A dealership's CRM is at the heart of its entire sales operation. Choosing the right CRM for your dealership is exceedingly important in its success. However, when the purchase of the new CRM has been completed, there are still a few key items that need to be covered before the dealership can get up and running. Acknowledging that this process takes time and energy, from all members of the dealerships sales staff, will help to build a long and fruitful relationship between the dealership personnel and the CRM provider. After all, the foundation of the CRM’s success in the dealership starts with a positive and successful on-boarding process. Following a few key steps will save time, staff complaints, and most importantly, funds. 

• Educating your staff in preparation for the new CRM is not only important, it’s a necessity.Everyone who will have access to the CRM in the dealership should be informed of what system they are being switched too, but also when it will occur. Once everyone has a schedule to abide by, it gives ample warning to salespeople to prepare for the new system. In many cases dealership staff will be apprehensive to switch to a new system, but it’s up to senior management to educate them on the “why” reason for the switch. Keeping a transparency to this aspect can give the sales staff a sense of pride given they were informed of top level decisions and how they were reached.
• Setting up a collaborative relationship with the CRM company provides constant and up to date education to the CRM and its abilities.CRM companies, proper automotive CRM companies, provide not only a new system for the dealership, but also an ongoing business relationship. This is not just software given to the dealership, instead it’s a partnership where if anything is needed or requested by the dealership, it is provided by the CRM provider. This is best handled when the CRM company provides the dealership with assigned staff for constant management of that specific dealership location, typically called Performance Managers. These PM’s are available not only in the beginning set up stages, but also throughout the entire tenure of the dealership’s relationship with the CRM provider. Whether it be email, phone call, text, chat, or in person, these PM’s are there for the lifetime of the relationship. Because having that personal relationship builds a better functioning day-to-day process, which prevents hiccups that other companies may allow to happen.
• Migrating dealership data to the CRM provider on schedule keeps the on boarding timeline intact.Lack of data transfer to the CRM provider is the largest delay in the setup process. At the beginning stage of purchase, a timeline calendar should always have been sent to the dealership. Keeping to this timeline will create an ease of use for the staff, with no delays holding up the training and start date. In addition, speak with your new CRM provider about the migration and your data transfer. All data should transfer over, however sometimes DMS data doesn’t match that of the CRM when the switch occurs. Speaking to the CRM vendor will hurdle and problems that can occur. Because you don’t want to lose one lead in switching, given the entire reason was to create more leads.

Talk with your CRM provider if these steps above never happened, or if these processes occurred and were just unhelpful. Because it may be time to start shopping. A new CRM may be one of the largest purchases a dealership will make, but there’s a reason for this. Having the right CRM will save time and money. Even more important however, a CRM that works in unison with the dealership will increase sales and provide less of an annoyance on the salespeople. Salespeople who don’t enjoy and/or work well with the CRM are much more detrimental that most think. If the CRM is found to be disliked by the staff, productivity will slow. Ask your salespeople what they think about your CRM; Their answers may surprise you.

No matter the size of the dealership, independent dealer or automotive group, the maintenance of a website is just as important as the building of one. Focusing on this section means we leave out the MOST important aspect of the website; mobile-optimization, and that cannot be done, so here’s a quick fact to make sure that box is being ticked.

More than HALF of all traffic to your dealership’s website is from a mobile device, so having a mobile-optimized website is critical for you dealership’s digital presence. Mobile optimization allows the dealership to be visible to customers at all times and locations, expands your customer base, and helps to stand out from the competition.

Alright, that’s covered. Back to the maintenance portion of the dealership site. When first built and published, everything is up to date and correctly managed, because it's at its beginning of the website's life. However, after a small period of time the graphics and content are obsolete. Why? Because, as with all technology, graphics and content must be updated constantly, keeping current within Google and its search results positioning. If done correctly, consistent updates are a small undertaking that can provide large results.

• Regularly updated content will always create better positioning in Google. The frequency of updating content is not just importance, its a necessity. For example, occasionally there will be dealerships who have a 4th of July event going on, appearing on their website, in August. Clearly the event is over, but you wouldn’t know it from visiting their site. This isn’t to say that subject matter should be adjusted every day, it’s a dealership not a marketing firm. With manufacturer incentives and offers typically swapped every 30-90 days, updating once or twice a month should keep the site cleaner, more relevant, and offer a better Google ranking.

• Content must be sufficiently more diverse than ever before, essentially expanding your reach with the same content over multiple platforms. If you are organizing an event, create an announcement that includes exact dates, and quality photography. When there is press information about the dealership, use it to your advantage and link to it through the platforms you utilize (Facebook, Twitter, Website). Use QUALITY videos and photography. Instead of going through topic in depth, here’s an article on proper video quality for the dealership website.

• The consumers’ ease of use on the website must hit all demographics as well. No matter the age, 18-80, the website must be satisfactory laid out to provide the best customer experience. Targeting the information for the specific geographical area, easily accessible contact information, and forms readily available are just a few of the must-have’s every dealer website should obtain. If the consumer cannot practically walk around the website with ease, as if they were in the showroom, they will do what anyone would do; move to another showroom.

With just a few updates such as these, the dealership will see an increase in website traffic, keep the consumer returning, and increase the contacts led into the dealership. Dealerships around the country have gone through massive reconstructive productions on the physical side of the stores. Shouldn't the same be done for the digital side of the business?

Dealership video content has quickly grown throughout the industry in the last few years, and it is yet another marketing strategy to set any dealership apart from its competitors. Dealership video can be utilized to create an entire package of video marketing to attract more consumers to your brand. However, with consumers more informed than ever before, certain and specific marketing ideologies need to be adapted to survive with this new type of well-informed consumer. The problem is, the current videos posted on the dealership’s website, Facebook, YouTube…Are terrible, and horrid, and all of the other synonyms associated with BAD. It doesn’t have to be though. If done correctly, dealership video content creates an engagement between the dealership and the customer. Staying current with what steps need to be taken in dealership video creation will help attract more customers, and also provide yet another branding tool that gives a positive ROI.

Video length is one of the most important aspects in dealership videos. Whether it be a YouTube highlight video, vehicle walk-around, etc., no video should be over 2-2.5 minutes in length. No matter the viewer’s demographics, people are generally used to having their content put front and center, as soon as possible. The longer showcase the video has, the less likely the audience will retain attention to the end.

Video quality and sound have more of an effect on the viewer than most ever realize. With HD video content available in every arena, consumers are more than used to having the best quality picture and sound. If HD is not available, many move on before the video even gets going. When creating video content, avoid the “homemade” look of videos. Contrary to some beliefs, they’re not “quirky" and customers will not stick around long enough to find out what you have to present them. Cell phones can be used, but truly should not. Upgrade the dealership to an camera specifically made for video. It not only ticks the high definition box, it also will allow for a better sound quality.

Consumers expect video content to have actual “content” included. This is actually the most important aspect in creating videos for the dealership. This goes for everything dealership related. Long gone are the days where people expected dealerships to have hacked up advertisements or videos, where the GM shouted deals while an employee danced in an Uncle Sam costume, riding a flag-draped horse with country music played in the background. This video type should never have existed, nor should it exist today. The current automotive dealership gives more of a clean cut, modern, high tech feeling to its customers, and it must stay that way in all marketing strategies. By creating a simple content direction, the dealership is able to focus the ideology of the video to point toward the one subject that actually matters in the video itself; the dealership and the vehicles. Without this much needed direction the video ends up being still images. FYI, a vehicle video, is not considered a video if the images of the vehicle are just made to scroll using an after effect. It’s a pointless effort and please stop doing it.

Posting the video to the dealerships YouTube page, automotive marketplace sites, and the dealer site itself will, in many cases, dramatically increase the flow of meaningful traffic. No matter if the consumer is a baby-boomer or a millennial, having a well-planned and well executed video marketing strategy creates another relationship building tool, bridging the gap between the dealership and the consumer. Moving from a video to a showroom visit, and a consumer to a sale.

A dealership’s CRM, the center of the sales operations. This sales tool has the capacity to work in tandem with the sales team to efficiently and successfully sell more cars. However, as is the case with so many dealerships, the staff and management are either misusing its functions or not understanding its capabilities. The largest discrepancy with a dealership CRM is neither of these though, but instead a hatred for it entirely. Recently, we polled 50 random dealership staff across the country, from 50 different dealerships. This included 40 sales personnel and 10 managers. A simple question was asked; are you satisfied with the CRM tool your dealership uses? The answers were alarmingly negative, with 37 out of the 40 sales personnel, and 8 out of 10 managers, dissatisfied with their current tool. The negative results were not surprising, but they do provide a glimpse into the negativity dealership personnel carry for their CRM tool.

Looking at what’s wrong with your CRM, and more importantly what needs to be working properly, is the only method to providing the dealerships staff with a tool they can get along with. This is necessary because the old way of thinking, where management throws a tool at the staff and says “work with it”, will not work. Having a positive experience day in and day out with your CRM, will help the longevity of not only your personnel and their abilities, but also the dealership's bottom line. Both sales staff and managers should work well with the CRM, and there’s a few items to look out for to make sure the CRM is working properly for the entire dealership.

The sales staff should be experiencing an ease of use when utilizing the CRM, every day, every deal. The CRM should work as an assistant for the sales representative, provide he/she with most promising leads to call each and every day. The sales staff should also be able to utilize all the functions of the CRM on a mobile device, because not every deal takes place at the desk. One of the greatest and most enjoyable pieces of a CRM that is a available in some systems, which was requested by most that were polled, and one that helps to keep sales staff working more efficiently, is customization. All staff are not the same, and their CRM “view” should also be different to their specifications. Some sales representatives like to have the most opportunistic leads centerstage, while some prefer their personal numbers front and center. The point is, custom CRM dashboards provide a little personal preference in a dealership otherwise similar in many ways. If sales staff work well and are generally happy with their system, they’re more likely to spend the required time inside the tool, closing more deals.

                                                        (Truly Customizable CRM Dashboard)

Management’s use of the CRM should be all-seeing, an entire overview of dealership operations. Almost all of the managers polled had one major complaint; complete oversight was difficult with their current system. The manager’s job is to oversee and to have an overview of their specific operation. If this isn’t easily accessible for managers to keep accountability alive, they may as well go home. This ability not only keeps the sales staff accountable in the eyes of management, but it actually helps to keep managerial accountability as well. The turnover ratio in the automotive industry is disturbing, and with top to bottom accountability available with the right CRM, why not look at alternatives. There’s a simple equation to simplify your dealership though. Look at your CRM, then look at your staff. If they’re not getting along a change must be made. You’ll thank yourself in the end.

Every dealership in the automotive industry has some sort of relationship with vendors and their products. Whether it be for a CRM, Website Design, DMS, Email Marketing, Call Reporting…You name it and it’s covered by a business in this industry. And while most will have the main argument in their quest for your business, the age old pitch “We Will Show You The Results You’ve Been Missing”, this isn’t the largest transgression against these vendors. What is, and what this article will focus on, is the TRUE problem with so many in the automotive vendor industry; false & fluffed reporting of the results their products provide.

Looking at the dealerships results, in comparison to what the vendor provides, is the key in a long lasting relationship with these suppliers. However, with so many dealer programs and vendors layering and clouding results, it’s become difficult to disassociate the good from the bad, no matter the size of the business. In some cases name recognition and sheer size of the vendor can make it simpler to be able to skew results. Viewing the warning signs for your vendors, and what they’re supposedly bringing to the table vs. what they’re actually doing for you, may help to clean house and find the right and TRUE product for your dealership. Here’s a quick guide in what to look for when being provided results from a vendor.

• Results that are vague & not analytical. Look at Google analytics for an example. When viewing stats on a reporting engine such as this, you’ll find a detailed (and sometimes frustrating) amount of information, which helps any user determine where every view, click, and exact lead came from, AND, how they got there. Now looking at many current automotive vendors, there’s only a select few who will provide true detailed views into how every facet of every lead has come through and how their product associated with this lead. A true reporting tool MUST show detail rather than a summary, and must give the dealership the chance to make the choice themselves, if they choose to do a deep dive into the analytics. Not the other way around.
• Reports showing the vendor’s product or service sold most of your vehicles. A dealership in most cases is a well oiled machine, staffed by sales personnel who spend all day with one goal; to sell cars. There is NOT ONE vendor in this industry that can attribute most of a dealerships sales to their product, it’s just not possible. An automotive supplier is there to help attain a dealership additional sales, more leads, and better organized growth and sustainability in the ever growing and changing automotive market. Unless the dealership has only vendors and no sales personnel whatsoever, there will never be a product to verify most sales can be linked to their product or service. If they do, it’s time to rethink who you’re working with.
• Product results that lead into a multitude of that same vendors’ other products. This is a tricky one, because there are many businesses who work with dealerships, who do have terrific additions to their arsenal of products. Where to be weary is when the reporting that is provided to the dealership specifically points in the direction of another product they provide. If it seems coincidental, it most likely isn’t.
• Tardy/Late Reporting. When using reputable vendors or suppliers, almost all of these will, at the beginning, provide a calendar of reporting to be expected. If reports and results are meant to be month-to-month, on the first, they should always be on the 1st. When the reporting becomes staggered and/or consistently late, in some cases it’s because the numbers do not reflect good on the product. Some may just be using a few extra days of data to bump the numbers, however some may be finding alternative methods to create “better” data in the eyes of the dealership. It’s not ethical, and it happens more than most would think.

Too many vendors are equating a correlation to a causality; trying to influence dealers that because they may have had a slight touch on the customer, they must be the only one to award credit with that sale. This is not every vendor, but the number of honest reports is outweighed by the dishonest in so many areas. Preemptively targeting certain cautionary areas of vendors before signing contracts is a must these days. This must be done in order to find transparent companies that show every detail to better the dealership, not themselves. Every aspect of all reporting needs to show the dealership, its personnel, and any outside eyes looking in, a complete view with no filters or gaps between the data and the ROI. Because, if that dealership cannot fluff their bottom line, why should any vendors be doing it?

The automotive industry, while very complex and diverse, has one unified major flaw. This flaw can directly affect every dealership in the country. It may or may not have a detrimental effect on the store's performance, as well as the reach and sustainability of the dealership itself. What is this massive issue? It’s simple; Vendor Herd Mentality. To clarify, Herd Mentality simply describes how individuals are influenced by others to adopt certain behaviors, in this case to do with the decision making of dealership third-party vendors. The decisions that dealerships make given this mentality may have a long-lasting affect on the dealership, positive and/or negative. Looking at this sociological condition, and how it affects everyone in the dealership industry, may help some take a more direct approach to the success of their dealership using an alternative viewpoint.

First, let’s clarify how Herd Mentality works within the automotive industry. Look at the dealerships website provider, CRM provider, email marketing vendor, etc., and look at how you got to them in the end. As is the case with most of us, it probably started with a referral of some kind, or, as with almost ALL of us, it began with name recognition. Looking at this deeper than many normally do, are you making the correct decisions for the dealerships’ success by moving forward with companies simply because of name recognition and/or referrals from other dealers? No. It may sound argumentative, but it’s true. Whether or not a dealership ends up with a vendor who is name recognizable, or because of a referral, should be based ENTIRELY on that specific dealership, and not a preconceived notion. As with snowflakes, no dealership is alike. Geographical locations, income levels, and other influences affect every dealerships success. Yet, because every dealership isn’t alike, every dealership must avoid the peer pressure of choosing vendors based on anything BUT the fit that vendor has within their specific dealership. Millions of dollars are spent every year to try and find the right vendor for each of the dealerships’ needs. However, what would that same dealership look like if it had done the research for the RIGHT company rather than the recognizable named vendor or the referred vendor.

In that research, there are large obstacles to avoid and/or look for in this search for the perfect vendor:

• Vendor Product Updates - A dealership is ever-changing, and it’s vendors must also have that same ability. Avoiding vendors that are too large to change is a must. Product updates are a key essential in this ongoing market, and if a vendor is too large to update systems and products as the market changes, walk away now.
• Personal Customer Service - No matter what vendor a dealership is using, it must provide award winning customer service. The daily happenings inside the dealership do not allow for a negative or slow customer service experience, no matter what product the dealership is using from whatever vendor. In addition to this, if available, having customer service representatives that are specifically assigned to a dealership will make any issues that arise much simpler to solve.
• New Features/Tools - This may be the most important, because the marketing tools that a dealership uses, if not current within that year/month/day, WILL NOT succeed. This is not meaning an updated product, as listed above, this is to do with the newest and most advanced methods of the product itself, not just a vendor trying to adapt to change and failing rapidly. With the industry of vendors so vast, it’s the thought leaders in each field that should be giving first reign, because without using these types of vendors, you’re just using a copycat. 

Keeping a watchful eye out for these necessities in an automotive vendor, and the obstacles in the way of the dealerships’ success pertaining to these vendors, will make both an instant AND long-lasting impact on the sustainability of that dealership. All of this is not necessarily saying that the companies that have name recognition or companies that are referred aren’t going to be the right fit, it’s simply implying that all dealerships must do the research for themselves to find out what company(s) fits best to work alongside YOUR store. Not another dealership.

A CRM can be the most complex and instrumental part in the success of the dealership, but too many are either using the WRONG CRM and/or simply not utilizing it properly. Using a CRM properly can benefit the dealership in more ways than many could imagine. A CRM can streamline tasks that are all located in one area, it can improve organization which in turn can boost opportunities/sales, and it also provides a central focus around the customer service side of the dealership. But, whether it be not having the knowledge, laziness, or just using the wrong CRM for that dealership, too many dealers and their staff are losing ground on the competition. Taking a look at how the dealership may be using their CRM incorrectly or incorporating the wrong CRM in general is the first task in improving the dealerships bottom line. Here are 7 functions required for a CRM. 

• Integrating, Training, and Support. A Dealership staff that does not know the process to set up in the CRM, will fall flat before they can begin. Certain CRM’s, if used correctly, will have processes set up and built in to better use the CRM to its full potential, and help sales personnel from the very start. The beginning stages of a CRM integration are key in building that solid foundation. If this is set up incorrectly, chances are you have the wrong setup or the wrong CRM entirely. In addition, some CRM companies stop at the sale, per say, and become lackadaisical in supporting the foundation. Finding a CRM company that supports the dealership from beginning integration, training consistently, and constant support available, are the keys to success.

• Advanced Software & Technology. 2016 technology is not the same as 2015, 2014, or 2013 technology. To believe this is ludicrous. CRM software that is outdated not only increases the chances of mistakes occurring, it also limits the dealership from accessing the opportunities that come with updated technology. For instance, does every dealership have the opportunity to access their CRM in app form? No. Not even close. Sitting at the desk and on a desktop should NEVER be the only point of access for a CRM. If the dealership has no app form for its CRM, it’s imperative to make a switch; your staff will thank you. 

• Separate Users For Individuals & Managers. A dealership that has one admin level or one type of access account setup, is greatly hindering the success of its sales personnel. Having the ability to have separate sales user accounts provides each sales rep the opportunity to work both individually but also in tandem with the managers. By having it set up independently it also provides management to oversee which salesperson is succeeding vs. those who are struggling. Also, having the management level access is key for the dealerships bottom line. Imagine having an all-seeing view of every facet of the dealership sales and its staff. No matter how many rooftops, having management level access provides the high-level personnel with the ability to manage better, and create a more successful team of representatives to sell more cars.

• Advanced Desking Tool Built In. Having the correct Desking Tool for the dealership, built into your CRM, is paramount. Because when penciling deals, speed does matter. Going back to the technology aspect, CRM’s must have current technology that provides up to date Rates & Residuals information. Having this ability speeds up the negotiation process, improves CSI, and helps the dealership hold gross.

• Contact Methods, Social Media, and “Best” Customers. A CRM MUST provide these three advantages to the dealership personnel. Having a system set up that properly uses technology & algorithms for best contact methods, including the best time of day, day of week, etc., to make contact, is crucial in creating a sustainable relationship with the consumer. The use of social media, which is becoming the new norm in selling methods, must be integrated into the CRM and not as a side thought. More & more people are communicating through social media, especially millennials, and these changes must be met like for like to help sales personnel engage more intelligently with the customer. Not to be forgotten, is the ability to have a focus on the “best” customer. A CRM is intelligent software, one that can use Artificial Intelligence, at least if done properly it is meant to be, and it must have the ability to engage which consumers are better to call than others. Wasting time on one customer, when in fact you should be contacting a separate customer, saves time, it saves money, and it saves heartaches.

• Equity Mining. One of the most important opportunities with a modern CRM is the ability to mine equity. This shouldn’t be a difficult process, nor should it be limited. Equity mining through the CRM can create opportunities otherwise sidelined. Using a system that relies on account orders, geographical location, number of accidents, number of owners, and others can create an actual cash value. Also one where the customer’s payment should truly be at. This done right should be done through the software and not specifically through a third party vendor. When using an outside source, the numbers can be skewed, and that gap in knowledge creates a void that will affect the future sale.

• Sales & Service Working Together. Many sales departments do not engage in efforts to communicate with service customers. This is a terrific opportunity to interact with a customer, and if using the CRM correctly it can be beneficial for future sales. If the dealership CRM doesn’t have the capability to interact with both service and sales departments, a huge percentage of service opportunities are walking into a dealership with no engagement. However, with the right CRM, sales and service can live side by side and in doing so, can be utilized to always continue the relationship with the customer. With that relationship continued, future car purchases are more likely for that specific dealership.

Long story short, if you can’t check all of these boxes, it may be time to go shopping.

The recent news of Cars.com’s acquisition of DealerRater is creating a stir, basically because a review GIANT will be born when the transaction is completed next month. The new Cars.com will have the largest dealer review platform in the industry, with more than 4 million consumer submitted reviews. While there surely are many dealerships as well as sales personnel who have seen this news, many have surely passed it by, not thinking twice. However, there should be a pause, because this acquisition will effect every facet of the auto industry. The greatest eventuality with this, if done correctly, will be that dealerships have the chance to build up their reputation because of this.

Online reviews, no matter the industry, are more important than ever before. Automotive reviews are even more important to consumers, given that the purchase they make will be their second largest only to purchasing a home. In addition, this importance on reviews rings even more true when talking about service departments. And, unknown to many, dealership sales personnel are also able to be reviewed. Simply put, reviews are a way for consumers to feel more comfortable throughout every dimension of the dealership. Given 71% of customers say they bought their vehicle because they liked, trusted, or respected their salesperson, this comfort level can effect your dealership both positively as well as negatively. Having said that, there’s a few things that need to be understood to help better suit the “review educated” consumer.

With reviews so important to the consumer, it’s no wonder that 85% of customers make up their mind about purchasing a vehicle before they leave the house. This type of word of mouth marketing has created a comfortable community for consumers, and this acquisition allows all dealerships to better improve and monitor their reputation. The new Cars.com will allow the dealership to keep better track of their reviews throughout a multitude of websites more efficiently, which has been difficult for most in previous years. In addition to this, dealerships will also be alerted when a negative review is submitted. This ability helps the dealership take over control of the review, and steer it toward a solution. With individual sales personnel reviews, consumers can see how well rated each staff member is before ever walking through the door. Matching them with who best suits their needs. Many may believe that sales personnel reviews are a worrisome item to have available, however this actually provides a two-prong approach to keeping your dealership ahead of others. It provides salesperson accountability and a personal driving source for your dealership. The individual positive reviews leave the consumer feeling comfortable and the negative reviews allow management to reassess which staff members are working out best for their teams.

This acquisition will create a plethora opportunities for dealerships to increase their digital marketing strategy. With the amount of dealership funds already allocated to SEM, this acquisition will allow for a more efficient review strategy that SHOULD, again if done properly, increase dealership reputation and more importantly, sales.

Who is going to be the most ideal customer to purchase from your dealership? The question so many ask, and so many wish they had the answer to. The obvious answer would be an existing customer, preferably one who purchased their most recent vehicle from you. Your dealership has already built a relationship with the costumer. But in most dealerships, it's not that easy. And while purchasing leads and advertising is a part of the marketplace game, there should always be a lookout strategy for new opportunities. For instance, there’s a wealth of equity hiding in plain sight, patiently waiting to be mined out of the dealership CRM.

Here's three strategies on how to sell more cars using the CRM. So grab a shovel, it’s time to get digging.

Target Sold Lease Customers. When a customer leases a car from the dealership, there is a massive advantage of knowing the exact date that the customer will be returning the vehicle. So, it is not “pushy” to regularly check in on their plans for their next vehicle and how you can help them with an easy transition. By continuously reminding them that they need to be ready to choose a new car, and most importantly, choose from your dealership, you’re taking the initiative so they don’t have too. With an intelligent CRM, sales personnel are able to build Modules to target sold lease customers. Whether it be by call, text, or email campaign, targeting lease customers through the CRM will always provide a greater ROI than purchasing leads.

Hit Them When They’re In For Service. We’ve all been privy to the experience of the service department. No matter how relaxing the waiting area is, you’re still just, waiting. Regardless if the customer is leasing or has purchased, this “waiting” portion of service is the perfect time to target them for their next vehicle. If the salesperson who sold the customer their last vehicle were to be available to entertain the individual, 9 times out of 10 the customer will oblige. This gives the salesperson/dealership the ability to casually introduce the idea of the customers’ next vehicle. Using the dealership CRM can make this all possible. By having the ability to create specific campaigns based around service dates for the specific dealership clientele, a business intelligent CRM can open doors kept shut previously. The biggest barrier to getting your customer to buy their next car from you is getting them into your dealership. When they are there for service anyway, you have overcome that barrier naturally. No paying for leads - no random harassment.

Adopt A Customer. Life as an orphan customer is rough. While the other customers’ sales reps are still around to play catch with them and prospect them via the various equity mining tools, orphaned customers are on their own. No longer do you need to leave these orphan customers on the streets, cold and alone with nothing but their positive equity to keep them warm. Take advantage of the tools in your CRM. There are two solid avenues to successful adoption. First, target inactive leads due to the salesperson’s absence in the dealership. You’re not stepping on anyone’s toes by contacting customers out of it. Most of them are legit equity customers, and you’re hitting the hottest ones first. Second, create a campaign. Not the normal campaign though, instead target the campaign by excluding Active Employees. This option will create a campaign based around the leads stated previously, who are inactive due to the salesperson no longer being with the dealership. Both options gives sales personnel more options through adopting customers. Remember, adoption saves deals.

No matter which strategy a dealership uses, taking full advantage of the CRM is key. It's not just for new customers, and the sooner all dealerships realize that the better.

Selling to women has been a topic in dealership training for years. But this technique of differentiating women from men as decision makers, as unpopular as it may seem, is flawed. Gone are the days when a wife would make the introduction, choose her favorite vehicle, and the salesperson would then turn their focus on how to convince the husband that this vehicle was perfect for "him" too. There are a plethora articles, websites, and even companies focusing on "selling to women" as a different means to success. Some even go as far to state, regarding women consumers, "They’re going to make money, they’re going to make their own decisions, and they can be very loyal consumers.” The issue here, again unpopular, is that this is true for so many woman AND men, and not just women alone. It can actually harm your dealership in the long run if you focus on women being a separate entity rather than a Consumer in general.

There is a large discrepancy with the way dealerships sell to women. It is historically tied to an era in which there were factors that did indeed make it possible to succeed in this separation technique. Examples being a much lower divorce rate, less single parents, and a much less wealthy women workforce. Currently, about 51 percent, or $14 Trillion, of American personal .... The world of independent women has changed society, and the automotive industry is, in many cases, creating a discrimination by selling to women separately. To succeed in the dealership marketplace, there's changes that must be made. Should you be selling to women differently? Yes, differently than you have been. As you would with men, dealerships must sell and inform the "decision maker", no matter the gender.

When selling a car, the first step is obviously identifying what the consumers' needs are that you could provide, and identifying the path to provide this. The chief difference in the way that we treat women versus the way that we treat men is, with men, we do not make assumptions about what men need and/or what they need from us. There's an assumption that there's a diversity and complexities that aren't attributed to the female buyer. And this isn't a character problem, nor is it even a moral problem, it's rooted from a historical reality. However the problem is, this is no longer the case. The diversity that's represented in the male car buying population is represented almost entirely in the female car buying population.

The women consumer used to be have a singular list of needs, which in turn created a singular path to selling. Today, these needs have an almost identical representation as men. There may be sometrue\ range difference, but by no means is this singular any longer. No longer are there a few females dominating with wealth. The american archetype of the woman car shopper is no longer reflected in the car buying process. The argument is going to be, as always, "Women are different than Men." In many ways, this is true. However, in car buying today, it's no longer the case. Yes, the female car buyer has small differences in what they're looking for. However, the change that has happened has created an increase in the diversity of needs represented by the female buyer. This diversity has to be a factor that motivates how we sell to women; that being the same way as we would sell to men. Practically speaking, we no longer know what the female car buyer is looking for. We have to ask, and as with the male car buyer, we have to assume that they know better than we do about what their needs are. Do we need to sell to women differently? As stated above, YES. Differently than we have been.