We have all worked with that one manager who thinks extremely highly of themselves. Making sure that you are not just aware of it, but that if you do not agree and or want to participate in spreading their fanfare, it will become a problem. In some cases even resulting in your getting fewer leads or showroom up's. That is not a leader. That is a lousy manager. A manager that if left to their own devices can single-handedly destroy a dealers morale causing the unnecessary turnover we struggle with.  If that does not get our attention than perhaps we have more significant issues at hand to discuss. With the demands of our customers evolving we cannot afford to revolve the way we approach leadership around the requirements of a bad sales manager. Instead, we have to focus on how to develop a leader, and how to build a relationship with a manager that has what it takes to be an effect leader on the dealer level.  

What Does A Leader Look Like? What is the Difference Between a Leader and a Manager? 

A leader wants to lead his team by working towards improving the way they approach customer service on the dealer level. Knowing that because they are not managing but leading their sales consultants or service advisors, they will inherently be more successful. As their efforts will pay off with the results showing in their sales numbers. This approach cannot work and will become a problem, however,  if the leader wants to take all of the credit for the results. But that is the mindset of a bad manager, not a leader. A bad manager spends their time knit picking at their sales consultants unknowingly working harder to prevent a team from forming unless of course, you are on their side, which yields its own damage to the dealer level. All of which can and will create a very hostile - walking on eggshell - environment that no one wants to work in. As taking all of the credit for your sales consultants efforts is not only destructive to your dealer's morale it can also affect their performance. Leaving themselves asking “is it me or am I just that bad of a sales consultant?” 

Why Do You Need to Take All of the Credit as A Manager? Leaders Do Not Need to Take All of the Credit from their Team. Your Teams Success Shows Your Value. 

This is not an easy question to have to answer, but it is an important one. There is an underlying reason as to why you feel the need to take all of the credit for the results. Or the notion that it is necessary for you to continue to parade around the dealership talking about how important or capable you are to the overall dealer's success. And how if you were to leave that the entire dealership would crumble. Albeit, this does take a lot of confidence to pull off. But that confidence does not always translate. Not to mention, this management style is often short-lived as they usually either get fired or quit as their sales team starts to crumble. In many cases, this bad manager is insecure and projects their own insecurities onto the sales team. They spend more time worrying about what their sales consultants think of them - wanting to be friends - versus being the leader they need to be in order to excel. 

Taking Credit From Your Sales Consultants is Destructive Behavior That Can Damage Your Dealers Morale. How to Avoid this Management Style. How to Be A Leader Without Taking All of the Credit. 

There is nothing wrong with your efforts being acknowledged once in a while. In fact, it is essential that your owner or GM appreciates all of the hard work that you have put into the dealership. However, when their need for appreciation and attention gets to the to the point of their wanting all of the credit for the dealer's success is when they become unhinged. This manager will go to great lengths to get rid of anyone that gets in his or her way. And because they are so entangled in their own need to be liked and appreciated they will easily let go of some of their key players. All because they do not feed into their ego. This is a bad manager. Not a leader. But this practice is commonplace in the auto industry. The other issue with this management style is that it discourages growth and development on the dealer level. Where your staff does not feel that they are able to learn or develop without walking on eggshells. Don’t be this Manager. Be a leader. 

A leader knows that if their team is successful, the results will follow. And a good GM or Owner will recognize that because of their efforts and hard work that is why they are successful. However, it is vital that the GM or Owner does not lose sight of what their leaders are doing on the dealer level. Wherein, a lot of the behavior - and this is not excusing it - might stem from the fact that the manager does not feel appreciated for their hard work. A simple thank you or great job can go along way. An even better means of showing your appreciation for your leader's efforts is to provide them with some much needed time off. Allowing them to recharge. 

Bottom Line: Not all Managers are bad. And not all leaders are great. The point is that it is best to ensure that your leader has a vision on the dealer level and is able to translate that vision in a meaningful way to their staff. Making sure that instead of taking all of the credit for the end result that it is more about what “we” accomplished as a dealership. Not what “I” did for the dealership. Understanding that a good GM or Owner will take notice and appreciate and compliment your leadership style without having to take all of the credit. Knowing that if you start to take all of the credit for the results, it can and will crush the morale at the dealer level. And no one wants to walk on egg-shells. 

Do you take all of the credit? Have you worked with a manager like this before? If so, how did you overcome it? 

Having the right leader in place on the dealer level can make or break the dealerships bottom line. Knowing that for every employee who quits costs the dealership as much as thirty thousand dollars. Yet so many dealers still fail to address the elephant in the room. That is hiring managers, not leaders. Where it is easy to hire a manager and let them do their thing. However, employee relationships cannot be developed or advanced without a leader to see their journey through. 

That said, here are some of the top reasons your leadership is failing your dealership. 

Your Expectations Do Not Match Reality. There is A Difference between Promising and Delivering. 

Your GM calls you into a meeting to discuss the next quarter's sales forecast. In which case, you eagerly look at the OEM’s objective and do one of two things. That is mock it. Offering that there is no way your team can hit that objective. Crying foul given that the OEM does not often support their objectives with selective market data. The other approach, which is just as bad is your merely agreeing and saying “yep. We got this one.” Knowing full well that your team is not going to hit that objective. And instead of understanding “why your team will not hit the objective” you start to blame the “bottom performers” for not hitting the objective. 

The issue (amongst many with this mindset) is that you never once stopped to ask yourself “why your bottom sales consultants are not hitting their objectives?” Where in many cases, you have not taken the time to train the sales consultants. That is the key difference between being a manager vs. a leader. Another issue, too, is that surprisingly even the GM’s and Owners often overlook the “manager” vs. the “leader” joining in on their sales managers tantrum as to they cannot hit the objective. 

So when the end of the month comes around your attitude towards your sales consultants - who you have neglected to train or develop - is hateful. To which you in some cases threaten to fire them. All without having taken the time to mentor them or offer them a plan of action to become a better sales consultant. This mindset of overpromising without delivering can be a toxic one, which makes it that much harder for your team to respect you as a leader. 

Brow Beating Your Sales Consultants Did Not Work Before. And it Will Not Work Now. A Leader Has to Evolve Offering New Ideas to Hit the Objective. 

A bad manager will browbeat their sales consultants. Making every excuse known to man when they are under the gun of the GM or owner. In which case the wheels on the bus go round and round. As they will roll anyone they can under that bus before taking the blame for their inability to manage. This Manager continues to expect excellent results but does not have it in them to work with their team on “how to achieve the results.” Namely, what can they do to assist their team knowing that the demands of today's customer have changed. 

A real leader, however, has a much different effective approach. Wherein, a leader will take the time to look at several data points. That is the historical trends in sales with the dealership to then reviewing his team's sales statistics. Aligning each sales consultant with a realistic sales goal. Those sales goals, however, are then mapped out for each sales consultant. That is the leader working with his sales consultants individually offering what they can each bring to the table to hit their objective. That can be anything from social campaigns, conquest letters, or even equity mining. So instead of being a “manager” take the time to be a “leader.” 

Your Team is Checked Out. The Harsh Reality Many Managers Face. 

It is no secret that once your team has checked-out, it becomes that much harder to engage with them. As your team is simply going through the motions to make it through the day. This mindset is terrible. Knowing that your employee's disinterest will make its way to the customer's experience. Another issue with this is that it hinders your team from using their creativity or aspiration to build their sales portfolio. No one wants to put in the extra effort if they do not believe it is welcomed or wanted. 

So instead of having an empty audience - as everyone has checked out - take the time to have one on ones with your team. Offering each sales consultant advice or guidance that is unique to them. Knowing that each sales consultant has their own strengths and weaknesses. You would be surprised as to what ideas they have been holding onto without bringing them up. This will also allow you as a leader to build the much-needed rapport with your team! 

Bottom Line: A leader will lead his sales consultants working with them. Not over them. Understanding that as a leader they have to be in it with the team as it will assist them in building both trust and rapport. In doing so, the results will follow, and your team will have the guidance they need to hit the dealers objective. So are you a leader or a manager? 

Managing is not easy. There are several components that make for a successful manager and employee relationship. Knowing that everyone has a distinct personality. And that some personalities are stronger than others. A strong personality, however, is not always the reason why an employee and manager do not get along. To ensure you are doing your best to get along with your team - or manager - here are the types of situations to avoid. Knowing that if everyone gets along the better the results will be on the dealer level! As nobody wants to walk on eggshells or feel like they do not belong at the dealership in which case the dealer can lose a really valuable employee.

Top Three Reasons Your Employee Does Not Get Along With You:

You Think You Know More than You Do

There is nothing worse than working for a manager who thinks they know it all when they do not. No one knows it all. However, when the manager has that mindset - always having to be right - it makes it that much harder to work with them. As their attitude and mindset can and will crush the dealerships morale. Where in many cases the sales manager is able to rid of the employees who disagree with them. All of which hurts the dealership. Noting that there is a key difference between being wise and knowing it all. Having the right mindset will make it that much easier to gain your sales consultants respect. And when you have their respect it is that much easier to build a relationship with your team.

You Are to Nice. You Do Not Have Boundaries. You Want to Be their Friend.

Not everyone is cut out to be a sales manager. It takes a special mindset. However, in the auto industry, it is not uncommon for a top sales consultant to become a sales manager. Where in many instances they are soon going to manage their former co-workers. This can be a recipe for disaster if boundaries and expectations are not clearly outlined before making the changes. Knowing that your having been promoted can and will ruffle some feathers. But there was a reason you were given the manager position. So it is best to find a sense of balance - that is the way you approach your former co-workers. Understanding that is best to lay out the boundaries from the beginning sticking to your guns. Knowing that if your co-worker cannot respect the boundaries that you have to be a manager as hard as that might be. Otherwise, they will not respect that you are a manager.

You Do Not Have A Plan of Action. You Constantly Are Changing Your Mind.

Plans can change. That is not uncommon in our industry. However, if you are unable to have a consistent plan of action it becomes that much harder to work with you. In which case, the employee might become confused or disinterested as they are unsure as to what the next steps are. The other issue with this management style is becomes that much harder to track their results. In addition to holding them accountable as their responsibilities continuously change. That said, it is best to have a clear plan of action, which might have some updates here and there. However, there is a difference between a few updates and an entirely new plan of action.  

Top Three Reasons Your Manager Does Not Get Along With You.

You Are Never On Time.

There is a schedule for a reason, no? Running late does not just affect you, it affects your team and your dealership. This is especially true when you are running late on a day in which your customer’s vehicle is being delivered. That very customer is then made to wait around for you. Where if they were to go right into finance - the finance manager might be off and or not have the necessary paperwork - or know what the next step is with the customer. Making for an awkward experience for your customer. The other issue, too, is that when you do finally make it in your in a rush. And as we know, if you are in a rush the chances if your making a mistake dramatically increases. That mistake can make or break the customer's experience. So instead of being late, take some time of your day to effectively plan the next day. Knowing that there will be certain days that require additional time. As the more prepared you are the better off you will be.

Do Not Take Direction.

One of the most frustrating things as a manager is you question everything your manager says. As in many cases, their instructions are coming from the GM and Owner. That said, if you have the urge to question your manager it is best - and most respectful - to pull them aside privately and voice your concerns. Knowing that questioning them in front of your co-workers is not only disrespectful it can cause unnecessary hardship. And while you might truly believe that your idea is the best idea for the job at hand - more often than not - you do not have all of the facts. Wherein, there is more than of what meets the eye.

You Think You Know More than You Do

Just like we do not want the manager to act as if they know it all. It is just as frustrating for the employee to act as of they know more than what they do. Especially when the manager is taking the time to work with you one on one to assist you with your sales plan. That said, it is best to have a conversation with your manager if you're frustrated. However, it is best to do so respectfully as being disrespectful is not best for anyone. Knowing that any of the assistance your manager is offering should be coming from experience.

Bottom Line: It takes both parties to make a relationship work. Where both the manager and employee have to understand that we all have different means of communicating. The manager, however, has to ensure that they are providing their employees a clear direction. Empowering them to do their jobs versus micromanaging their every move. Taking the extra minute to make sure that everyone is on the same page - working as a team - as it will offer the dealership far better results.

What is your best tip or practice to make sure everyone gets along?

A sales meeting should pump your team up not deflate them. Where they leave the sales meeting feeling defeated. Part of what makes a sales meeting successful is ensuring that you have all of your information in front of you - such as reporting and team performance - allowing you to quickly offer your sales team what is going on. However, more often than not the sales meeting is not productive, and your sales consultants do not feel that they have gotten anything productive out of it. To avoid this feeling, here is the ultimate guide to having a successful sales meeting. 

Not Everyone Has to Attend. Split the team into Two Groups. 

More often than not the sales manager will say “great weekend,” or “bad weekend,” but does not offer why it was a bad weekend other than providing excuses such as the leads being down, bad weather, or whatever other excuse was available. Instead of giving reasons as to why you did not hit the objective to the team, it is best to look at their individual performance. Offering each of your sales consultants a report that shows the following: sales opportunities, internet leads, phone calls, texts,  emails, demos, to’s, quotes, & sold customers. In which case, the report will outline what their activity was for the month to date in addition to the weekend. 

At that point, as a manager, you can see where the store is for the month and what each of your sales consultants is contributing to the store. For those who are not hitting their objective, it is best to have a separate one on one meeting. As you do not want to “deflate” the top performing sales consultants in front of those who are not meeting their goals. Instead, this time - during the meeting - can be used to work on areas that need improvement. Where your sales consultants can take away an “actionable” item from the meeting. Whether that is improving their demo or making more phone calls, which will, in turn, increase their appointments. 

As for the top sales consultants their meeting it is best to work with them. Taking the time to ask them what, if anything, they need to hit their objective. If they need some assistance in catching up with their follow-up, then take the time to make that phone call or email. In doing so, the sales consultants will know and most likely appreciate your efforts to assist them. 

Discuss Key Information. Marketing Programs. Sales Objectives. 

Another critical aspect of having a successful sales meeting is to ensure that what is covered is both relevant and necessary. Where more often than not dealers do not take the time to explain the current marketing efforts to their sales consultants. Making it harder to achieve the objective when the customer calls in and the sales consultant is unaware of the special the customer is referring to on the phone. That said, if a new marketing campaign were to come out is best to have a quick ten to the fifteen-minute meeting to discuss the latest specials. Making sure the sales consultants are aware of the program. 

Once you have taken the time to discuss the current marketing campaigns, you should outline the sales objective. Making sure the sales consultants know what the number is that the store needs to hit for the month. However, there is more to hitting the objective than simply sharing a number. You should take the time in the meeting to outline the plan of action. Namely, how it is that your still will hit the objective working as a sales team. 

Vendor Updates. Any Changes?

Vendor updates are often overlooked or unnoticed. That said, the sales meeting is the time to bring up any concerns or issues or updates with your vendor. Namely, if the CRM has been updated and there is a change in the sales process - how you access deal packets, etc. - then it is best to remind everyone so that your day is not interrupted multiple times to review the same update. Allowing you to focus on what is most important. That is working with the sales consultants to increase sales. 

Bottom Line: Meetings do not have to be complicated or frustrating. Your sales meeting should pump your sales team up. They should be leaving the sales meeting excited and ready to take on the month. And part of what allows for that to happen is ensuring that they know where it is they stand for the month. Working with your sales consultant to outline a plan of action - based on their activity - of what they will do to contribute to your store's sales objective.

Another key aspect and takeaway of a successful sales meeting are to ensure that when you are having a sales meeting to take the time and make sure that your sales consultants are aware of any current specials taking place.  Remembering that a sales meeting does not have to take all morning or afternoon. The more prepared you are - having an outline - the more successful your team will be for the month. 

Do you have an agenda for your sales meeting? Do Your Split Your Team Into Two Groups? 

Let’s face it. We have all had that one employee that has jammed every one of our last buttons. Pushing us to the edge as we question ourselves. Asking why we thought getting into management was a good idea. Yeah, that employee. The one that seems to interject at the wrong time. The one that oversteps their boundary disrespectfully. The one that seems to never be happy no matter what. The one that thinks every little, minor, detail is a huge deal. That very employee can make or break you as a manager. Where it is easy to just give up or simply fire them. But as we know, the easy way out is never actually easy. In fact, it can make things worse. That said, that same employee might not get along with us because we might actually see a bit of our old selves in them. So instead of giving up here are eight tips to help you unjam your buttons, and get back to work!

Set Clear Expectations. Avoiding Loose Ends That Can Lead to Misinterpretations.

As a manager, it is sometimes easy to assume that your employee knows what it is you are asking for - however, that is not always the case. We have to remember; there is a reason you are in the management position. Noting that the employee might not think the way we do. Namely, just because s/he processes, information differently does not make them a bad employee. Instead, it means that instead of getting frustrated because they are not on the same page we have to take the time to ensure that there are clear expectations regarding the task at hand. This will allow you to focus on what is most important, the results!

What Jams Your Buttons?

We all have distinct personalities. Afterall, that is what makes us unique, no? Well, so do your employees. Where because we have our own unique personalities and there are some things will drive the living daylights out of us. That otherwise is a non-issue for others. That said, we cannot expect our employees to comply with our line of thought. Instead, it is best to balance our expectations. Being careful in the way we approach our employees. For example, if you see your employe completing a task - taking much longer than they should - it is best that we take the time to explain why it is we are asking them to do it a certain way. Knowing that is not about explaining it as “the right way,” but a more efficient way that will not only benefit the employee - as they have increased their productivity - but also the dealer.

The Know it All.

There is nothing - and I mean nothing - more frustrating than dealing with the “know it all,” but guess what? Sometimes that can be the mindset of the manager, too. Now imagine how the employee must feel if that is how you manage them? Especially if (as mentioned above) everything jams your buttons. One of the best ways to handle this sort of employee is to sit them down. Offering that while they believe that offering their “expert” opinion is both vital and necessary that there is a time and place to offer their ideas.

Think about it. The purpose is not to crush their “go-getter” energy. But rather harness and align that energy into something meaningful. For example, if they are an expert on social media then take the time to work with them - allowing them to assist others. This way their “know it all” effort is constructive and productive. As even other employees can find that mindset frustrating.

The Unmotivated And Disinterested. The Procrastinator. The One That Cannot Prioritize.

The sun could be shining, breeze in the air, showroom busy and they would still find something to complain about. You want to look them square in the face and say “really?” - However, we both know that approach will not work. Deep down inside, there is something that motivates this employee. Finding that source that motivates them is no easy feat. But when you do come across that source of motivation, it will peel back those unproductive layers! To find that motivational “source” you have to sit them down and have a conversation. The way in which you handle that conversation, however, can make or break that employee. Knowing that the goal is not to beat them over the head because your buttons are jammed. But rather, offer them support and encouragement in a meaningful way. Asking the hard question “what motivates you. For some, it is money, success - what is yours?”

If they cannot give you an answer and or are unwilling to make an effort to work with your team, then it becomes time to make the hard decision. That is whether or not to keep them on board. As you know that ill-productivity breeds ill-productivity.  You do not need them walking around playing You-Tube videos distracting your A-team as they are trying to make phone calls. But if you do not give them a chance - trying to work with them - figuring out what makes them want to work harder then shame on you.

The Negative Nancy. Everything is a disaster. Or a Primetime News Cycle. Shut. it. Down.

All they need is a microphone and a TV crew, and they would be the prime time news anchor. You know it is terrible - when as a manager - you purposefully avoid that employee when you come in. Or find every excuse known to man to avoid their presence. Where your eyes glaze over as they spill the beans on what you already knew giving the story a new edge and spin. One worthy of being on ENews. The problem with not dealing with the jammed button. Is that, well, they - the negative nancy - are stuck on their own channel. As a manager - whether you like it or not - have to deal with the situation. As you very well know that negativity can spread like wildfire. And while they might be a good person, the drama is not needed.

As far as handling this employee, there is a delicate balance that is needed. Given that they love negative attention. So pulling them into a “private” meeting gives them a means of creating a new storyline once they leave your office. Knowing full well that they will make their rounds making up a new saga, which was simply a meeting to shut it down. That said when you do speak with the negative Nancy be to the point and honest. Offering that certain conversations are not appropriate within the work-place. And if you hear they are discussing confidential or otherwise inappropriate information, they will be written up, suggesting that not everything needs to be shared. Where if they continue to bring in personal dramas be sure to offer them resources that are available within HR. Offering a solution. Or rather, a more appropriate outlet to discuss their dilemmas.

They can be a great person. It just takes a good manager to be able to differentiate an anomaly vs. everyday behavior. But as the manager, you have to make sure you handle it. Otherwise, they can wreak havoc on the morale of the company. All which can have detrimental consequences to your dealer's overall performance.

The workaholic. So Many Hours. Little Results. What Happened? The Company Martyr. They Do Everything. And According to Negative Nancy, Its a News Worthy Event.

Agh, the employee whose time card looks the like average front-end gross of a new vehicle. The company Martyr. The one who works 65 hours a week, but sells less vehicles than the sales consultant that works 40 hours (which is not limited to just the sale consultants. There are managers who are guilty of this too), thinking that the reason the other sales consultant is selling more vehicles must be because they were given all of the leads. When in all actuality, it is because the sales consultant - who works 40 hours a week - better manages their time. Knowing that just because you work longer hours does mean that they are better or more productive.

That said, as a manager, it is best to pull activity reports from the CRM. Noting how many calls each of them made, emails, texts, etc. Showing the Company Martyr that sales rep B actually made more phone calls, emails, and texts. If that does not wake up Sales rep A, then there are more issues than you thought. But the biggest thing to take away with this is that instead of getting frustrated with the employee lashing out at them. Figure out and understand why they want to spend so much extra time at the dealer? Encouraging them to find a healthy outlet to relieve their stress. This way, they are not only happier but they are more productive.  

So, How to make it All Happen?

So how to keep all of your buttons from jamming? Well, that depends on you - the manager - and how you work with your employees. Where if you ignore the elephant in the room or do not set clear guidelines and boundaries than you only have one person to blame. You. Management is not easy. If it were easy, we would all be managers, no? So before you lash out at an employee, it is best to figure out why they are acting or engaging in a behavior that is otherwise not conducive to the dealer. Taking the time to work with them. As the more effective you are in communicating with your employee the more likely they are going to work with you, bettering themselves. All of which can and will have a positive impact on the dealership.

Knowing how long it can take to make the sale and the sheer cost of acquiring the customer - it's surprising that more dealers do not take the time to incorporate a better sales to service hand-off. Where in many cases customers are either not informed at all about service or their sales consultant might have pointed to where service is located. Now imagine being the customer - who just purchased a vehicle - to be completely unaware of what services, programs, or value you can provide them? This costs the dealership potential customers. Customers that should be retained in service. And while many customers through osmosis will return to the dealer for their next service. Others will not. 

Here are some of the best ways to handle sales to service hand-off: 

Simply Sending an Additional Email Will Not Work 

Emails are great. Not so great, though when the sales consultant failed to introduce the customer to service. At the very least, they should be introducing them to the service manager.  Or better yet, an advisor, which will allow the customer to put a face to a name. All of which can increase the chances of their remembering who to work with. 

Pointing to the Service Lane.  They Are Closed, Anyways.

Regardless of what industry you are in pointing to a general vicinity is a major no, no. Even if service is closed for the day, it does not hurt to give the customer a quick tour. Allowing them to visualize where it is to bring their vehicle in for service. This also allows the chance to explain the service program. This can and will set your dealer apart as many dealers fail to explain the benefits of purchasing with them. Not even branding that in their marketing. 

Assigning An Advisor to a Customer 

One of the unique ways a dealer can offer a higher level of customer service is assigning them to an advisor. Wherein, that advice would be that customers main contact at the dealership. Allowing the customer to put a face to a name. As well as having an “advocate” in both sales and service. If the advisor knows his/her client base - as the rapport is built - then it fosters the ability to create more of that appointment culture. Where the customer will book their appointment on that advisors day at the store.  Imagine the customer remembering who it is they are working with versus working with someone new each and every time. In which case the advisor might not be aware of the MPI the previous advisor offered. Putting themselves in what could be an awkward position. 

At the end of the day, it is about the customer. Anything we can do offers the customer a better experience the better the service lane will do. That all starts, however, with the sales to service hand-off. That handoff, however, has to be apart of the process as well as managed. Otherwise, it is seen to be a suggestion rather than not an option. 

How Do You Handle the sales to Service Hand-off? Have you approached it unique, unconventional way?  

In a perfect world, all leads would be answered immediately, and the appointment would be booked . Soon to be a sale. However, the way we approach the response time can make all the difference regarding the most critical part. That is the end-result. If the sole focus on the time in which it takes to answer a lead than the quality of the response can and will go down. While response time is important. It is just as important to make sure that the quality of response is not jeopardized.

Here are some of the top ways to handle response time:

The 5-10 Minute Rule

Oddly, in sales, if it is busy, the rules/process usually goes out the window. Where it becomes a “just get it done” mode. Well, the same applies to answer leads. Wherein, if the expectations are - regardless of the day - that the leads have to be answered within 5-10 minutes than the quality of response goes down. Where more often than not the BDC Agent or Sales Consultant is not reading the lead - answering their questions - or taking the time to call, email and text the customer. Perhaps just sending a canned email to then forget about the customer as they continue to the next one.

This happens far more than you would think. Especially on Mondays. Given that leads most likely have not been answered since Saturday night before close.

Stopping the Clock

Stopping the clock - unless you are actually working on that lead - is a big mistake, which can easily let leads slip through the cracks. Wherein, many CRMS offer the ability for the BDC Agent or Sales Consultant to manually click the “phone,” icon and “Complete” a call. Stopping the clock for what could be 25 plus leads. To then try and work their way through answering them. All for the sake of answering the lead within 5 minutes.

As a result, as they are working through leads with no rhyme or reason as to order in which they are answering them they soon become interrupted. Whether that is an inbound phone call, chat sessions, or answering a text. Thus they tend to forget about 5-10 leads, which could easily have been a dealer website lead that wanted to schedule a test drive. Even a credit application.

That said, rather than simply stopping the clock it is best to prioritize the leads, which leads into:

Prioritize Leads For Response Quality

As mentioned above, stopping the clock can cost the dealership sales. Given that there are several unanswered leads on Monday mornings it is best to prioritize them all without stopping the clock. For example, look at the sources - i.e., Dealer Website, OEM, & Third Party, add a note (which does not stop the clock), and then start making the calls, emails, and texts.

There have been discussions as to whether or not you should send an email, and then loop back through to call or text. However, best practice when answering leads is to call, email, and text. This way you are not potentially missing out on answering a lead. And also making sure to prioritize and organize your morning.

Bottom Line: Stopping the clock to have a good response time is never good. And while it is good to have a decent response time, the quality of that response time is just as important. That having been said, the best way to handle this is to prioritize the leads when you get in. Answering them one at a time. Where if it takes 25 minutes to respond to a lead, but it is a quality response, then that is much better than a canned email or worse not sending anything at all!

Do You Stop the Clock? What is your true response time?

When is the last time you searched for your dealership in a search engine? If you cannot remember. Perhaps it is time to take a minute and search for your dealership. Making sure that the information that comes up is correct. Such as, but not limited too, phone numbers, dealer hours, contact information, and photos!

Here Are Some of the Top Things to Review When Managing Your Online Presence Starting With Vendor Accountability: 

Vendor Accountability

It is sure easy to point the blame at an outside vendor - for those with marketing companies - however, at the end of the day it is the dealer's responsibility to ensure that the information they have provided is correct. Wherein, if you give the marketing vendor the wrong contact information they can only go off of what you have given them.

To make sure they have the correct information, it is best practice to double check the information before providing it to them. Where you take an extra minute to make a phone call verifying the number. One of the best ways to handle this is to have one main point of contact that handles all correspondence with the vendor. Otherwise, when too many people are in contact - aka too many hands in the cookie jar - then it can lead to miscommunications.

Business Pages

While the dealer website may be updated with the correct information - it does not matter unless the business page, too, is corrected. As the customer - before clicking through to the site - will see the search results.

That said, it is best to review the hours, phone number, and information. Where in many cases there is not a distinct difference in the sales/service hours. Making it confusing for the customer as they are not sure as to when service or sales close. Where if they were to think - based on the hours - that service is open until 8 PM. To come in and find out that it is not open. That they closed at then, it most likely will not go to well.

Phone Numbers | Contact Information

Routing the phone call correctly is a crucial component in ensuring that the customer has the best experience. However, this can go south if the customer were to call the number (that is within the search results), to only get transferred to the wrong department. To then call back in and get hung-up on when the call was transferred. All of which takes away from the customer's experience. However, if the appropriate phone number were listed, then the call would have been routed correctly.

Bottom Line: there is always the saying “will this sell me more cars? If not, I am not interested,” which does have a direct correlation to making sure that the dealer information is correct. Despite it often being overlooked. That said, for those who have regular staff meetings. Take an extra minute to make sure that all information is correct. One of the best ways to accomplish this is by having the BDC - for those who have one - keep their eyes peeled on the website as they are viewing it every day. Allowing you to update/fix issues. All of which will offer the customer a better experience.

When is the last time you checked your hours? Do You Have a Single Point of Contact for Outside Vendors? 

There is nothing more frustrating - or so it seems - than to search something, get a result, but once you clicked through the page does not have anything to do with what it was you searched. It happens all the time. Where you exit out and go to the next page. That said, the same thing happens in the auto industry. 

Just this last week I searched “credit assistance for car purchase,” and while several dealer websites popped up, there were many whose websites - when clicking through - offered no relative content on their landing page as to what the process was regarding the “credit approval” program. This can cause the customer to exit without completing the credit application. 

Here Are Some of the Top Things to Consider When Optimizing the Landing Page 

Relevant Content 

As a customer, when you click on a link, you expect the page to provide the answer you are looking for when clicking through to the page. If the page does not have that information available you then most likely exit moving onto the next page. And while that is not to say that the website did not have the information the customer is not always going to spend their time roaming the site trying to find the information. 

For Example: if the search is “credit approval for bad credit,” and the landing page says nothing about “credit acceptance” than the customer might feel as if you are unable to help them. Even though in the finance section of the website you have a landing page that explains the “credit acceptance.”

Landing Pages 

The right landing page can be pivotal in increasing conversion. Where if the customer can find the information s/he is looking for then they will most likely convert. One of the ways to accomplish this is by having strong Call to Actions. Explaining to the customer what the steps are. Even offering them a testimonial video on how your dealer works with bad credit!  

Message After Conversion 

Once you get the customer to complete the pre-approval, where does it go? Does the BDC Agent (or sales consultant) know that it is a “credit challenged” lead? If not, it can cause for confusion and frustration on the customer end. As s/he are expecting to discuss the options they have, which while you always offer the same level of customer service to each customer. The way in which you approach the customer service varies. All the more reason to ensure that the team is aware of the lead source; as you might not want to approach this customer with “thanks for submitting your credit application! We have excellent deals this month including 0% APR! What time works best for you to come in?”

Bottom Line: There is more to the campaign process and strategy than of what meets the eye. Where having the AdWords targeted correctly is only one step to the overall process. And to “convert” that traffic, the content on the landing page has to be relevant to what it is the customer is searching - If it is not then they will most likely exit without converting. 

The other thing to consider (as mentioned above) is ensuring the team is aware - whoever is answering the leads - of the source in which the lead came from so that they handle it correctly. Otherwise, that could hurt the chances of selling the customer! 

Dealers spend hours planning marketing campaigns and coupons months (even business quarters) ahead of when they will be released. With the hopes that there will be surges in traffic all of which adds to the bottom line. One thing though that I offer we have yet to approach is the harsh reality that the customer is no longer waiting for an email sent to them or (even worse) a mailer with coupons to make a purchase. 

Instead, the customer is searching Google (and other search engines) when it comes time to service their vehicle or make additional purchases. One of the searches is "Oil Change Coupon," and to my surprise when I searched that within my zip code 0 dealerships populated within the search results on the first couple of pages. 

What did populate was Groupon (one of the largest coupon generators around), and guess who offered the top downloaded coupon for an oil change with over 5k+ positive reviews? Not a dealer. It was a big box store. That said, it was an eye-opener as the customer - while it might seem like a novel idea - is not waiting for the 4th of July to get the 17.76 oil change. Nor are they going to wait for the $20.18 oil change offer. They are going to search Google when it comes time to get their oil changed (or whatever another browser they use), and whoever comes up with the best coupon and reviews will earn their business. 

This is not to say that there are not those customers (the best ones) that will continue to do their business with the dealer. But what it does offer is that we have to change the way we approach coupons. And if we want to be on the cutting edge capturing more business (that makes sense) than we have to ensure our specials are visible when being searched. 

One of the other biggest takeaways from this search experience was that when we focus on the “smaller” picture by offering an oil change that is “seasonally” referenced, then we cannot expect to see a sizeable marginal increase. As we are only targeting a small group of customers versus offering continued, successful, coupons that are visible in the search engine. 

Lastly, the coupon available for the oil change with over 5k+ downloads was not even cheaper than most dealers. In fact, it was $15+ more, which goes to show that a customer (in some cases not all) honestly does not go to the 5th, 6th, or 7th search results page. Instead, they see a coupon in the search results, and click on it! If it has good reviews and it makes sense, they’ll use it. 

Bottom Line: First and foremost, if you want to build and or increase business with coupons, which is the point other than internal OEM retention campaigns than we have to start thinking globally ensuring that the offer can also work as a conquest program. Not to mention, it is essential, too, that the coupon is visible on the dealer website along with good content for the customer to easily be able to book the appointment! All without having to give the oil change away! 

So do yourself a favor and Google “Cheap Oil Change” or "Oil Change Coupon," and see what comes up. And this is not to say that you will get hundreds more oil change opportunities, but what it does offer is the ability to build the business because you are in front of more people. Think about it, too - most customers do not think about taking their vehicle to a dealer for an oil change. Unless of course, the sales consultant builds that rapport with the customer during the sales to service handoff, which is a whole other conversation! 

Do you put coupons on Groupon? If so, have you see success with it? Are Your Coupons Visible to New Customers?