We are all trying to hit our year-end numbers. And Internal RO’s are not a new topic. In fact, it is often a heated discussion that the fixed-ops and pre-owned sales manager have given that the sales manager's income can be slashed with mismanaged internal RO’s. It is essential that internal RO’s are tracked in so far as to what the average cost of labor is per RO including the markup for parts. 

Here are the top things to consider when managing internal RO’s 

State Inspections 

Every dealer handles the state inspections differently - depending on your state's rules - however, it is considered best practice to handle state inspections internally. Versus their having to outsource the inspection paying additional fees. Including insuring the vehicle as it is transported to and from the dealer. Not to mention, in most cases you are also having to pay for someone to transport the vehicle. All of which can add up costing thousands of dollars. 

How do you handle State Inspections?

Non-Recommended Work 

For those who are handling repairs internally, there has to be a clear executed policy regarding what additional work will and will not be completed. In most cases, it does not always make sense to spend additional money to fix an unnecessary repair. For example, if you notice that on most of the internal RO’s there are charges for wheel/ball bearings then it could be costing the dealer thousands of dollars - slashing through profits. As the internal RO’s should not count as “profits” in the service lane. I am not saying, though - that all wheel/ball bearing replacements are not necessary. I am offering - however - that the service department needs to be mindful of the unnecessary fixes ensuring that all repairs made were, in fact, a necessary repair. 

Who wants to spend $200+ dollars having a car detailed when you can have an internal team comprised of 2-3 people (at $10+ an hour) handle the job? On average, a dealer only nets $12 out of every $100 in sales. If you are out-sourcing and spending $200+ a car to have it detailed, then you are most likely losing money. And if you are not losing money then you could easily be adding money to your bottom line. It also affords the dealer the opportunity to use the position to handle other jobs at the dealership, which could include lot maintenance regarding the cleanliness of the vehicles. 

Standard Replacements (depending on age/mileage)

If you have standards in place regarding the replacement of windshield wipers & blades, it could save the dealer thousands of dollars annually. Also, the dealer should also have an agreed to brand - in most cases - non-OEM to save money, but ensuring that you are still offering a quality product for the customer. Not having a standard replacement policy in place can wind up costing the dealer hundreds of thousands of dollars in unnecessary costs. 

No Mark-Up’s

Marking up services/units for an internal RO is robbing Peter to pay Paul. Why would you mark-up a service to allow the service department to “net” off of an internal RO? Now - albeit, there has to be a labor cost. However, that labor cost should be a flat cost (per hour), which is deducted from the gross of the vehicle. This not only salvages the grosses on pre-owned vehicles but also lessens the recon cost on a unit. In addition to the fact that it will encourage productivity as they are only making money on labor. It will also encourage more upsells per advisor. If they know they are earning money off of an internal RO then why would they push themselves to sell more? As the internal RO’s could account for a decent portion of their monthly revenue. 

How many internal pre-owned cars do you handle a month? 

Bottom line not managing internal RO’s can cost the dealer hundreds of thousands of dollars in profits. There has to be a cohesive streamlined process, which will not just benefit the dealership's profitability but increase the overall productivity for service. 

How do you handle internal RO’s? Do you allow for there to be a markup for internal RO’s? 

Driving sales Executive Summit isn’t just for the top level executives. It's also for the influencers. The ones that are working on the dealer level making changes through process development, vendor management, and their various business management related duties. 

I started in the industry in 2012 - having just graduated college - with zero experience in the auto industry. I quickly realized the opportunities that were available. Seizing the moment, and developing not just a job, but a career. 

Three years went by, and I knew I wanted more. I wanted to push myself working with others who wear the same shoes, and several hats. That is other BDC Managers who know and understand the daily struggles. Whether that is juggling answering leads, managing marketing, to influencing and working with the managers to increase the sales consultant's performance. 

DSES was something I dreamed about getting to attend. Every time I had asked to go to a conference, it was shot down. But shot down with Merritt. There had to be a reason to attend other than a quick trip to Vegas. I agreed. And it wasn’t until after three years had passed that I knew what my ‘why’ was regarding training. Realizing that while I am quite young - this is a make it or break it moment in my career. It also showed that I am not just loyal, but I am invested in their company. 

This year marked my 3rd trip to DSES and second year as a Best Idea Finalist. I cannot say that I was not bummed out that I did not take first either time. But that is not going to stop me.  Instead, it pushes me (much like the other classes do at DSES) to revisit what my ‘why’ is, and what I can do to better/improve the way we handle and approach change in our industry.

This year also marks my 6th+ year as an auto industry guy - in these six years I have created a foundation. A foundation that affords new opportunities, classes, and experiences that will define not just who I am, but rather what I do - and will do. This, however, all stems from the energy, charisma, and excitement that DSES embarks! 

Whether you are a BDC Manager, HR Director, GM, or even a sales consultant - DSES is the place to BE in October. And not just for the conference, DS offers an extensive catalog of industry, defining, leading standards that define what the industry is and stands for. 

It is time you attend DSES, and understand what your WHY is and start being a DOER. 
See you there next year!

There is no doubt that money motivates many (not all) people. That said, the way you drive the advisor, however, should not be from the perspective of “you are a coin operator. The more coins I put in you - the more you will perform.” This mindset can create a hostile, ineffective, and dysfunctional work environment. In turn, it means that you can lose your most valuable asset: the Service Advisor. 

Instead of offering that s/he is a coin machine offer them a plan that *motivates* them on a consistent, manageable, level: 

Here are the top reasons to avoid the coin operator mentality: 

You Are A Machine, Not a Human: 

Just using the words “coin-operated” can not only come across as being degrading, but the words themselves have a deep connotation of “you are a machine. I run the machine by feeding you coins.” A more effective way of using this approach - in a more refined, diplomatic sense - is to offer that based on their skill set you have designed a plan that compliments what they are going to bring to the team. 

Merely rephrasing the logic into an approachable conversation not only emboldens the employee, but it gives them a sense of belonging. The more they feel that they are an integral part of the team the better s/he will perform. As not everyone is motivated by money, but instead they are driven by a sense of belonging: having a purpose within your organization. 

A Coin Machine Gets Jammed 

If you are so focused on just one or two tasks (as that is what the plan offers) then more often than not the un-refined process is reflected in the customer's experience. For example, if part of the coin operation is to process the customer through multiple steps then the way you approach the customer from everything to the greeting to the up-selling of the products can feel very forced. 

Albeit, there are specific steps the advisor should follow such as meet and greet, walk-around, findings, upsell, & active delivery. However, these processes are most likely ingrained in their minds. That said, this process should feel very natural. All of which translates to the customer. Offering them a pleasant experience. 

Burnout. The Fall that leads to Turnover

Burning out happens. We have all been there. You work yourself to the bone until there is just nothing left to give. You’ve checked out so many times that you have begun to lost interest and have lost your ability to connect with the customer, which is what offers the ability to sell the product as you developed, and fostered a relationship with the customer. 

The coin operator mentality does not afford the management style that encourages their employees to recharge, disconnect, and refresh. Taking a step back (or having the feeling that you are able to do so) is invaluable. As it enables your employee to refocus, and most importantly - reconnect.  

The Customer Feels It: 

There is nothing worse (or nothing like a lousy buzz kill) when you encounter a disgruntled employee. It is the worst. Everything from their frown to their lack of interest in assisting the customer. The customer does not just feel like the employee doesn’t care. They feel like YOU do not care. And while that is not the case, it is about perspective, no? 

I get it, we all have bad days. But that bad day is only amplified in a coin-operated world. The machine doesn’t have emotion. Humans do, though. 

Bottom Line: 

This is not to say that you shouldn’t offer a pay plan that incentivizes, encourages, or pushes your advisor to work harder. There is a difference, however, in how you present the pay plan. And the way the advisor feels about their contribution to the service lanes overall success. There are those that are motivated by money, which is just fine. It is not okay, though, when it comes solely about the pay plan and not the customer;  where they work the plan harder than the customer. 

Remember, the Advisors are on the front-line *advising* the customer on what is *best* for their vehicle. If they are operated on a coin-machine, then the coins will run out. Leaving a chaotic, disengaging, awkward experience for the customer. 

Are you a coin-operator? In retrospect, do you have success with this pay plan?
 

Another year has come and gone. The industry has seen ebbs and flows in business, and the service lane remains the dealers highest earning asset. As the year does come to an end, there are five things to keep in mind (and consider) when planning for the next year. And if you are not planning for the next year then you are not only missing out but most likely always working on plan C or even D! 

Here are the 5 things You Need to Review:

Staff/overhead the real cost of your employees 

It is normal for your staff count to fluctuate throughout the year as there are times where you need the extra manpower to handle business. However, at the end of the day, every dollar counts. It is best to look through your expenses in the lane vs. the staff costs. If the ROI does not make sense on what the position is focused on, then it is either a) a personnel issue or b) an unnecessary position. 

This does not mean that s/he is on the chopping block. It does suggest, however, that their position needs to be realigned with the current business needs. Remembering to show the employee that it is not a demotion or negative, but rather an opportunity to develop and improve. Creating a position that fluctuates with the business needs is crucial for a dealer to maintain a healthy profit. 

Marketing Landscape - there’s more than what meets the eye 

While 10B+ is spent in the Auto industry for SEO/SEM (paid search) what is spent on fixed-ops? The Service Lane marketing is just as important given it is an integral part of the overall ecosystem. 

It will take some time - trust me - but it is best to review all of the campaigns you did per quarter. Evaluating the ROI on each campaign, which will assist you in structuring the years marketing tactics. And while it is not necessarily feasible to manage the marketing calendar in one or two days. It is feasible to work on the year in quarters - as one quarter comes to an end, you review the ups & downs, and work towards forecasting and marketing for the next quarter. 

Team Building 

Even if your store is profitable - at the end of the day, people are human. Considering the hours, energy, and overall dedication they can burn out fairly quickly. To keep them at their optimal performance you have to work with them. Not over them, through them, around them - with them. 

Whether it is something as simple as a offering them a long weekend here and there. Or giving the advisor an extra day off each quarter. Encouraging them to use it as a day for personal development (how do you handle personal days?). This will not only make sure that the service lane is covered at all times. But that everyone is working at their best. 

Service Absorption Rate 

If your absorption rate is under/below 85%, then there is room for improvement. The improvement will most likely come from a) restructuring staff or b) realigning advertising costs. Working to ensure that overlaps are at a minimal and that the campaigns that are running are offering a healthy ROI. As your service lane increases their absorption rate of the company's fixed expenses, it affords the dealer to invest, develop, and - most importantly - increase their bottom line. 

Annual Data Cleanse

The dealer should cleanse the database, and understand how much raw data they truly have. When is the last time you did a data purge? That takes all “active/inactive” accounts and cleanse for emails, phone numbers, addresses, etc.? This will not only give you a better understanding of how many customers you actually have. But it will also help regarding your marketing efforts. It does no good to send an inactive customer email in whom you haven’t engaged with for 3+ years. Not only do you run the risk of hitting their junk folder. You also run the risk of getting blacklisted. 

How do you prep for year-end? Do you include the department managers in the meetings? Have you tried planning marketing for the year? 

We have all been there one time or another. That moment of sheer panic as we can’t seem to find our car. As we scour all through the parking lot - sweating - only to realize we had passed our car a few times. Whew, what a sigh of relief you feel as you get into your vehicle. 

Now in this situation, you might look back and laugh at yourself. I certainly did! But imagine if this instance was regarding the customer who just left your service lane. 

Where the advisor said: “Mr. Customer, (as s/he points to the direction of the vehicle) your vehicle should be parked right outside”  to which the customer just says “OK.” 

In most cases, the customer might just shrug it off - or not think anything of it - however, there are the times where the customer goes out and is unable to locate their vehicle. And rightfully so they become agitated, frustrated - with the worst part being that no one seemed to notice the poor customer wandering the lot to find their vehicle. 

The customer's car was actually parked at the entrance, but a large truck was parked on the side completely blocking the view. And given that the vehicle was at the entrance s/he did not walk-up far enough to see it. 

As a result, you bet we got slammed on a survey noting that while s/he had an otherwise pleasant experience that s/he was unable to locate their vehicle and that despite their wandering around no one seemed to take notice or help them. 

We have to ask ourselves,  is taking an extra minute or two not worth it? Or (better yet) are we that busy that we cannot take the time to ensure that our customer leaves happy? Going the extra mile and walking them out and/or completing an active delivery in the service lane? 

Here are a few things you can do to ensure that the customer is able to locate their vehicle: 

• When the customer checks in, be sure to ask if they are waiting or dropping off. If s/he is waiting, then offer to complete an “active” delivery. Given that offering an active delivery on all units might be too much for the lane. 
• For the customers who are dropping it off and picking up later - try your best to get a time frame such as after work, etc. You can then mark off a particular section of parking for late (after hours) pick-ups. Explaining to the cashier (or whoever collects the payment) where the customer's vehicle is located. 
• If your facility allows for it have the porter (or whoever parks the customer's vehicle for those dropping it off) write down which parking spot number the vehicle is in. This allows for either the cashier or advisor the ability to let the customer know where their vehicle is at delivery.

This all sounds simple, cheesy, or just too easy. But evidently, it is not. We get busy, and when we get busy, we often forgo the fundamentals of customer service. Resulting in the customer leaving frustrated. 

And as simple as “dude, where’s my car” can be in the scheme of life we live in the moment, and we also have the capability in curating that moment. Whether that is Tweeting a story, or creating an exaggerated, over the top Holly Wood production on FaceBook causing an unnecessary comment spree. The point is - we owe it to our customer, letting them know where their vehicle is parked. 

How do you handle customer parking for service? Do you have an Active Delivery? If so, have you seen a positive impact? 

The following Five golden rules should not have to be a promise made to your customer. Rather it should just be a part of your daily process in the service lane. Having the following standards will increase not only retention but also your customer's overall satisfaction.

Here are the top 5 golden rules for your service lane

Easy to use Appointment Scheduling System

Your customer should not have to be struggling online to schedule an appointment. Or worse, if s/he chooses to call the dealership they should not have to be waiting an eternity to reach someone that can schedule their appointment.

Once the customer has booked their appointment and s/he arrives and they are not taken care of it can cause for a bad taste, and an unpleasant experience overall.

How many customers book an appointment online?

Wait time

No one wants to spend their entire morning or afternoon at the dealership. Especially if during the visit you are not keeping them informed as to what the status is on their repair. Customers tend to be much more understanding if the advisor spends a moment on explaining why it is taking more time.

In fact, if the vehicle will take much longer than expected - depending on how your service lane is set up - you can offer the customer a shuttle ride or a demo. In these cases, the customer will often shell out more money.

Clear Explanation of the charges

Not understanding the bill or services can make the customer not only feel uneasy but frustrated with your service lane. Making them second guess themselves as to whether or not they really needed that service.

Honesty can go a long way. Another helpful tip is that when the advisor is explaining the charges that they use a visual demo. This will help the customer understand not only the service but also the money it costs them for it.

Follow-Up

Sending an automatic email after their service might not always the best method of following up. Instead, take a moment (especially for large ticket items) to call the customer and see how their visit went. If the customer requested email (or in some cases texting) then do so instead of the call. 

Reaching out to the customer after their service can go a long way. Making the customer feel good about their decision to not only have the repair done. But that they made the right choice in visiting your service lane. This especially comes in handy when the customer did have an issue. Allowing you to resolve the issue before they do an online review or social media post. 

Check Out Process

As you know, I am a big advocate of taking payments both in the lane and online. This makes a huge difference for the customer. Where s/he is not having to wait in line only to find out that they have a question about the invoice. In the meantime, the advisor is already in the middle of assisting another customer. Causing the customer to either pay without asking, leaves them wondering what happened. Having them question if they got cheated.

Even if you call them after the service to follow up - more often than not they will tell you “it would have been best had someone explained the charges to me while I was at the dealership.” To which you would offer “I do apologize Mr. Customer. I agree, and we will do our best to make sure that all charges are explained.”

Bottom Line:

Having the following standards will create a better experience. Allowing you to understand better if there are areas that need improvement. Giving you the ability to work with those individuals who are handling that point of the transaction.

What do you do to ensure you customer leaves the dealership happy? Do you have your advisor or BDC call the customer after servicing their vehicle?

There are a lot of costs associated with extending hours. However, with fixed-ops being the dealer's life line and main money maker, it seems like a no brainer to have extended summer hours two or three days of the week.

Here are a few top reasons you should extend your hours

Late Appointments

Imagine all of the customers that would now stop in after work? If you close at 8 PM, you can set your scheduling software to have the last appointment set for 7:15 PM. This would easily generate 10-15 more appointments per week. The Advisor (or in some cases a service BDC) can use this when booking the appointment via phone or chat if the customer isn’t available during the day.

Appointment Oriented Culture

The goal with the extended hours is to promote appointments. Walk-in traffic (which is most common for dealers) can actually cause for upset customers and chaos. As there is extended wait times in addition to the shortage of staff to handle the flux of R/O’s. That said, this “extended hours” is meant to be used as a means of making appointments for that time frame. Offering as “this Thursday we have extended the hours to 7:15 - that is the last appointment I have available. Are you available at 6:45 or 7:15 PM?” The customer then feels as if you’ve helped them by ‘squeezing’ him/her in.

Investment Revenue

With the extended hours being successful it offers the dealer the chance (based on 4 advisors) to add an additional 35-40k on the books per month. With that said, the money can be used - depending on the overall absorption, which should be 70%+ -  to reinvest in the service department. Whether that is newer technology in the lane (such as tablets) or even newer amenities for the service lounge.  

Bottom line. The cost to remain open for 4 additional hours per week can be paid back in thousands of dollars with appointments. Run the “extended hours” for 90 Days. Use the data to review how many appointments vs. walk-ins there were for the time frame. Understanding that there will be a percentage of walk-ins. If this is making the dealer money, then it will have a huge impact on the dealer's bottom line. In addition to giving the advisors the chance to earn additional income.

Would you consider late nights for the summer? Who has extended hours now and is having success?

There is nothing better than hitting your financial goals in the service department! Especially considering that fixed-op's is the dealerships money maker. But to hit your financial goals - as a department - there are fundamental processes that need to be in place!

That is the following:

Limit Daily RO’s per Advisor - Less is More $$$

NADA statistics offer than an advisor should not be handling any more than 20-25 RO’s per day. Managing too many RO’s leaves room for “underselling” as s/he is trying their best to push everyone through the lane. Leaving hundreds - if not thousands - of dollars in the lane.

The best way to combat this issue is to a) make sure you are staffed correctly by reviewing your average daily appointments, which is most likely a *small* percentage of your business and daily average walk-ins. Track your *busy* times making sure you have your “A” team in place. In doing so, your advisors will not only make more money BUT - you will hit your goals!

Focus on an Exclusive Monthly Offer

I am confident that the parts department might have an overstocked item, and depending on your OEM many do not have a “buy-back” program for unsold stock. That said, have contests in the lane for the unsold stock. Paying the advisors a flat bonus per item.

For example, if you have a surplus of one brand of a tire - sell it! Try adding an additional special. The buy three and get the 4th for a dollar is the *oldest* trick in the book. Customers are not as easily fooled. Besides, when you break down the pricing - the tire cost is hidden in the other three, right? The markup isn’t that great.

Review the Weekly Appointments

This sure does sound tedious. I get that. But what if the advisor (depending on how your store’s scheduler works) were to review their upcoming appointments. Looking to see what s/he is coming in for? This is *huge* not only does it give the advisor the chance to see what's coming up, but it affords them the ability to plan ahead on what they need to focus on!

This also assists the advisor in understanding when their *busy* times are. Making sure that the lane is staffed accordingly. If the lane is not staffed, then you are absolutely leaving money on the table.

Shuttle Service

If you do not already have a shuttle service. Get one. If you offer to take the customer to work - or wherever within reason - s/he will not be sitting in the service lounge bored. Instead, when you call to offer them the recommended services s/he might be more inclined to take the recommended service. However, it is crucial that when you are “upselling” to focus on the “discount.” Namely, explain to the customer “Mr. Customer, everything is going very smooth - btw, we noticed that the windshield wipers were a bit cracked. It is common with the weather we’ve experienced. But the good news is we are running a special of $15 off! Not to mention, these guys will keep your windshield clean!”

Discuss Dollars Per RO

Going back to how many RO’s the advisor should handle daily - is also reviewing how much s/he is averaging per RO. If you don’t know what your average per RO is then you might not be as motivated to focus efforts on upselling. Not to mention, when reviewing average dollars per RO you might be shocked at just how much money you are leaving on the table. This is the selling tactic to the advisor when they argue that they need 50+ a day!

It is best practice to have a quick pow-wow in the morning with the service advisors to discuss what the stores average is and strategize a plan for each advisor. For example, you have 45 appointments for the day. Calculate the percentage of the appointments that should have one or more upsells. And at the end of the day tally the results. Going over them the next morning. This will help increase average dollars per RO, and build up the momentum in the lane!

When is the last time you had a morning meeting with your advisors? How many RO's do your Advisors handle on a daily basis? 

In recent months the OEM has set new standards using KPI’s, which have set a new tone with the survey. Giving the dealer the dealer a new means of setting the performance benchmark with yes or no questions. And while the “survey” scores were always consistently the best in the area the new survey has shed some light in *key* areas where the advisors might need some training.

When is the last time you have brought in training for your service advisors? If you have to think hard on that one, it has been too long.

The service department is the money maker, yet it is the one department that is often ignored when it comes to training!

Here are top reasons your advisors need training!

1. Training is not just about getting a good score for the store.  It is about ensuring the service advisor is equipped to handle situations. Ones that can then be diffused leaving the upset customer happy wanting to come back to the dealer for services again.

2. Working with your advisors on the “walk-around” can increase revenue. If the advisor is better equipped - or trained better on the newer products - s/he will better understand how to up-sell services that would benefit the customer.  

3. Keeping the customer informed - to this day - remains to be an issue for many dealers. That said, setting the standard with your team listening to their concerns can help increase overall customer satisfaction, which will show in the increased survey scores. Ask your advisors “what is the most preferred method of contact” Whatever it is - make it a priority by making sure that it is accessible. For example, if texting is most preferred then make sure the advisors can text from their computers.

4. Using previous scores (avoiding names) can help with discussing potential breakdowns in the process. In turn allowing you to collectively work towards a better way of handling those situations.  As it is safe to say that advisor is most likely not the only one handling the situation that way. One of the best ways to review this is to look at a 90-day scoring period.  

5. The most significant benefit of monthly training  - even if it is just for 20-30 minutes - is getting the inside scoop on the team that keeps the dealer afloat. It offers the advisors a platform to bring their concerns to the table. Offering you a meaningful way to provide insight, and prevent future issues from happening as it can honestly just be a breakdown in communication!

How often do you have training? If so, have you seen a positive impact?

The DMS is the main house that stores all of your customer's information. Information that is used by all of the vendors you work with. Yet, the most important tool - the DMS - is mostly managed and left to the devices of your employees. It is essential that they understand what their role is in managing, and updating customer accounts. Here are some tips and suggestions in how your service advisors might actually be hurting your lifeline, the DMS!

Updating Customers Accounts & Duplicate Accounts - You Already Have my Email or You Don’t Need my Email

We have all been there. Standing in line ready to check out and the cashier or service advisor asks to update your email. Where the customer kindly says “you already have it.” To which we nod politely, and move on. It is also a widely known fact that many customers will give us their spam email.

So instead of caving in - we might say; instead, I understand I just want to confirm as we would then be able to send you advance notice on recalls versus having to wait for a letter in the mail. In addition to more coupons from our store.

Not saying it will work every time, but if you are able to give a reason with value - an added benefit to the customer - s/he may feel more obliged in giving/confirming their email.

The other thing your advisors need to be aware of is ensuring that if VIN is brought in by a spouse, etc. - they do not add a second profile for the customer in the DMS. That is not to say, however, that the advisor cannot still collect an email for the individual. As creating a second profile for the database skew the actual amount of customers there are.

Not Scrubbing Data

People move, sell their vehicles, or have opted out of your emails. However, we still keep them on the email list. It is always best practice to scrub your data quarterly working with a vendor that manages your email campaigns. In doing so, not only will you have an accurate count of emails, but you will also save yourself from getting flagged as being spam.

Data is precious, but data that is invalid such as an email that bounces or has opted out is junk. Junk that slows down your DMS. Giving you an inaccurate count. Not to mention, getting hundreds of kick-backs will undoubtedly flag you for spam. Another reason to update the email.

Several vendors actually have the ability to append data for a small fee. If they do not, it is worth asking your marketing company (if you are in-house you can easily find one) what the cost is to append your data quarterly.

Manually Adding Appointments to the DMS

Service Appointments are different than sales appointments. Namely, a service customer is often viewed as being “captive” vs. the selling of a sales appointment. Nonetheless, the advisors might not be aware of the damage they are doing by “manually” adding appointments to the DMS when the customer did not actually have an appointment or called into the store for appointments.

Unless the appointments that are manually being added into the DMS are able to be sourced, then it is best practice to use the appointment scheduling tool. Adding the source if possible. This is essential when reviewing and understanding what the conversion is and was for service appointments booked online. In particular for OEMs that offer “express” services where the foot traffic may not be counted as accurately if in fact there were a manual appointment added.

Do you manage your DMS? What are some best practices that you follow?