On any championship team, in any given sport, there are the stars. We all know who they are, the quarterbacks, three-point shooters, home run hitters that get the glory spotlight. So are the demographics of most dealerships made in the same way, the “top dog” sales guys that are catered to, the GM that basks in his own brilliance, the desk manager who brags that he has the highest per car or the finance guy with the most gross.

                While these personalities are embedded in nearly every dealership, might I suggest that it is detrimental to become one of them or allow them to flourish? The damage done to the others around them far outweighs any benefit they bring. How many of your “10 car” guys would be 14 car guys if they didn’t live under the shadow of “Mr. Superstar?” How many deals are missed because no salesman wants to bring a “skinny” deal to the gross king of the desk? How many great opportunities for innovation are lost because no one can approach the G.M.? For so long we have been trained to strive for the next position, the higher rung. Those at the bottom may give up before they even know how to climb while those at the top jealously guard power fearing perhaps to lose limelight. It’s no longer enough to define roles but rather to empower and celebrate them.

                Thank the janitor for the clean mirrors and orderly offices, give the credit for the win to the salesman even when the manager spent 3 hours closing his deal, thank the F&I guy who flawlessly fills out every detail and has the vest CIT time and ask how the dealership could improve from their perspective.

                When we fear change or loss of glory, the luster wears off all and a sense of isolation can build. Let’s face it, nowadays our success hinges on employee satisfaction as much as the customer’s and the uncelebrated offensive guard that threw the perfect block to enable that touchdown deserves as much recognition if not more than the guy who had the open field to run down.

On any championship team, in any given sport, there are the stars. We all know who they are, the quarterbacks, three-point shooters, home run hitters that get the glory spotlight. So are the demographics of most dealerships made in the same way, the “top dog” sales guys that are catered to, the GM that basks in his own brilliance, the desk manager who brags that he has the highest per car or the finance guy with the most gross.

                While these personalities are embedded in nearly every dealership, might I suggest that it is detrimental to become one of them or allow them to flourish? The damage done to the others around them far outweighs any benefit they bring. How many of your “10 car” guys would be 14 car guys if they didn’t live under the shadow of “Mr. Superstar?” How many deals are missed because no salesman wants to bring a “skinny” deal to the gross king of the desk? How many great opportunities for innovation are lost because no one can approach the G.M.? For so long we have been trained to strive for the next position, the higher rung. Those at the bottom may give up before they even know how to climb while those at the top jealously guard power fearing perhaps to lose limelight. It’s no longer enough to define roles but rather to empower and celebrate them.

                Thank the janitor for the clean mirrors and orderly offices, give the credit for the win to the salesman even when the manager spent 3 hours closing his deal, thank the F&I guy who flawlessly fills out every detail and has the vest CIT time and ask how the dealership could improve from their perspective.

                When we fear change or loss of glory, the luster wears off all and a sense of isolation can build. Let’s face it, nowadays our success hinges on employee satisfaction as much as the customer’s and the uncelebrated offensive guard that threw the perfect block to enable that touchdown deserves as much recognition if not more than the guy who had the open field to run down.

It’s Tuesday and for those of you who subscribe to my posts here or follow me on twitter: @bryancarguy, you probably know that this is my favorite day to post new content. Additionally, not all Tuesdays are created equal, I tend to alternate outlining a best practice or a more technical/process driven post every other week and on the “odd” week, like today, I tend to be more opinionated, musing and observational. Today is that day and quite frankly, I enjoy these the most. So bear with me and please read on and tell me what you think,

                I have in the past vilified some vendors while extolling the virtues of other’s and though I will continue to try and bring to you products and services that are worthy of consideration while pushing others to step up their game, I have perhaps laid to much blame on the wrong doorstep.

                You see, at the end of the day it is I who is responsible for my choices. Just as there are certain units in every brand that will demand a premium, so it is with the products and services we as dealers subscribe to. I am a businessman and a car guy first and foremost, yet if a service provider doesn’t live up to their hype, is it their fault or mine? I’ve found it is painfully obvious it’s mine. There are in the realm of vendor solutions those that can and should demand a premium for their services either for their proprietary products or exemplary customer service and true partnership attitudes. Others are purchased because of price point and the fact that they, like their myriad of competitors, can provide an adequate service that is simpler for me to outsource than do in house.

                Every day in the retail world we as “car peeps” sell the same model to different customers for varying price points and think nothing of it. Obviously the well-informed, prepared buyer simply negotiates better, knows my competition and what they are willing to do and we as a business make a determination to conduct a transaction or not.

                I’ve come to believe that it is no different in any other product medium, whether it is the lawn mower I recently purchased from Home Depot and two days later found in the Sunday paper the next model up on sale at Sears, or in deciding on an inventory posting provider for my dealership. I was only upset with myself in the first instance so why should I put blame at the foot of the vendor in the second? The reality is both were my decision.

                I guess the ultimate point of this post is I’ve found a few simple steps can avoid aggravation, needless signings and cancellations and establish greater partnerships.

A.) Clearly define your needs and expectations

B.) Search first within your current providers to avoid needless duplication

C.) Look at their reviews, especially those here on DrivingSales which I know strives to be objective and unbiased and won’t allow a Vendor to post a rating (excluding Haywood of course) J

D.) Look at their web presence. I.E. does the S.E.O. firm you’re looking at control their own search results?

E.) Ask who their main competitor is and why

F.) Talk to their tech support. Do they support all that their sales department purports?

G.) Ask around! Not just the “pocket referrals” of the vendor but on your FB, Twitter and on DrivingSales discussion boards

H.) After a thorough evaluation, talk to your DMS and CRM companies. Does the solution integrate well? A stand-alone product will never be as effective as an integrated one.

I.) No long-term contracts! 1 year with a 30 day right to cancel after 90 days is, I believe, fair to all.

J.) Set standards for reporting and reviews. A product that is on top now could be surpassed at anytime (think MySpace vs. Facebook)

K.) Communicate establish beforehand the frequency, method and who your “go to” person will be and their immediate supervisor.

If after having done all your homework it is still a desired choice, negotiate but don’t play the “I’m still looking at __________ game” unless you really are. We don’t like that approach when our customer’s play it on us, so allow a fair profit for a reasonable expectation. After all, I would prefer the Companies I partner with are financially healthy enough to benefit me for years to come.

Any other good advice or steps would definitely be appreciated!   

It’s Tuesday and for those of you who subscribe to my posts here or follow me on twitter: @bryancarguy, you probably know that this is my favorite day to post new content. Additionally, not all Tuesdays are created equal, I tend to alternate outlining a best practice or a more technical/process driven post every other week and on the “odd” week, like today, I tend to be more opinionated, musing and observational. Today is that day and quite frankly, I enjoy these the most. So bear with me and please read on and tell me what you think,

                I have in the past vilified some vendors while extolling the virtues of other’s and though I will continue to try and bring to you products and services that are worthy of consideration while pushing others to step up their game, I have perhaps laid to much blame on the wrong doorstep.

                You see, at the end of the day it is I who is responsible for my choices. Just as there are certain units in every brand that will demand a premium, so it is with the products and services we as dealers subscribe to. I am a businessman and a car guy first and foremost, yet if a service provider doesn’t live up to their hype, is it their fault or mine? I’ve found it is painfully obvious it’s mine. There are in the realm of vendor solutions those that can and should demand a premium for their services either for their proprietary products or exemplary customer service and true partnership attitudes. Others are purchased because of price point and the fact that they, like their myriad of competitors, can provide an adequate service that is simpler for me to outsource than do in house.

                Every day in the retail world we as “car peeps” sell the same model to different customers for varying price points and think nothing of it. Obviously the well-informed, prepared buyer simply negotiates better, knows my competition and what they are willing to do and we as a business make a determination to conduct a transaction or not.

                I’ve come to believe that it is no different in any other product medium, whether it is the lawn mower I recently purchased from Home Depot and two days later found in the Sunday paper the next model up on sale at Sears, or in deciding on an inventory posting provider for my dealership. I was only upset with myself in the first instance so why should I put blame at the foot of the vendor in the second? The reality is both were my decision.

                I guess the ultimate point of this post is I’ve found a few simple steps can avoid aggravation, needless signings and cancellations and establish greater partnerships.

A.) Clearly define your needs and expectations

B.) Search first within your current providers to avoid needless duplication

C.) Look at their reviews, especially those here on DrivingSales which I know strives to be objective and unbiased and won’t allow a Vendor to post a rating (excluding Haywood of course) J

D.) Look at their web presence. I.E. does the S.E.O. firm you’re looking at control their own search results?

E.) Ask who their main competitor is and why

F.) Talk to their tech support. Do they support all that their sales department purports?

G.) Ask around! Not just the “pocket referrals” of the vendor but on your FB, Twitter and on DrivingSales discussion boards

H.) After a thorough evaluation, talk to your DMS and CRM companies. Does the solution integrate well? A stand-alone product will never be as effective as an integrated one.

I.) No long-term contracts! 1 year with a 30 day right to cancel after 90 days is, I believe, fair to all.

J.) Set standards for reporting and reviews. A product that is on top now could be surpassed at anytime (think MySpace vs. Facebook)

K.) Communicate establish beforehand the frequency, method and who your “go to” person will be and their immediate supervisor.

If after having done all your homework it is still a desired choice, negotiate but don’t play the “I’m still looking at __________ game” unless you really are. We don’t like that approach when our customer’s play it on us, so allow a fair profit for a reasonable expectation. After all, I would prefer the Companies I partner with are financially healthy enough to benefit me for years to come.

Any other good advice or steps would definitely be appreciated!   

I believe that most Dealers offer some semblance of rudimentary training when it comes to the Sales Floor on proper “Steps to the Sale” as well as a list of best practices that can be endlessly debated. However in the average Service Drive, how much training is given outside of how to generate an R.O., close a ticket or dispatch a job to the correct level tech?

Since happy customers on the drive equal a higher profit and higher retention, I want to share with you the basics “Steps to the Service Drive Sale” that I implemented at a Group where I was the Corporate Trainer.

Perhaps my biggest shock, as many of you will recognize that these are VERY BASIC sale techniques, is that Service Advisors dislike being called SALESMEN. “We are ADVISORS” came the hot retort.

However, in the first Month of implementation Customer Pay rose 27% Y: Y and C.S.I. also rose. Needless to say, they quickly adopted and expanded this rudimentary list to embrace a true customer-centric Service SELLING experience.

1. Meet and Greet. SMILE!!

• Hello and welcome to ABC Auto Service Selling Department. My name is _______, and you are? Shake hands and get Customer Update.

While you’re here, let me update your records:

• Full Name, address, two numbers and e-mail
• Any other Drivers in the home?
• What other vehicles in the household?

So, how may we serve you today?

2. Plant “seed” - clarify purpose

• If appt: “Oh yes, we’ve been expecting you! Remind me again what all you wanted us to do today?
• Do walk around with the customer. Touch tires, dents, scratches (without saying anything). Offer related services i.e. Buff, touch-up, nitrogen tire fill, detail, battery service, etc.
• If not an appt. say”No problem, I understand how things can come up because I’ve had similar situations, and I can appreciate how frustrating it can be. Let’s do this, I’ll work it right in for a diagnostic which will at least give us a starting point and let us know what we’re up against”.
• Assure the customer that since the price of the diagnostic will be applied toward repair work completed here today, it makes the most sense. (relate to Dr. Office experience)
• “While my Master Tech performs that service for you, if he runs across anything else that requires attention, do you want me to let you know about it, or should we just focus on the one issue?” (Permission to up sell)

Walk customer to waiting area and show restroom location, vending and water machines.

3. Present Findings-Sell Service

A.) Isolate customer to desk area, position yourself on the same side of the desk, sit 45 degrees and go over checklist findings:

• Start with the “green” or “Great News!” items, with all the things that are RIGHT with their car.
• Go over the “Yellow” items. Advise them that these things are important but not as urgent as the other services, but you want to let them know so they can plan ahead. “Though if you’d like we can have them all taken care of today.”
• Which brings us to the reason you came in here today, which is to take care of your car, right? Earlier you told me you wanted to know if my Master tech found any other areas of concern in either of what we deem the two most important areas: reliability or safety. These are the items we need to complete today to ensure you don’t have a bigger problem later on, or worse yet, jeopardize yours or a loved one’s safety. Now as I explained earlier the cost of the diagnostic will be deducted from these repairs. Meaning that the total bill will only be ___. Give me a signature right there and we’ll get it taken care of right away.
• Don’t accept a NO
• Price Objection-Start narrowing or prioritizing services by info you received from your tech. Move some services into the “Yellow” category if possible. Prioritize all Services into the next 3, i.e. “So if we do X and Y today, that will resolve most of the Safety oriented concerns, then we’ll do W and Z on each of your next respective Service visits. That way we can basically spread this out over the next 6 Months and still keep your car running correctly and safely while making it easier on the budget, o.k.?”.
• Time Objection-I can offer you either a shuttle service or rental car. Which do you prefer? Sign right here.

4. Delivery

• Make sure car is washed and in drive.
• Complete ticket-Take customer back to desk.
• Review services rendered
• Walk to cashier and introduce them
• Thank customer and inform of car location

Although “Sales” is a dirty word to most Service Advisors, might I suggest that by failing to apprise our Customers of the Services they need we are not fulfilling our role as an “advisor” either. 

Aybody care to share a "Best Practice" for the Drive?

I believe that most Dealers offer some semblance of rudimentary training when it comes to the Sales Floor on proper “Steps to the Sale” as well as a list of best practices that can be endlessly debated. However in the average Service Drive, how much training is given outside of how to generate an R.O., close a ticket or dispatch a job to the correct level tech?

Since happy customers on the drive equal a higher profit and higher retention, I want to share with you the basics “Steps to the Service Drive Sale” that I implemented at a Group where I was the Corporate Trainer.

Perhaps my biggest shock, as many of you will recognize that these are VERY BASIC sale techniques, is that Service Advisors dislike being called SALESMEN. “We are ADVISORS” came the hot retort.

However, in the first Month of implementation Customer Pay rose 27% Y: Y and C.S.I. also rose. Needless to say, they quickly adopted and expanded this rudimentary list to embrace a true customer-centric Service SELLING experience.

1. Meet and Greet. SMILE!!

• Hello and welcome to ABC Auto Service Selling Department. My name is _______, and you are? Shake hands and get Customer Update.

While you’re here, let me update your records:

• Full Name, address, two numbers and e-mail
• Any other Drivers in the home?
• What other vehicles in the household?

So, how may we serve you today?

2. Plant “seed” - clarify purpose

• If appt: “Oh yes, we’ve been expecting you! Remind me again what all you wanted us to do today?
• Do walk around with the customer. Touch tires, dents, scratches (without saying anything). Offer related services i.e. Buff, touch-up, nitrogen tire fill, detail, battery service, etc.
• If not an appt. say”No problem, I understand how things can come up because I’ve had similar situations, and I can appreciate how frustrating it can be. Let’s do this, I’ll work it right in for a diagnostic which will at least give us a starting point and let us know what we’re up against”.
• Assure the customer that since the price of the diagnostic will be applied toward repair work completed here today, it makes the most sense. (relate to Dr. Office experience)
• “While my Master Tech performs that service for you, if he runs across anything else that requires attention, do you want me to let you know about it, or should we just focus on the one issue?” (Permission to up sell)

Walk customer to waiting area and show restroom location, vending and water machines.

3. Present Findings-Sell Service

A.) Isolate customer to desk area, position yourself on the same side of the desk, sit 45 degrees and go over checklist findings:

• Start with the “green” or “Great News!” items, with all the things that are RIGHT with their car.
• Go over the “Yellow” items. Advise them that these things are important but not as urgent as the other services, but you want to let them know so they can plan ahead. “Though if you’d like we can have them all taken care of today.”
• Which brings us to the reason you came in here today, which is to take care of your car, right? Earlier you told me you wanted to know if my Master tech found any other areas of concern in either of what we deem the two most important areas: reliability or safety. These are the items we need to complete today to ensure you don’t have a bigger problem later on, or worse yet, jeopardize yours or a loved one’s safety. Now as I explained earlier the cost of the diagnostic will be deducted from these repairs. Meaning that the total bill will only be ___. Give me a signature right there and we’ll get it taken care of right away.
• Don’t accept a NO
• Price Objection-Start narrowing or prioritizing services by info you received from your tech. Move some services into the “Yellow” category if possible. Prioritize all Services into the next 3, i.e. “So if we do X and Y today, that will resolve most of the Safety oriented concerns, then we’ll do W and Z on each of your next respective Service visits. That way we can basically spread this out over the next 6 Months and still keep your car running correctly and safely while making it easier on the budget, o.k.?”.
• Time Objection-I can offer you either a shuttle service or rental car. Which do you prefer? Sign right here.

4. Delivery

• Make sure car is washed and in drive.
• Complete ticket-Take customer back to desk.
• Review services rendered
• Walk to cashier and introduce them
• Thank customer and inform of car location

Although “Sales” is a dirty word to most Service Advisors, might I suggest that by failing to apprise our Customers of the Services they need we are not fulfilling our role as an “advisor” either. 

Aybody care to share a "Best Practice" for the Drive?

Moving it Forward

When a guest comes on the lot, most Dealerships train their staffs to follow steps to the sale which are designed to build value in themselves, the product, the Dealership and its processes. Unfortunately, for all the care and concern we as Dealers show about how to properly handle a “live up”, very little of this transfers to the phone, owner-base or internet traffic.

Today I want to address specifically the bane of most Dealers’, the e-mail lead with no phone number. I would hazard to say that within the first two or three scheduled responses there is either a template being sent that enjoins the consumer to ”come in and test drive” or “call me so we can discuss all your options”. HOW CUTTING EDGE, HOW INNOVATIVE! I’ll bet it had never even occurred to the average Joe or Jane that they could actually just call or go in to a Dealership. Hopefully your templated generic engender will somehow stand out from the other 3 they’ve received saying the same thing and inspire them to get in their car or pick up their phone and do it your way.(Hopefully everyone is picking up on the slightly sarcastic tone here so enough for now…probably.)

Transitioning the steps to the sale to your online medium can be a sensible proposition if we approach it the same way. Let’s consider the first 3 steps of most Dealers i.e. Meet and Greet, Qualify/Build Rapport and Product Presentation.

1.      Meet and Greet- Though it’s always good practice to send an auto-responder in plain text acknowledging the receipt of the request for information, identify it as such and request that they add you to their safe sender’s list that you may follow-up with all the info requested as well as photos and HTML content that may get trapped in their spam filter. As a second auto-response somewhere in the 4-13 minute mark, remembering that you want to be on top of the rest of the mail in their queue, I would send a short missive introducing yourself as the consultant that will be facilitating their needs and gathering the information requested. At this point also include a link to your on-line credit application as well as trade evaluator page and offer to get them trade numbers and payment info if they wish as well. Offering to answer all their questions in one fell swoop sets you apart from the “What options do you have to have?” drivel that is far too common. Including a “Sent from my I-phone” (whatever your device of choice is make sure this matches what it will read when you actually DO e-mail them from your smart phone) hard coded under your signature on this template will further the perception that not only are you being transparent and helpful, but also personable and responsive.

2.      Provide Options/Show Vehicle- In this e-mail you should send an on-line brochure which includes photos and video as well as a price and any incentive options available. However, don’t stop there. Include as well a model just below the one inquired about as well as 2-3 CPO or low mileage comparable competing Brands that you have in inventory with pricing. This should be an approximate $6,000 to $10,000 difference range from highest to lowest thus demonstrating that you have a variety of options, are willing to help them save money and are not as vain and arrogant as to assume that they would not want to consider any other Brand. The goal here is NOT to be the lowest priced Dealer, whether you decide to be that volume Store or not, this stratagem is designed to establish trust and rapport as well as drive responses back to you.

Now that you have unobtrusively inquired as to their credit, whether or not there is a trade, and shown 3-5 vehicles, I believe it’s time for a demo, right? Chances are, by the time you send your first “real” e-mail inviting them in, they have already called or e-mailed to work a deal. You should have the info you need to deliver a vehicle. In the worst case, they are asking if it’s o.k. to stop by and take a closer look or maybe drive one or more of the vehicles presented, AND THEY THOUGHT OF IT THEMSELVES.

Transparency and providing more than is asked for builds value in yourself, your product, your Dealership and your processes. Sound familiar?

Bryan Armstrong is currently e-Commerce Director for VW Southtowne in the Salt Lake City, Utah area. He has been there 1 week and will be changing a lot of processes and posting updates, best practices, random thoughts, rants and vendor reviews as he goes. He can be reached on twitter @bryancarguy or e-mail bryanthecarguy@gmail.com

Moving it Forward

When a guest comes on the lot, most Dealerships train their staffs to follow steps to the sale which are designed to build value in themselves, the product, the Dealership and its processes. Unfortunately, for all the care and concern we as Dealers show about how to properly handle a “live up”, very little of this transfers to the phone, owner-base or internet traffic.

Today I want to address specifically the bane of most Dealers’, the e-mail lead with no phone number. I would hazard to say that within the first two or three scheduled responses there is either a template being sent that enjoins the consumer to ”come in and test drive” or “call me so we can discuss all your options”. HOW CUTTING EDGE, HOW INNOVATIVE! I’ll bet it had never even occurred to the average Joe or Jane that they could actually just call or go in to a Dealership. Hopefully your templated generic engender will somehow stand out from the other 3 they’ve received saying the same thing and inspire them to get in their car or pick up their phone and do it your way.(Hopefully everyone is picking up on the slightly sarcastic tone here so enough for now…probably.)

Transitioning the steps to the sale to your online medium can be a sensible proposition if we approach it the same way. Let’s consider the first 3 steps of most Dealers i.e. Meet and Greet, Qualify/Build Rapport and Product Presentation.

1.      Meet and Greet- Though it’s always good practice to send an auto-responder in plain text acknowledging the receipt of the request for information, identify it as such and request that they add you to their safe sender’s list that you may follow-up with all the info requested as well as photos and HTML content that may get trapped in their spam filter. As a second auto-response somewhere in the 4-13 minute mark, remembering that you want to be on top of the rest of the mail in their queue, I would send a short missive introducing yourself as the consultant that will be facilitating their needs and gathering the information requested. At this point also include a link to your on-line credit application as well as trade evaluator page and offer to get them trade numbers and payment info if they wish as well. Offering to answer all their questions in one fell swoop sets you apart from the “What options do you have to have?” drivel that is far too common. Including a “Sent from my I-phone” (whatever your device of choice is make sure this matches what it will read when you actually DO e-mail them from your smart phone) hard coded under your signature on this template will further the perception that not only are you being transparent and helpful, but also personable and responsive.

2.      Provide Options/Show Vehicle- In this e-mail you should send an on-line brochure which includes photos and video as well as a price and any incentive options available. However, don’t stop there. Include as well a model just below the one inquired about as well as 2-3 CPO or low mileage comparable competing Brands that you have in inventory with pricing. This should be an approximate $6,000 to $10,000 difference range from highest to lowest thus demonstrating that you have a variety of options, are willing to help them save money and are not as vain and arrogant as to assume that they would not want to consider any other Brand. The goal here is NOT to be the lowest priced Dealer, whether you decide to be that volume Store or not, this stratagem is designed to establish trust and rapport as well as drive responses back to you.

Now that you have unobtrusively inquired as to their credit, whether or not there is a trade, and shown 3-5 vehicles, I believe it’s time for a demo, right? Chances are, by the time you send your first “real” e-mail inviting them in, they have already called or e-mailed to work a deal. You should have the info you need to deliver a vehicle. In the worst case, they are asking if it’s o.k. to stop by and take a closer look or maybe drive one or more of the vehicles presented, AND THEY THOUGHT OF IT THEMSELVES.

Transparency and providing more than is asked for builds value in yourself, your product, your Dealership and your processes. Sound familiar?

Bryan Armstrong is currently e-Commerce Director for VW Southtowne in the Salt Lake City, Utah area. He has been there 1 week and will be changing a lot of processes and posting updates, best practices, random thoughts, rants and vendor reviews as he goes. He can be reached on twitter @bryancarguy or e-mail bryanthecarguy@gmail.com

Big Pimpin-is it happening to you?

I met with a dealer client the other day that was in a very enviable position, which is they are a brand new point. Even better, they had taken over a well established dealership with over an 80,000 customer base in a good location with a beautiful facility. New names, fresh start, almost like being able to go back to one’s youth yet retain all your accumulated knowledge.

So what is the downside? In meeting with the new e-commerce director, he showed me his marketing plan which consisted of subscribing to various 3^rd party sites to post inventory and obtain leads for which he would pay approx $20k a month. Now I ask you, would you allow someone else to steal your identity and pay for the privilege? How about I take all that makes you unique in your marketplace (your inventory) and make sure that if anyone looks for your product they are sure to see all your competition and have plenty of distractions to divert them from doing business with you? Best of all I’m going to ask you to pay me for this privilege.

Congratulations, you have now entered willingly into the world’s oldest profession and since you’ve relinquished control over your own identity, in order to protect it I and can charge you more and more down the road.

Look at your marketing mix. Are you being “Pimped”?

That instant gratification you experience by signing away your rights is sure to cost you more in the long term as you strive to obtain and keep control over your page one results. Building an on-line identity can pay huge dividends if done right but beware of the “plug-in” solutions. They can enslave you for life and be even more expensive to remedy long term!

Bryan Armstrong

bryanthecarguy@gmail.com

http://www.linkedin.com/in/bryanarmstrong

435-862-1966 cell

Big Pimpin-is it happening to you?

I met with a dealer client the other day that was in a very enviable position, which is they are a brand new point. Even better, they had taken over a well established dealership with over an 80,000 customer base in a good location with a beautiful facility. New names, fresh start, almost like being able to go back to one’s youth yet retain all your accumulated knowledge.

So what is the downside? In meeting with the new e-commerce director, he showed me his marketing plan which consisted of subscribing to various 3^rd party sites to post inventory and obtain leads for which he would pay approx $20k a month. Now I ask you, would you allow someone else to steal your identity and pay for the privilege? How about I take all that makes you unique in your marketplace (your inventory) and make sure that if anyone looks for your product they are sure to see all your competition and have plenty of distractions to divert them from doing business with you? Best of all I’m going to ask you to pay me for this privilege.

Congratulations, you have now entered willingly into the world’s oldest profession and since you’ve relinquished control over your own identity, in order to protect it I and can charge you more and more down the road.

Look at your marketing mix. Are you being “Pimped”?

That instant gratification you experience by signing away your rights is sure to cost you more in the long term as you strive to obtain and keep control over your page one results. Building an on-line identity can pay huge dividends if done right but beware of the “plug-in” solutions. They can enslave you for life and be even more expensive to remedy long term!

Bryan Armstrong

bryanthecarguy@gmail.com

http://www.linkedin.com/in/bryanarmstrong

435-862-1966 cell