractive Web ServicesNew & Used InventoryNew & Used InventoryPhotos & PricingPhotos & PricingSales, Service & PartsSales, Service & Parts
Coupons & SpecialsCoupons & SpecialsService AppointmentsService AppointmentsOnline Credit AppsOnline Credit AppsAppraisal RequestsAppraisal Requests
TRAFFIC INTERACTIVEWEB PLATFORM
PROCESS SALES
Integrated Marketing StrategyIntegrated Marketing Strategy Regional Market AdvertisingRegional Market AdvertisingNewspaper/Print MediaNewspaper/Print MediaRadio/TV/Broadcast MediaRadio/TV/Broadcast MediaOutdoor/SignageOutdoor/SignageDirect MailDirect MailBroadcast EmailBroadcast EmailWeb Coupons & SpecialsWeb Coupons & Specials
Showtime!Showtime!Appointment Reception ProcessAppointment Reception Process
Review Visit AgendaReview Visit AgendaVehicle PresentationVehicle PresentationTest driveTest driveRevisit NumbersRevisit NumbersF&I IntroductionF&I IntroductionDeliveryDelivery
Pre-Selected Vehicles ready toPre-Selected Vehicles ready toshow, test drive and delivershow, test drive and deliver
Pre-Completed DocumentationPre-Completed Documentation
Streamlined Sales Process completed in less than 1.5 Hours froStreamlined Sales Process completed in less than 1.5 Hours fro
Automated Response that verifies receipt byAutomated Response that verifies receipt bydealer and sets up customer expectationsdealer and sets up customer expectations
Respond to ALL Leads in less than 30 minutesRespond to ALL Leads in less than 30 minutes
Quotes on 4 vehicles available for deliveryQuotes on 4 vehicles available for deliveryCall every customer to verify receipt of PriceCall every customer to verify receipt of Price
Quotes and set appointment to Test drive andQuotes and set appointment to Test drive andsee the differences between 4 quoted vehiclessee the differences between 4 quoted vehicles
Documented follow-up process that ensuresDocumented follow-up process that ensuresevery customer is contacted repeatedly in anevery customer is contacted repeatedly in anongoing and prescribed mannerongoing and prescribed manner
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
CRM Application Utilization
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LEAD
LEAD
LEAD
LEAD
LEAD
LEAD
LEAD
LEAD
.Herding Cats!
Managing CustomerLeads
Can Be Like.
Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
What is the Value of Training?
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Imagine what would happen if he skipped trainingImagine what would happen if he skipped training
A - Turnout Helmet. NFPA Certified turnout helmet, completewith shell, face shield, neck protector and liner withadjustable headband and chinstrap. Available in white, yellowand red.B - Turnout Coat. Features include 260gsm, blue flame-resistant Nomex IIIA Rip Stop outer shell and Thermaliteinner liner quilted to aramid scrim.Two deep front pocketswith Velcro fasten flaps, silver reflective tape around thesleeves and hem, and zippered front with storm flap andexposed blast clips.C - Firefighter Gloves. NFPA Certified, structural fire fightingglove, made of leather and includes a moisture barrier.D - Turnout Overtrousers. Features include 260gsm, limeflame-resistant Nomex IIIA Rip Stop overtrousers with Probantreated inner cotton liner provided. Two deep front pocketswith Velcro fasten flaps, gold reflective tape around theankles and Velcro front fastener with press-studs and leatherbacking for attaching braces. Inner liner has Velcro tapes atthe waist and ankles to secure the garment to the inside of
the overtrousers.E - Turnout Boots Warrington Pro 2008. NFPA CertifiedWarrington Pro 2008 is a leather top boot with steal cappedtoes, Gore-Tex lining and pull on straps.Y - Style Braces (not shown). Red flame retardant webbingwith leather attachment tabs and leather backing.
Trained &Trained &QualifiedQualified
Untrained,Untrained,But has equipmentBut has equipment
Which of these two would you want to rely upon?Which of these two would you want to rely upon?
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Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation
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 R E S P O N D S E L L S E R V I C E R E T A I N
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Enter YourEnter YourNext StepsNext Steps
Into the ActionInto the ActionPlan WorkbookPlan Workbook
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 R E S P O N D S E L L S E R V I C E R E T A I N
Receipt that validatescustomers Inquiry
Process Improvement: Dealer eBusiness Strategy
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CRM Begins With FirstContact and ContinuesThrough the CustomerPurchase Cycle
customers InquiryOutlines eProcessSets up the customers
expectationsIs the lead from an existing Customer in DMS?Is the lead from the dealers web site?Is the lead from the OEMs web site?Is it a 3rd Party Lead Referral If so, from where?Lead Consolidation Review previous inquiriesCustomer Profiling; Name, Location, Model, EmailTargeted Vehicle Selection; Creating CuriosityLead assignment Matchmaker management process
Customers Should beContacted by PhoneWithin 1 Hour of sameBusiness Day to verify
receipt of price quotes,answer questions andArrange a Test DriveAppointment
Automatic eMailResponses
InternetSales
Process
Initial PhoneContact
eMail & PhoneFollow Up
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