How are the Pasch brothers still considered anything close to credible? They're complete con men, convicted of charity fraud for millions of dollars and now they re running scams in the auto industry. WAKE UP FOLKS! BEWARE!
Well written Scott. You demonstrate key strategy and activity sets in place to properly align with the value proposition the dealer is providing. I would also suggest a properly trained staff answering the phones. First impressions to first appointments is a key component of stemming "leakage" from in market customers.
Right, in my opinion in keeping the walk-in numbers up to par. The first person these walk-ins should be seeing is the bdc or receptionist to be checked in and then passed on to the sales consultant to avoid the problem ever happening.
@Marie, for sure - that is why I am always skeptical of what the actual closing rate averages are for walk-in traffic. That and there is still the issue of sales consultants and sales managers not checking the appointment into the showroom.
R. J. James
Way back in 2004, I worked with a Dealer who "REALLY Got It!!!" After spending thousands of dollars on a new CRM, he insisted that EVERY Customer that comes on the Lot ry Friday Sales Meeting he would REINFORCE the "Log Them Policy" with this statement... "If they come on this lot, breath, and can fog-up a mirror they better be in the CRM or YOUR ass will be leaving the lot with them!!!"
At one Friday Sales Meeting, he fired a New Car Sales Manager and a Sales Consultant to prove his point. The rest of the Team got the message!
Wow Derrick, that's unbelievable. I always wondered how that happens, mystery solved.
Agreed! That and the amount of incorrect information that is the CRM. This was a huge issue in my last group; they used the CRM for deal packets, but because the sales consultants did not put the correct information in the CRM it led to a few instances of doing paperwork on the wrong unit, or the wrong mileage as the CRM was not updated.
Thanks, Ian. And that is a great point! What is also fascinating is that if you look at a dealers turn-over and realize that the "management" remains the same, but the sales consultants & advisors have an exorbitant turn-over rate what does it say about your management? It is one of those things where - do dealers really want to know how their management is doing? The only metric they look at are sold units. And while that is extremely important, so is the morale. The better the morale is the better the sales will be. As for the manager taking staff with him, if that is not a wake-up call then I am not sure what would get their attention? A bad GM can be devastating to a dealers bottom line.