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Jared Hamilton
From: Jared Hamilton
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Bart Wilson

Bart Wilson Director of Operations, Media

Exclusive Blog Posts

Training on Trust

Training on Trust

I went through an interesting epiphany when I was first promoted to a Sales Manager.  As a sales rep, I was pretty good.  I knew that I made my o…

Who Taught Your Managers How to Lead?

Who Taught Your Managers How to Lead?

Too often we promote rockstar salespeople into management without giving them the skills they need to be successful.  We rely on our managers to t…

Use the Service Department to Build Trust on Your Website

Use the Service Department to Build Trust on Your Website

Check out some of the most popular websites in the world. According to Alexa Internet traffic rankings for North American sites, it goes Google, Y…

Leveraging OEM Constraints

Leveraging OEM Constraints

You may have an OEM that imposes restrictions and constraints on your marketing. Jay Acunzo discusses how these constraints can actually help us with o…

Improve Your Sales Process: Being More Responsive

Improve Your Sales Process: Being More Responsive

The iPhone changed everything. When Steve Jobs announced this new product in 2007, it revolutionized the way we viewed the Internet. Developers started usi…

How to Keep Your Employees Longer

 

Are you pay plans leading to high turnover? Jason makes a case for altering your sales comp.

Derrick Woolfson

Great video! From my experience (in my last group) when we hired someone on a salary/guarantee they faced a lot more "pressure" to perform immediately. But the issue was  - as you mention in the video - they did not receive enough training. Or they would have a trainer come in for two to three days, but as we know that is not enough training. As for obtaining higher talent, the biggest issue I offer that dealers face is that those employees are accustom to a certain culture, and when they experience utter chaos and disarray it is very off putting. That and our industry work/life balance is not known to be the best. Working 3-4 12 hour days is not appealing. No one wants to work bell to bell shifts. Not when they are making less than 50k a year.  As a result, a dealer is willing to spend hundreds of thousands of dollars to keep a revolving door. It starts from the top down, and there has to be solid leadership with a core vision. 

Bart Wilson

I feel like this is an easy topic to chat about but a little more difficult to implement.  Where would you start?

Derrick Woolfson

I would first visit the turnover percentage. At that point, I would take a hard look at my management, and review the on boarding process. One of the biggest issues with on boarding is that it is a secondary task for many on the dealer level. Thus when you have an exorbitant  amount of turn over it creates an incredible amount of work for that person, which can easily become overwhelming. That said, the dealer needs to focus on what they can do to assist them in on boarding the sales consultant. A solidified process will have a positive impact not just on the dealer, but also the new hire. 

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