When it comes to training, there are an endless number of things that you can prioritize. While the specific issues you may be facing at your dealership may be unique, there are certain things that every sales training schedule should include.

Set More Quality Appointments

Setting appointments is the lifeblood of automotive sales. While you may see some foot traffic coming in from people looking to buy a car, there are so many dealerships out there that you need to be proactive about driving people to come to you and buy a car from your store. Your phone agents are the key to this. If they are spending time on the phone with potential customers, but they are constantly failing to convert these conversations into appointments, then they are wasting their time, the customer’s time, and your dealership’s time. Training should focus on getting them to set commitments and increasing the average ratio of appointments set to phone calls. But not every appointment made is a good appointment. Not only do your phone agents need to be setting appointments, but they also need to set appointments that actually show. It may take several steps in training to get to this point, but your end goal should be to have more appointments with more people showing up.

Resolve Concerns Quickly

The longer someone has to spend on the phone with an agent, the worse their impression of the service tends to be. While this isn’t necessarily fair, it is something that your phone agents need to be aware of and something they need to work with. In order to shorten phone call times, your phone agents need to be able to find information quickly, keep the customer on topic, and address concerns in a thoughtful but efficient manner. This isn’t an easy thing to do, and it takes training in phone skills, phone scripts, and knowledge databases to make sure that they can find the information that they need as quickly as possible.

Standardize Procedures

In order to make sure that all of your customers are being properly taken care of, you need to have standardized procedures set in place to help phone conversations run smoothly and issues be escalated appropriately. The thing is, if they aren’t properly trained in your dealership’s procedures and what is expected of them, phone agents will find their own way of doing things that may make life more difficult for everyone. Regular training on procedures is important to make sure that everyone is on the same page. This training also provides the opportunity for your phone agents to bring up any issues they are struggling with in regard to procedures. Make sure you listen carefully to these concerns. Your agents are the ones on the phone all day, and they know what the issues really are. They are also in the best position to help you find the solution to whatever problems you are dealing with because they are the experts.

Empower Action

The most effective phone agents are able to act for themselves within dealership procedures and satisfy the demands of your customers. You don’t want your phone agents to constantly be looking to you for approval; you want them to be empowered to act and problem-solve for themselves. The point of training is to give them the tools that they need to do this. While there are always going to be some issues that need to be escalated, empowered employees know how to handle these situations to the best of their ability, and they are often able to resolve conflicts that may have overwhelmed a less well-trained employee. Training should focus on helping phone agents learn how to use their tools, such as phone scripts and knowledge databases, but it should also focus on building their soft skills.

In addition to these areas of focus, you should make sure that you take the time to evaluate the performance of your phone agents individually. This can give you an excellent overview of any areas that need improvement, and it allows you to set goals with each of them that are tailored to help them and your dealership succeed.

Need help with phone scripts? Check out our free ones here!

There are a few points to consider when debating on adding a service BDC. How big is your shop? What are your primary appointments being made? Are your advisors overworked, or can they handle making their own appointments? These are all important things to consider when determining whether a service BDC is right for your shop.

A large shop should be bringing in much work. That statement alone is enough to merit a service BDC. Even with advisors to match the number of techs so that work is efficient, volume is always something that needs more managing, and a service BDC is an adequate addition to the team. Keeping the advisors moving allows them to focus on their customers in the shop, which in turn should create a better quality of customer service and, thus, more profitable transactions.

Moving on to appointment type. This is crucial because, depending on the appointments being set for the shop, a service BDC may not be as efficient as an advisor taking the call. If a recall or service campaign is in full swing like that of the Takata Air Bag Recall, it may be most efficient to have the advisors making and taking those appointments. This is based on their knowledge of the workflow, capabilities of their technicians, and parts availability. This can all change based on the other active or inactive campaigns, and advisors need a little more control. However, if the shop isn’t experiencing that, then again, a service BDC should be a great addition to the team. This can also be mitigated by implementing well-trained and informed employees in any case. So, let’s not count out a service BDC based on this argument alone. It really all comes down to communication between the department and the BDC standards in the end.

Are the advisors overworked? We all know what a burned-out advisor looks like. It is a fine dance a service manager must perform to keep techs and advisors happy. There is never a perfect scenario in the shop, and everyone always thinks they can do it better. There will always be people who need more work and some who should focus on less. But ensuring a team culture in the shop should help reduce some of the stress an advisor has during the day. Making sure the lane is fully staffed is also a great way to manage that (in theory). However, a service BDC is a great way to funnel calls away from the advisors so that they can focus on their current customer base, not only waiters but also those drop-off appointments. A focused advisor can always turn more cars through a shop with eager technicians. When a tech sits on their box waiting for an answer on a job, the shop comes to a halt. A grumpy tech can break even the most seasoned advisor if they are acting like a stubborn mule.

Overall, what we’re getting at is that customers will always benefit from a well-staffed service BDC. By well-staffed, we mean staff with common sense who are willing to learn along the way, striving to serve your customer base. We cannot continue to hire based on whether someone has a pulse or not. Creating a culture of hard-working individuals and holding them to your standard of service will be the make or break of any department. A well-working service BDC will only ever be an asset to your department and your customers in the long run. 

When breaking down the job of a service advisor in terms of selling work, a question that can get asked sometimes needs a bit more explanation. What is that question, you may ask?

Well, here it is:

To sell a job to a customer in the most effective manner possible… is it better in person or over the phone? A service department is a BUSY place. There’s always something going on and always work to be done. Waiters fill the schedule and make up the bulk of most shops’ daily routines. However, there are also the coveted drop-off appointments to fill the time. When scheduled appropriately, the average day has enough work to keep all of the techs busy with tasks ranging from simple oil change-type jobs to a few more task-oriented or diagnostic jobs to fill the hours. When this is done appropriately, the advisor should sell work to waiters and drop off appointments as the techs get to them.

While we would all prefer the perfect scenario when it comes to selling work, life is never perfect, and scenarios to sell work (or do our jobs, for that matter) are rarely perfect either. So, what does this mean? It means that selling work over the phone OR in person should be done the same way. The advisor needs to create a system where they present the jobs to be done in an organized and efficient manner, no matter where the customer is. Now while each vehicle’s needs are different, we should still work to serve our CUSTOMERS’ needs to the best of our abilities. Each advisor is different regarding how they sell, and the best advisors are always learning new ways to do that. SELL. Checking in and updating your customer are the best way to get a feel for what you’re working with before going in to sell that full job. While that’s not always an option, a great service department communicates with each other to give heads up or tips to the advisor working the job based upon their write-up as well.

So, we should create a rapport with our customers to start the process if at all possible. After that it’s all about the 3 C’s. Complaint, Cause and Correction. We should explain the problem/ complaint efficiently, provide the cause -  or, if unknown, our best-educated guess - and then the correction with the cost. If done that way, the customer should know what is going on and how to fix it. Providing photographs or offering to show the customer is a great way to earn their trust AND always present multiple repair options if possible. We all know that aftermarket parts can be a great solution to cutting customer costs. However, we also know where we can do that and where to stick with factory parts as well. The advisor should present all of those options in an organized fashion without providing too little or too much detail.

At the end of the day, it’s about serving our customers to the best of our ability and ensuring that our communication is clear and concise. When we have given our best presentation, whether on the phone or in person and provided all viable options to the customer for repair, we have done everything we can. This should be done with confidence and authority. There is nothing worse than a mumbling and unsure advisor. It’s going to be up to the customer at that point to decide what works best for them. If the team operates in this fashion as a whole, the shop should experience growth and retention in their department and be closing more jobs than not, whether the customer is physically there or on the phone.

There will always be scenarios that don’t work in our favor; however, if we know that we have done everything in our power to be as helpful as possible, then our jobs are done. Serving the customer over serving our wallets at the moment will always bring the valuable customer back to service with us again. 

Generally, when someone thinks of customer service for a company functioning out of one singular building, they assume it should be the same across the board. When it comes to a dealership, however, customer service can vary based on the job and its purpose. Not saying that it shouldn’t be excellent no matter the department; however, each department functions differently. Some interaction is B2B, other interactions are front facing to the public, and a large portion of interactions are completely phone based.

When it comes to the latter, we need to be sure that our customer service is top-notch because when we are on the phone, there is always a possibility that we will never see that customer step foot in the store if we make a poor impression. Communication is the key that can make or break the success of any company; therefore, it should be consistently fine-tuned to ensure each associate is up to par with the company’s mission both over the phone and in person.

It is a given that excellent phone skills in the sales department are crucial since most dealerships have another same-make competitor close enough to earn their business. They need to be organized and educated on their product and what they can do for their customer at all times. But the fixed ops department is just as important. Some say the dealership doesn’t make money until a car is sold; however, retention is earned in the service department. While each department knows its worth, they are all crucial to keeping each other afloat. And Fixed-Ops need not forget that their competitors are literally attached to their sales cohorts’ competitors as well.

Having a friendly and helpful sales department will never make up for a fixed ops department that is “super busy” and terrible on the phone. While everyone is working to do more with less (staff included), we must remember that this period is just that. Demand for service and vehicles is high, and customers’ wallets are thin, but what won’t change is time. We as an industry need to remember that even when things are weird, customers will remember how they are treated. The pace in service and parts is always faster, but that doesn’t mean its service should have an excuse not to be excellent on the phone as well. A common misconception for a fixed-ops department is that the customer “needs” them. That can change if they are not met with competence and compassion before they even step in the door because, at the end of the day, everyone is still in the business of customers AND their cars.

While the pace and volume of each department are different, what doesn’t differ is the need for a process and consistent customer service over the phone. When the dealership holds a high standard for customer service across the board, the business benefits as a whole; both Fixed Ops and Sales should have a specific process to practice to continue to ensure that their customers’ needs are met efficiently and professionally. Management should also keep this underlying tone present in day-to-day operations; when the entire team upholds the organization’s mission together, everyone thrives, customers included. 

At a dealership, we are responsible for doing everything we can for our customers. Sales and Service are set up to make a profit in their respective departments; however, sometimes their paths cross when it comes to assisting a customer to the fullest extent in an all-too-common situation… When to keep servicing and when to upgrade.

The sales department’s job is to move units; the service department’s job is to maintain those units. Sales would love to see a car turnover every 3-ish years, while service would like to see customers keep their cars for 10 or more years. While the average consumer keeps their car for a happy medium of 5 years, there is a fine dance that each department performs to keep their workflow moving. The big question here is, when does service finally say it’s time to visit the sales department for a new vehicle, and how should they broach that subject?

The customer with a 3-year-old car in a lease is an easy send-up to sales if they are talking about it, especially with most dealerships using an Exchange/Upgrade Department. The car, that’s about 5 years old, is starting to need maintenance and turning into a tricky sell. Each customer has their preference and [most of the time] has a plan for how they would like to handle their vehicle. Responsible customers plan maintenance charges into their budget and continue to move forward with their current vehicle until it doesn’t make sense or their timeline is up.

Then there are the customers with older cars that are starting to cost more money than they’re worth. A great sell for most service departments; however, where do you draw the line? With a dealership, customers range from working with disposable income to spare down to fixed incomes that amount to peanuts, and the customer is asking to pay in installments. It's up to the service department, tech, and advisor to present all of the options to the customer when it comes to extensive work on an older vehicle. The tech should be willing to present all valid options for repair to the advisor, and the advisor needs to work to build a strong rapport with the customer. This all comes down to excellent customer service. When it’s time to have this conversation, the customer should be comfortable, even considering the potential for a lengthy repair OR moving forward with a new vehicle. It’s also highly recommended that the advisor be comfortable with at least one salesperson to work with regarding a handoff. Customers are comfortable when they are confident in the next step of the process based on a smooth handoff and palpable comradery amongst departments. Customer service needs to be the main priority amongst both departments, as it is the tie that binds the two together.

But let’s take a step back. The handoff is important. However, the presentation of all viable options in service is even more important. Customers should be given clear options on both repairs or pursuing something new. Advisors in the game for the long haul know that their ability to sell is important, but customer retention is even more important. A good advisor has confidence in themselves when they recommend a new vehicle; their customer will continue to come back and service with them again. Another aspect sometimes overlooked is the client’s recommendation to friends and family. These things come from excellent customer service, and sometimes an advisor says, “it’s time to move on” or “this repair is worth it.” Giving the customer all options, presented in non-biased terms with the will to answer questions in a factual and straightforward manner, is always going to be the way to go. When the customer asks for their personal opinion, a great philosophy to work by is that the “truth will set you free.” Give it to the customer straight up and know that they are doing their best, in the customer's best interest, and they have done everything they can. Plus, as a bonus, the truth doesn’t change. By telling the truth, you don’t have to “remember” anything, as your answer will be the same for the same situation.

At the end of the day, it’s time to suggest a new vehicle when the customer is open to the option based on their current situation and vehicle needs. An advisor will only know that if they are learning their customers and focusing on their customer service skills first, ensuring that ALL viable options are put on the table when it’s time to discuss their vehicle. A customer service-centric dealership will always weather the test of time over the ones hyper-focused on their bottom line.

Doing right by customers is the best policy and always drives positive results in the bottom line. 

Nowadays, finding a way to retain your customers is an important part of the business. Car prices are rising through the roof, and not building the loyalty of your customers can be a quick route to losing them. Building loyalty for your dealership can be difficult since people aren’t buying cars as regularly as they buy other products, but that doesn’t mean that it isn’t possible to do. Using the right tools is important to focus on to ensure that your customer retention is as effective as it can be.

Better Communication

Customers care about how you communicate with them. Having open and honest communication with your customers makes you someone that they feel they can trust and allows you to have difficult conversations when you need to. When it comes to your phone agents, having them properly trained to communicate with your customers and deal with their concerns is important. Phone scripts are an important way to ensure that they don’t miss out on important conversation steps and give them the tools to deal with difficult customers. The biggest thing to remember is that customers want to be heard and understood, especially when it involves things like their car. When you can provide that for them, it goes a long way toward earning their loyalty.

Innovative Marketing

Marketing is often thought of as a way to bring in new customers, but it is also an important step for keeping your current customers coming back. The loyalty phase on the marketing funnel includes follow-up emails and phone calls about new services you offer, sales that are currently happening, and reminding them of everything your dealership has to offer beyond just selling cars. You should also keep it interesting. If you only ever send emails, they may stop paying attention. Social media campaigns, events, and other engaging marketing tactics are an important part of keeping customers engaged and returning to your dealership repeatedly.

Solid Customer Service

The customer service that you provide as a dealership goes beyond the sales experience that customers have. Many people have come to see dealerships as a one-stop shop for everything to do with their cars, which means you need to make sure you are providing quality service every step of the way. From phone calls and communications to car repairs and maintenance, all of this should be conducted with the highest level of customer service. The ultimate goal is to earn the repeated business of your customers, especially if your dealership sells both new and used cars. Having loyal customers not only means that you will have their business, but they are also likely to recommend you to their friends and family. In addition to providing quality customer service, you should make sure that you are constantly striving to improve your customer service. New methods of helping customers are being suggested all the time, so keeping up to date with things is important.

Fun Perks

While perks aren’t the only thing people are looking for in a dealership, they provide a good option to sway people and keep them engaged with your dealership. Loyalty events can easily double as marketing events and provide options for those perks. You can showcase new cars, serve great food, and have drawings for fun prizes at these events. You can work with local businesses to provide these prizes and get the community engaged as well. Additionally, some dealerships will offer free car washes, snacks, and entertainment while you wait, or anything else you can think of. When people enjoy their time at their dealership, even if they are waiting for car service, they are more likely to become loyal customers.

Using all the tools at your disposal is one of the best ways to ensure that you and your business can weather this volatile car market. While prices may be higher than many people want, making sure you have a loyal customer base can help you weather anything coming your way. Customer loyalty can trump almost any storm.

Want to improve how your dealership handles phone calls? Check out our active coaching services and see how Phone Ninjas can help you!