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Dealership Internet Sales Process: 7 Steps you must Execute!

Tuesday, December 1st, 2009

Why your Internet Sales Process matters more now than it ever has, and the 7 Process Points you must execute to be successful:

masters-series-logoAdvanced marketing tactics like SEO and Social Media Marketing are a big focus in the industry right now. These marketing tools are very successful at moving the bar forward and YES your dealership needs to be involved.  However, if you are growing your arsenal of marketing tools you are also being more wasteful if your process is not nailed down.  Your store should not be investing more marketing dollars unless your customer funnel is proven to convert the customers into deals.  As the economy rebounds and you look to grow your marketing it’s a perfect time to do a dealership process check up.  How does your store stack up?

The Correct Internet Sales Process
A successful Internet sales process is not rocket science.  There are 7 things every process should accomplish.  By executing these seven points consistently and with your dealerships brand, you will maximize your close rates.  Use this as a checklist to grade your dealerships process:

1. Quick Response time
Yes, this concept has been beat into the industry but in this age of immediacy it continues to be one of the largest separators of success.  An hour to respond to an email is NOT acceptable.  Your response needs to be within minutes, if you cannot do this consistently restructure your department or use technology that can respond with YOUR price quote immediately.

Do not measure, average response time, it’s a bogus measurement.  Instead measure what % of the time you responded within 15 minutes.  Face it, if you don’t respond quickly the chances of closing the deal drops dramatically.

2. Transparency in price, availability and trade
Customers can get whatever information they want.  If they don’t get it from you they will get it elsewhere.  Don’t let that happen.  If they ask for a price give them a price.  If they want to know what their trade is worth talk to them about it.  Don’t ever avoid a question.  Be transparent, be engaging, be a place they want to do business, answer their questions and give them a reason to come see you.

3. Provide multiple options
When customers go online the regularly add features or submit requests on vehicles out of their price range.  They are curious, they are hopeful and they are human… trying for something better than current reality is just what we do.  Once you realize they are unlikely to buy the vehicle they submitted a lead on you realize the importance in providing options to them.  This helps engage the customer with you as they explore their options and come to reality of what the best car for them really is.

4. Sell the advantages of your product
Again, customers regularly DO NOT buy the product they submitted a lead on.  Many even switch brands or bounce from new to used and vice versa.  Clearly the MYTH that Internet customers know exactly what they want is FALSE.  You need to “sell” your product.

How do you do this?  Provide links.  Send them to your product landing pages, micro sites and the pages that tell your brand proposition.  If you don’t have these pages built and optimized put that on your list of things to do.  Use OEM sites, outside news stories, social media profiles and your dealership ratings and reviews to boost your brand proposition. Do be cautious sending customers to sites you down own, you have less control but added 3rd party credibility.  Balance the pros/cons appropriately.

Track these links.  Your CRM should be able to tell you who is clicking on what, replace the links that get no action and keep the content fresh.

5. Phone call to request appointment
If the customer provided a phone number you have permission to use it.  Call them.  Confirm they got your email, start a conversation to get to know them.  The one piece of your product another store cannot is your relationship with the customer, be sure that relationship is strong.  Use a phone script, set an appointment and track your shows.

6. Long term follow up
Most 3rd party leads close AFTER 30 days.  If you are a dealership that does a great job at following its customers for 3 weeks, congratulation!  You could double your closing rate if you could extend that follow up/engagement process follows for an additional 60 days.   Long term follow up should be more than automated emails or a dealership newsletter.  Include regular phone calls into the mix.  You are most likely better at building and maintaining relationships on the phone than you are at email.  Use this to your advantage.

7. Differentiated “customer friendly” sales process
After you have done all this work to get the Internet Customer to the dealership, don’t blow it with a bad “in person” sales process.  Continue to be transparent, answer questions, be a resource and over come objections.   You should close an exceptionally high number of your Internet appointments that show up.  It’s ok to sell and be a closer, just maintain your customer relationship through the process and you will be fine.

Dealership Internet Sales Success
If there is one thing I would I would emphasis is consistency.  We are in the business of doing the little things a lot of times.  Measure every step of your process and report with your management team in weekly meetings.  Reward the process by keeping spiffs and awards focused on execution.  You cannot manage results but you can manage the activities that get the results.  The 7 activities listed above will get you results but most stores struggle in the execution of their process.  Hitting all 7 points consistently is an uphill climb.   Where does your store excel and where does it fall short?  What is the biggest tip you could offer your fellow dealers about executing your process correctly?  Please share…

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R.I.P. Four Square Negotiations

Monday, March 9th, 2009

Welcome friends and family of the deceased.RIP - Tombstone


We are gathered here today to honor the life and mourn the passing of the infamous “4-square.”  The 4-square was born at the dawn of the auto industry when vehicle margins were thick, consumers were uneducated and invoice data was guarded with upmost secrecy.  In recent years, with transparency increasing, the four square has been on life support plagued with “old-schooler’s disease, but the time has come to bid farewell. Our beloved 4-square is survived by market based pricing, transparent information exchanges and multi choice menu styled write-ups.  Unless you want to die of old school-ers disease too, I suggest you move on and find a new way of negotiating.

 

How do you negotiate?


Like many of you, my first sales manager was a master negotiator who indoctrinated me on “4-Square” negotiating.  He would role-play tactics to avoid price and “hit, hit, commit” then move to the next square.  After the customer had autographed the write-up I would head to the tower only to return with the  “atomic” pencil, (numbers so extremely high to “adjust the guests thinking” and raise the expectation so could come in lower and make the deal.)  The 4-square WAS the ultimate negotiation game.  However, the days where 4-square negotiation was the best mode of operations are officially behind us.  Today, “games” don’t get you car deals!

 

Market Based Pricing:


Successful negotiating should get off on the right foot with market based pricing.  This means your inventory is priced according to real market value for all to see and advertised online.  Your prices should be aggressive enough to put you in the top consideration of the customer.  If you have thousands and thousands to drop from the price at the first pencil, its highly unlikely you are using market based pricing.  Poor pricing will dramatically reduce your phone, email and lot traffic.

 

Transparency:


Then you must offer you customers a transparent transaction.  If they ask for a price, give it to them.  If they ask for payments, give it to them.  Your customers CAN get the answers they are looking for; the question is will they get them answered from you or your competitors? By avoiding their questions and side stepping the information they want will only push them away.  Yes, this breaks the rules of old negotiation; but being the best never was easy.  If you want to be the best you may need to learn new ways of handling objections.

 

Menu Presentations:


If you resurrect the “ol’ 4-square” and slap it on the desk in front of the guest you will immediately invoke old school buying emotions in them and they will start shutting you out.  If you want to keep the process moving towards happy customers, you need a write up that is customer friendly yet still leaves them an element of control while helping them come to a decision.  I recommend a menu of various choices, easily presented with 2-4 options that is an excellent closing tool.  It makes life easy when you can present options 1,2 & 3 and say “which one works best?”  If they don’t come back with quick close, you can, in a consultative yet influential way, walk them through the pros and cons of each option.  Menus display information in a quick to read format and facilitate a customer centric negotiation process.

 

Time to move on:

Yes, the glory days of the 4-square have passed and its time to move on.  Chances are if you still use a 4-square you disagree with what I have written and will argue that it still works well.  My response is that there are simply better ways.  I am not convinced there is only one way to perform a write up. However, I firmly believe the most successful practices will involve market based pricing, exchanging transparent information and giving choices to the customer in some form of a menu format.  What works for you? If you agree back me up with examples from your experiences.  If you disagree, I’d love to hear why.

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Appointment setting word track

Monday, January 19th, 2009

Handling internet leads successfully usually requires moving the lead from the web, to the phone, to the store.  Phone skills are very important since that is how you build raport and a relationship to bring the customer to the dealership.

I heard this simple question from a rep of mine a while back and it  works GREAT to open up the conversation to set an appointment. Adapt this to your personality and it will engage your guest in a trial close and let you know where you stand.  Remember, the road to any successful sale is to build value, build a relationship and overcome any objections.

Wording:

After responding to the vehicle inquiry, get the guest on the phone confirm that you have the correct vehicle.  Then simply ask them, “Are you the type of customer that would like to test drive the vehicle before making a selection or will you just handle everything over the web?”

The vast majority of customers will answer that they would like to “test drive the vehicle.” This is your perfect lead in to schedule the appointment.  Respond, "Great, when would be a good time to meet up? Is tomorrow afternoon good or…"

Every once in a while some will answer “everything over the web” and if that is the case you can begin the credit application etc process according to your dealership policy.  "No problem, we are one of the few dealerships who have a process to handle everything over the web for customers like yourself.  To get started lets…"


It is a simple yet effective trial close.  There are plenty others, let me know what works for you…
 

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Rules for SPLIT DEALS

Wednesday, December 3rd, 2008

Split deals can be a headache for Management and a downer for the department.  They affect more than the two or three sales people involved, because the team tends to pick sides with their friends and the “ill-will” spreads like a contagious cancer around the showroom floor.

The saying, ‘the best offence starts off with a solid defense” definitely applies here.  Set ground-rules and insure everyone, including management, plays by them; your team will be much better off.

Your CRM tool is one of, if not THE most important piece of technology since it holds the keys to your success, your customers.  Regarding split deals, your CRM tool can take on added value as the end all answer to many of your stores in house disputes.
I feel strongly that “process” is key to one’s success.  Mediocre sales people perform above average if they execute a process well and good sales people will be unstoppable.  As a manager define and ALWAYS reward your process.  Build your sales process into your CRM system and use it in moderating questions over who a customer belongs to.

For example, if your CRM recodes inbound and outbound calls these can be used to decide split deal disputes.  If your process is follow up with a customer weekly then protect the sales person if the CRM system shows they followed the customer weekly as directed.  If they missed their call, or didn’t record it in the system, they loose protection.  If a sales person claims he worked with a guest a few days prior, and has their name and number on a business card to prove it but they are not logged into the system… sorry no protection.  Customer activities must be properly recorded in the CRM to warrant protection. You must always go back to your stores process, and make sure your CRM system is aligned with what you want to happen and you will kill two birds with one stone.

1.Disputes over split deals will happen less and less, keeping your sales team happy and focused on the task at hand, selling    cars.

2.By using the CRM system as the deciding factor in protecting a sales person from a split deal, you will build a culture that your process matters.  This alone will increase your business by getting all the team on the same page.

Disputes over split deals are a waste of time.  Take a few minutes to outline your process in your CRM and define your rules for split deals.  The benefits will pay off 100 fold over time as you build a team that executes your vision.
 

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I hated spoon deals.

Wednesday, November 26th, 2008

I hated spoon deals.

Spoon deals can do some great… and really crappy things inside a sales department.  Sales people rightfully love to be handed a done deal; it basically means free money!  There is a downside to these deals though, they can promote laziness, unnecessarily increase expenses and can start bad feelings inside the department as managers tend to pick favorites because of friendships and then unfairly distribute the free deals.

Here is one way we found to keep the positive and rid ourselves of the negative effects of spoon deals.
Get all your managers to together and determine qualifications that they feel a sales person must have before they turn a family member to them.  This may include things like being knowledgeable with the product, be good with people etc.  Find ways to make these qualifications measurable such as pass off the product tests, have a minimum CSI score of X etc.

With a complete list of measurable qualifiers we went to the sales team and let them know what they had to achieve to “qualify” for spoon deals.  This insured that there was a push for certification and CSI.  Then each month you would rank your sales team on other measurable goals (based on your stores culture.)  The ranking could be determined by sales volume in the prior month, the winner of the walk around contest or the amount of perfect scores received on the prior months CSI surveys.  Once the sales people are ranked place them in order on a white board.  Managers have spoons to pass out; they always choose the top sales person on the list who is present at the store.   This allows the managers to pass family and friends off to be helped by qualified sales people.  By creating a “spoon board” we found we distributed the deals fairly and created some friendly competition for the matrix we were trying to reward.  (in our case we ranked sales people based on highest CSI for the prior month.) 

Whatever matrix the dealership decides to reward, you will find your team engaged and happier because they are no longer focused on why its unfair that Johnny always got the spoons and they never do.  They will be happier and motivated, which always sells more!
 

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“Internet Buyer” of today.

Wednesday, November 12th, 2008

A description of the typical gen Y buyer today.  (no this isnt really me, im older than 26… just wrote this to illustrate a point.)

I am an “Internet Buyer.” I am not a super mooch of a customer just looking for the lowest price.  I am not an anal-retentive computer science nerd using mosaic to buy my car because that’s what the elite of the web do.  No, those days and shoppers are long gone.

I’m no longer a 14-year-old boy playing around on his dad’s laptop, who decided to send a lead to see what happens. That was me 12 years ago when the web was just starting to take traction in the auto industry.  Today I am a normal 26-year-old college grad buying my second car. I don’t look at the Internet as a fad or me as part of a specialty market.  No, the Internet isn’t even a “way of life,” it’s just part of me and there is very little separation between my life and the web.

I was writing emails, surfing the web and created my first website before most sales people started complaining about invoices being published online. I went to school online, I work online, shop online and communicate online.  My friends and I keep in touch on facebook and through text messaging. I’ve got friends in other countries and we don’t talk long distance thanks to skype; even email seems a bit archaic these days.

I’m not alone, if fact my whole generation is like me.  Not to mention my parents now bank online, have their own blogs and even my grandmother visits our family photo albums on Picasa.  The astonishing thing is not my grandmother, but my 4-year-old niece.  She plays Disney online, is learning to read online and uses the digital camera to film her princess dolls and asks for my help to post them on youtube.

Yea, its not 1999 anymore and the Internet isn’t a novelty. It’s life.
 

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Are we making our problems worse?

Tuesday, November 4th, 2008

I just had a conversation with a friend of mine who works the desk at a Ford store.  He was telling me how you could buy a F150 Lariat in the $24k range thanks to over $10k in factory rebates.  It’s a killer deal and the public is all over it.  He said truck sales rebounded a bit for them last month and they moved a bunch of these units, especially due to the fact that you could un-bury someone with a bunch of negative equity thanks to the rebate.

I’m stoked they were able to have a better month of sales.  We all know the industry needs it, but aren’t we just digging ourselves deeper into a hole?  What is that Lariat really worth: the $34k sticker price or the $24k selling price?  Obviously it’s worth what the buyers are willing to pay, and that certainly isn’t $34k in today’s market.

Lest look at this realistic scenario: if the buyer had 9k in negative equity (very realistic considering how soft trades are) they just financed 33k, plus taxes and fees. As they left the lot they were approximately $14,000+ plus taxes and fees upside down.  OUCH! Then you figure they took out a 72 month loan with a mid interest rate (we all know FMCC doesn’t provide the most aggressive rates) and their principle balance will not be paid down near the rate of depreciation.  What’s all this equate to?  One less buyer on the road for another 4-5 years because they will be so tanked in their new truck they have no hope of trading out without a significant down payment!

How many times did this happen across the country last month? Last year?  How many buyers are out of the trade cycle because they are SOO far upside down that they are completely un-financeable?  How long will this last before banks adjust lending guidelines and dealers are really hurt?

Can you blame the dealer?  If they had sold the truck to the customer, someone else would have. Any sales manager worth his paycheck would gladly answer, "Roll it!" Their job is to put together deals, not police the nationwide market.  However this doesn’t stop the fact that we are only hurting ourselves in the long run by reducing the number of financeable buyers in the market place.

So what’s the answer?

a) Continue… knowing that just like home mortgages the piper will come calling and once the banks get tougher we will deal with it then. (That will be a tough day)

b) Switch to leasing, since there is such strong support for leasing at the moment. (Ha-ha yea right, strong support for leasing?)

c) Play financial advisor for our customers and recommend shorter terms and larger downs risking that our competitor down the street will beat us by a mile on payment.

d) Not worry about it, at least they bought GAP?

Our options aren’t too good, but seriously this is a real problem.

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Slow is smooth & smooth is fast!

Monday, September 15th, 2008

 I watched the 2007 movie "Shooter" earlier this evening.  Its about a US Sniper who is framed for an assassination attempt on the president by a rogue CIA unit.  The movie follows the manhunt for this extremely well trained Marine Scout Sniper who they think tried to kill the president.  I wont give up the details of the plot, nor the intense ending, but I will tell you this (because it relates to car sales):  Swagger (the sniper) recruits a blown off FBI agent to help him fight his way out of the situation.  Unfortunatley this FBI agent is 3 weeks out of the academy and needs some serious training to keep up with Swagger.  At one point in the movie Swagger is training this rookie to shoot and reload under extreme pressure and he says to him, "Remember, slow is smooth and smooth is fast."  Later in the movie as they enter their most intense battle Swagger restates these words of wisdom.

 

Slow is smooth & smooth is fast is an oxymoron of a proof, however it provides great direction for anyone in car sales (any form of sales or negotiations really.)  So often we are hurried and especially become excited when we receive the "green lights" from the customer signaling their willingness to continue the sales process.  As a result of this positive anxiousness we hurry things along, begin to believe that "this customer is different" and maybe even cut corners.  The result is usually a "quick and easy" sale right? …Wrong.  Slow down and remain in control of the situation.  Follow the sales process even if some particular steps are "not needed because this customer IS different."  The vast majority of the time the hurry causes long term pain, such as  incomplete paperwork that holds up funding, a lack of proper information put into the CRM system or worst case scenario is cutting just enought corners that we lose control of the deal all together.  There is nothing worse than losing a deal you knew you should have had?  So, how do we avoid these problems?

We would all do well to take advise from a Marine Scout Sniper, "Slow is smooth and smooth is fast."  Staying in control and doing things right the first time will mean more deals, higher income, happier customers and a more successful YOU!   Have a great week! 

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Does cheap gas hurt my car?

Friday, July 25th, 2008

Im certainly not the mechanical type.so in driving home from a brief trip to the lake over the weekend my wife asked me "does it really matter what type of fuel we put in the car?" I wasn’t much of a help in answering. I knew enough to get by, but not enough to overcome a customers objection on the subject or to really install confidence from them in my answer. Lucky for me, I stumbled upon an article today on MSN that I thought was very well written.

I thought id share it so everyone in sales out there could use it to answer customer questions if it comes up. Sales are tough and we should be looking everywhere for a little edge to be a better closer:

http://www.msnbc.msn.com/id/25691323/

Good luck with the end of your month!

 

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Managing Floor traffic vs Virtual Traffic

Wednesday, September 12th, 2007

At the moment I’m on the plane returning to Salt Lake from Seattle. We spent the afternoon with some of the executives at (more…)

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