Each month, dealers spend thousands of dollars on marketing trying to drive traffic into their service departments. To a dealer, it is a beautiful thing when they see cars lined up in their service drive and hear the phones ringing at the service advisor stations. As a dealer, what more could you ask for?

Well here is what you are going to get…

If the lane is full and your advisors are busy helping those customers who drove their vehicle in or had an appointment, who is answering the phones and helping those customers who are calling in to set an appointment or ask questions?

Realistically, your “drive in” customers, who are ready to spend money, are not going to appreciate or tolerate waiting on your service advisors who are answering phone calls. Your “call in” customers, who are trying to spend money, are not going to appreciate or tolerate being put on hold. You now have a dilemma in your service department that must be addressed. 

Recently, during a conversation with David Vallone, an industry expert in Fixed Operations, it became apparent that this problem occurs on a regular basis in most dealerships and cannot be left unchecked. In essence, David explained that when service advisors are trying to work with “drive in” customers and answer phone calls during peak times, frustration sets in from all sides of the equation because of the chaos caused by all the activity in the drive.  He stated that once the phone starts ringing constantly with everyone busy with customers…it now becomes “the Angry Phone!”

Not only does the Angry Phone just keep ringing, the people who are calling are getting angry because their calls are not answered, directed to a voice mail, or placed on hold. If the advisor answers the call, the “drive in” customer gets angry because they are standing there confused as to why their visit to the dealership is less important than someone calling in. Even the advisor is getting angry because they are frustrated with the process and that has no chance of being right.

So…what is the solution to the Angry Phone problem? Implement a Virtual BDC live answer telephony “Backstop” system that is designed to answer the calls and make service appointments that your staff is unable to handle because they are busy or the call comes in after hours. The VBDC Backstop system can even handle your inbound calls after “x” number of rings not answered to ensure that your customers do not have to wait long.  This means that all calls are answered and no opportunities lost.

Please remember that profitable and long-term customer relationships are a by-product of timely and effective customer interactions that ultimately result in positive customer experiences. So eliminate the negative consequences of “the Angry Phone.”

~ Gary Mitchell

Director, Telephony & Virtual BDC Products, DMEautomotive

Bio:

Gary has 25 years of experience in providing franchised auto dealers with marketing and technology solutions designed to increase revenue and overall profitability. Gary has held national positions with ADP Dealer Services, LML Technologies, and DMEautomotive. He is currently responsible for researching and designing new products and marketing campaigns based on industry trends and specific dealership needs. He directly interfaces with Development and Product Management to monitor market needs and requirements, taking into account emerging technologies, competitor products / services, industry trends, and regulatory / compliance changes for both OEM and regulatory bodies.

LinkedIn Profile: http://www.linkedin.com/in/garymitchellauto

This blog has been republished from its original location at DMEautomotive’s blog

*Photo source: iStock.com

Each month, dealers spend thousands of dollars on marketing trying to drive traffic into their service departments. To a dealer, it is a beautiful thing when they see cars lined up in their service drive and hear the phones ringing at the service advisor stations. As a dealer, what more could you ask for?

Well here is what you are going to get…

If the lane is full and your advisors are busy helping those customers who drove their vehicle in or had an appointment, who is answering the phones and helping those customers who are calling in to set an appointment or ask questions?

Realistically, your “drive in” customers, who are ready to spend money, are not going to appreciate or tolerate waiting on your service advisors who are answering phone calls. Your “call in” customers, who are trying to spend money, are not going to appreciate or tolerate being put on hold. You now have a dilemma in your service department that must be addressed. 

Recently, during a conversation with David Vallone, an industry expert in Fixed Operations, it became apparent that this problem occurs on a regular basis in most dealerships and cannot be left unchecked. In essence, David explained that when service advisors are trying to work with “drive in” customers and answer phone calls during peak times, frustration sets in from all sides of the equation because of the chaos caused by all the activity in the drive.  He stated that once the phone starts ringing constantly with everyone busy with customers…it now becomes “the Angry Phone!”

Not only does the Angry Phone just keep ringing, the people who are calling are getting angry because their calls are not answered, directed to a voice mail, or placed on hold. If the advisor answers the call, the “drive in” customer gets angry because they are standing there confused as to why their visit to the dealership is less important than someone calling in. Even the advisor is getting angry because they are frustrated with the process and that has no chance of being right.

So…what is the solution to the Angry Phone problem? Implement a Virtual BDC live answer telephony “Backstop” system that is designed to answer the calls and make service appointments that your staff is unable to handle because they are busy or the call comes in after hours. The VBDC Backstop system can even handle your inbound calls after “x” number of rings not answered to ensure that your customers do not have to wait long.  This means that all calls are answered and no opportunities lost.

Please remember that profitable and long-term customer relationships are a by-product of timely and effective customer interactions that ultimately result in positive customer experiences. So eliminate the negative consequences of “the Angry Phone.”

~ Gary Mitchell

Director, Telephony & Virtual BDC Products, DMEautomotive

Bio:

Gary has 25 years of experience in providing franchised auto dealers with marketing and technology solutions designed to increase revenue and overall profitability. Gary has held national positions with ADP Dealer Services, LML Technologies, and DMEautomotive. He is currently responsible for researching and designing new products and marketing campaigns based on industry trends and specific dealership needs. He directly interfaces with Development and Product Management to monitor market needs and requirements, taking into account emerging technologies, competitor products / services, industry trends, and regulatory / compliance changes for both OEM and regulatory bodies.

LinkedIn Profile: http://www.linkedin.com/in/garymitchellauto

This blog has been republished from its original location at DMEautomotive’s blog

*Photo source: iStock.com

Showroom traffic control is a vital aspect of successfully operating a car dealership and depends heavily on a dealerships sales process.  Dealers spend thousands of dollars every month to get people to come into the store.   Therefore, it’s critical for dealers to have an effective sales process in place.  I am sure you’re thinking that you have a fairly effective process in place already…but, in today’s challenging economic times, there may be more you could be doing. I’ll provide you with 3 important rules to follow to increase sales and gross profits by establishing processes for showroom control.

Rule #1: Understand the customer’s vehicle needs and financial situation up front…to decrease the number of “pencils” and increase your bottom line.

In most stores, salespeople greet a customer with “How can I help you? What are you interested in?” and hopefully strongly urges them to take a test drive.  (Always require prospects to take a test drive.  If they don’t they are emotionally connected to the vehicle they test drove at your competitor and financially connected to your store). The salesperson does his /her own pencil then starts going back and forth between the desk and the customer to communicate the customer’s concerns and the dealer’s desire to make a buck and move some metal.   As the number of “pencils” increase, the gross profit decreases, and moving from one vehicle to another has the exact same negative effect on the bottom line. 

Why does it take 3 or 4 “pencils” to get a deal done?   It’s part of the sales process:  it’s likely the salesperson didn’t understand the customer’s vehicle needs or they didn’t understand the customer’s financial situation before they landed on the vehicle. 

Solution: Most  Salespeople usually don’t ask the right questions, such as,  “Why are you looking at this particular vehicle?  Have you been shopping?   What other vehicles have you looked at? Did you make an offer?  Why didn’t you buy?” It’s the “art of a sale”.  Salespeople have to have a natural ability to converse with people.  We can’t start peppering the prospect with “Why? Why?  Why?”  But you can’t grab the keys to a vehicle without knowing something about the customer and their interests.   It’s important to understand the opportunity in front of you before you take action.

Rule #2: Get a manager involved in the process UP FRONT!

After all of that, typically your staff will then get a manager involved in the transaction to “save the deal”!  The salesperson’s mentality is typically, “Help me! They’re going to walk!  We’re WAY OFF on monthly payments, what do I do?”  Guess what?  It’s too late!  The manager really doesn’t stand a chance.  Your sales process got him involved at the absolute worst time.  It’s like asking him to get on a bucking bronco after the gate has opened.   THINK ABOUT IT!  Your managers are your best “closers” and you’re not even getting him in the game until it’s too late.

I know what you’re thinking…I thought it too…”We don’t have time to do that.  We cut back our staff.   We’re running with only 2 managers etc.”  I thought the exact same thing until I learned how it was done and watched others try it.  When you get your best closers involved up front you reduce the number of pencils and the number of times you move from one vehicle to another and the time it takes to make a deal.   Because you already have a better understanding of your customer’s vehicle and financial needs, you will increase your gross profits.

Rule #3: Carefully manage your customer’s perception of the situation

One of the best practices I learned in my 15+ years was from a GM in a large store that insisted on greeting every customer before they took a test drive.  He introduced himself as the GM and he was “the man”… the best person in his store…and he would make sure the prospect drove home in the best vehicle for their needs at the best price in their market.  I asked, “How can you work every deal?”  He told me he didn’t work any deals.  Every salesperson told their prospect that they needed to go to the GM to make sure they got the BEST DEAL IN TOWN.  The salesperson spent 2 minutes in the GM’s office and then went back to the customer and worked the deal.  The customer control they established by getting managers involved up front in the process gives the customers the perception the dealer wants them to have.  Customer perception is a HUGE factor in gross profit.  If a customer’s perception is that he got ripped off, they will tell every person they know about “their terrible experience” at your dealership.  You’ll NEVER get a chance to sell him or anyone they know another vehicle.  The guy you made $3,800 on whose perception is that the “THE MAN” worked his deal.  He’ll tell everyone he knows about the “outstanding experience” he had at your dealership.  

In summary, by understanding your customer’s situation, getting your best people involved in the transaction up front, and managing your customer’s perception you will optimize your sales process, increase your gross profits and give your customers the perception and the vehicle you want them to drive away with.

~ Steve Dozier, Sales Director @ DMEautomotive

Bio:
Steve Dozier brings 15 years of experience in the automotive industry to DMEautomotive. Before joining Full Circle Solution and DMEautomotive, he held upper level management positions in the retail industry. Steve also owned a consulting company that specialized in CRM and direct mail, which brought in $2 Million in Sales for approximately 5 years. While serving as a consultant Steve was consistently recruited by the top 3 CRM firms of that time.  Since starting with DMEautomotive Steve has held a managerial position overseeing the Dealer-to-Dealer team. He is responsible for the entire telephony sales department.  Steve is married with two children and enjoys scuba diving and boating in his free time.

LinkedIn: http://www.linkedin.com/pub/steve-dozier/10/903/623

Showroom traffic control is a vital aspect of successfully operating a car dealership and depends heavily on a dealerships sales process.  Dealers spend thousands of dollars every month to get people to come into the store.   Therefore, it’s critical for dealers to have an effective sales process in place.  I am sure you’re thinking that you have a fairly effective process in place already…but, in today’s challenging economic times, there may be more you could be doing. I’ll provide you with 3 important rules to follow to increase sales and gross profits by establishing processes for showroom control.

Rule #1: Understand the customer’s vehicle needs and financial situation up front…to decrease the number of “pencils” and increase your bottom line.

In most stores, salespeople greet a customer with “How can I help you? What are you interested in?” and hopefully strongly urges them to take a test drive.  (Always require prospects to take a test drive.  If they don’t they are emotionally connected to the vehicle they test drove at your competitor and financially connected to your store). The salesperson does his /her own pencil then starts going back and forth between the desk and the customer to communicate the customer’s concerns and the dealer’s desire to make a buck and move some metal.   As the number of “pencils” increase, the gross profit decreases, and moving from one vehicle to another has the exact same negative effect on the bottom line. 

Why does it take 3 or 4 “pencils” to get a deal done?   It’s part of the sales process:  it’s likely the salesperson didn’t understand the customer’s vehicle needs or they didn’t understand the customer’s financial situation before they landed on the vehicle. 

Solution: Most  Salespeople usually don’t ask the right questions, such as,  “Why are you looking at this particular vehicle?  Have you been shopping?   What other vehicles have you looked at? Did you make an offer?  Why didn’t you buy?” It’s the “art of a sale”.  Salespeople have to have a natural ability to converse with people.  We can’t start peppering the prospect with “Why? Why?  Why?”  But you can’t grab the keys to a vehicle without knowing something about the customer and their interests.   It’s important to understand the opportunity in front of you before you take action.

Rule #2: Get a manager involved in the process UP FRONT!

After all of that, typically your staff will then get a manager involved in the transaction to “save the deal”!  The salesperson’s mentality is typically, “Help me! They’re going to walk!  We’re WAY OFF on monthly payments, what do I do?”  Guess what?  It’s too late!  The manager really doesn’t stand a chance.  Your sales process got him involved at the absolute worst time.  It’s like asking him to get on a bucking bronco after the gate has opened.   THINK ABOUT IT!  Your managers are your best “closers” and you’re not even getting him in the game until it’s too late.

I know what you’re thinking…I thought it too…”We don’t have time to do that.  We cut back our staff.   We’re running with only 2 managers etc.”  I thought the exact same thing until I learned how it was done and watched others try it.  When you get your best closers involved up front you reduce the number of pencils and the number of times you move from one vehicle to another and the time it takes to make a deal.   Because you already have a better understanding of your customer’s vehicle and financial needs, you will increase your gross profits.

Rule #3: Carefully manage your customer’s perception of the situation

One of the best practices I learned in my 15+ years was from a GM in a large store that insisted on greeting every customer before they took a test drive.  He introduced himself as the GM and he was “the man”… the best person in his store…and he would make sure the prospect drove home in the best vehicle for their needs at the best price in their market.  I asked, “How can you work every deal?”  He told me he didn’t work any deals.  Every salesperson told their prospect that they needed to go to the GM to make sure they got the BEST DEAL IN TOWN.  The salesperson spent 2 minutes in the GM’s office and then went back to the customer and worked the deal.  The customer control they established by getting managers involved up front in the process gives the customers the perception the dealer wants them to have.  Customer perception is a HUGE factor in gross profit.  If a customer’s perception is that he got ripped off, they will tell every person they know about “their terrible experience” at your dealership.  You’ll NEVER get a chance to sell him or anyone they know another vehicle.  The guy you made $3,800 on whose perception is that the “THE MAN” worked his deal.  He’ll tell everyone he knows about the “outstanding experience” he had at your dealership.  

In summary, by understanding your customer’s situation, getting your best people involved in the transaction up front, and managing your customer’s perception you will optimize your sales process, increase your gross profits and give your customers the perception and the vehicle you want them to drive away with.

~ Steve Dozier, Sales Director @ DMEautomotive

Bio:
Steve Dozier brings 15 years of experience in the automotive industry to DMEautomotive. Before joining Full Circle Solution and DMEautomotive, he held upper level management positions in the retail industry. Steve also owned a consulting company that specialized in CRM and direct mail, which brought in $2 Million in Sales for approximately 5 years. While serving as a consultant Steve was consistently recruited by the top 3 CRM firms of that time.  Since starting with DMEautomotive Steve has held a managerial position overseeing the Dealer-to-Dealer team. He is responsible for the entire telephony sales department.  Steve is married with two children and enjoys scuba diving and boating in his free time.

LinkedIn: http://www.linkedin.com/pub/steve-dozier/10/903/623

Opportunities Lost…but then Found!
Finding Service Revenue Opportunities at Your Dealership

Each day, during the service write-up and diagnostic process, service advisors and technicians frequently discover potential service revenue opportunities; otherwise known as “problems” to the car owner.  In most cases, they present their findings to the vehicle owner with the hope of “up-selling” additional service lines. Most of the time the vehicle owner declines the proposed services for one of two reasons or both: time and/or money.  The customer then leaves the building and the potential revenue is technically lost.  How much is lost?  Let’s play with some numbers.

Most service directors will say that up to 40% of all repair orders have at least one declined service opportunity listed. If your shop handles 75 repairs order per day then you will have up to 30 declined service opportunities each day or 780 per month (26 days).  Basically, your Service Department has missed out on 780 potential revenue opportunities in just one month

Now…let’s look at the financial implications of lost service revenue opportunities. Suppose that the customer pay and parts revenue attached to each declined service opportunity equals $150.  Using the numbers from above, 780 declined service opportunities missed per month equates to a potential loss of  $117,000 of additional revenue ($150 x 780) or $67,860 in Gross Profit ($117,000 x 58% GP)

So we assume that 780 declined service opportunities leave because they do not have the time and/or money to have the services performed. Does this mean that they will not have the needed service completed at some other time?  No…it could mean that the decision has just been delayed.

Theoretically, the money is not lost, but in a holding pattern. The key to “finding the money” is to proactively contact the declined service customers to remind them of the importance of having these services performed and to offer an incentive (i.e. 10% off, etc.) to return to the dealership.

Studies show that with an effective and automatic follow-up declined services process using multiple channels of communication; the average dealer will have a 13.5% response rate with an average RO value of $331.  Again, using the numbers above, 780 declined service opportunities per month at 13.5% response rate equated to 105 RO’s at $331.  By utilizing an automatic follow-up process and being proactive with the service opportunities you originally perceived to be lost, you just found $34,854 in revenue each month.

Not only have you found the lost money, but also proactively re-engaged that customer into your service department.  A “Win-Win” for everyone!

~ Gary Mitchell
Director, Telephony & Virtual BDC Products, DMEautomotive

Bio: 
Gary has 25 years of experience in providing franchised auto dealers with marketing and technology solutions designed to increase revenue and overall profitability. Gary has held national positions with ADP Dealer Services, LML Technologies, and DMEautomotive. He is currently responsible for researching and designing new products and marketing campaigns based on industry trends and specific dealership needs. He directly interfaces with Development and Product Management to monitor market needs and requirements, taking into account emerging technologies, competitor products / services, industry trends, and regulatory / compliance changes for both OEM and regulatory bodies.  LinkedIn Profile:  http://www.linkedin.com/in/garymitchellauto 

Original post is located at http://www.automotivedirectmarketing.blogspot.com

Opportunities Lost…but then Found!
Finding Service Revenue Opportunities at Your Dealership

Each day, during the service write-up and diagnostic process, service advisors and technicians frequently discover potential service revenue opportunities; otherwise known as “problems” to the car owner.  In most cases, they present their findings to the vehicle owner with the hope of “up-selling” additional service lines. Most of the time the vehicle owner declines the proposed services for one of two reasons or both: time and/or money.  The customer then leaves the building and the potential revenue is technically lost.  How much is lost?  Let’s play with some numbers.

Most service directors will say that up to 40% of all repair orders have at least one declined service opportunity listed. If your shop handles 75 repairs order per day then you will have up to 30 declined service opportunities each day or 780 per month (26 days).  Basically, your Service Department has missed out on 780 potential revenue opportunities in just one month

Now…let’s look at the financial implications of lost service revenue opportunities. Suppose that the customer pay and parts revenue attached to each declined service opportunity equals $150.  Using the numbers from above, 780 declined service opportunities missed per month equates to a potential loss of  $117,000 of additional revenue ($150 x 780) or $67,860 in Gross Profit ($117,000 x 58% GP)

So we assume that 780 declined service opportunities leave because they do not have the time and/or money to have the services performed. Does this mean that they will not have the needed service completed at some other time?  No…it could mean that the decision has just been delayed.

Theoretically, the money is not lost, but in a holding pattern. The key to “finding the money” is to proactively contact the declined service customers to remind them of the importance of having these services performed and to offer an incentive (i.e. 10% off, etc.) to return to the dealership.

Studies show that with an effective and automatic follow-up declined services process using multiple channels of communication; the average dealer will have a 13.5% response rate with an average RO value of $331.  Again, using the numbers above, 780 declined service opportunities per month at 13.5% response rate equated to 105 RO’s at $331.  By utilizing an automatic follow-up process and being proactive with the service opportunities you originally perceived to be lost, you just found $34,854 in revenue each month.

Not only have you found the lost money, but also proactively re-engaged that customer into your service department.  A “Win-Win” for everyone!

~ Gary Mitchell
Director, Telephony & Virtual BDC Products, DMEautomotive

Bio: 
Gary has 25 years of experience in providing franchised auto dealers with marketing and technology solutions designed to increase revenue and overall profitability. Gary has held national positions with ADP Dealer Services, LML Technologies, and DMEautomotive. He is currently responsible for researching and designing new products and marketing campaigns based on industry trends and specific dealership needs. He directly interfaces with Development and Product Management to monitor market needs and requirements, taking into account emerging technologies, competitor products / services, industry trends, and regulatory / compliance changes for both OEM and regulatory bodies.  LinkedIn Profile:  http://www.linkedin.com/in/garymitchellauto 

Original post is located at http://www.automotivedirectmarketing.blogspot.com

Historically, it was difficult for dealers to stay in touch with their customers throughout their lifecycle.  However, with all the communication channels available today, the consuming task of communicating appropriately with your dealership’s active customers is a much more palatable task. 

Do you want to keep your customers thinking of you first? Or do you fear that your competitors are treating your customers like they are their customers?  In order to lead your current customers down the preferred customer path there are two important timeframes and several related topics to keep them thinking they’re your customers. 
 
New Vehicle / Next Vehicle Purchase Timeframe

Your dealership’s Sales Department should communicate with your customers as if their interaction were a date or an event with a close friend.  If you attended a social event with a friend or attended a party at their home, normal etiquette would be to send a “Thank You Note” afterward.  The same would be true following the sale of a car.   Every salesperson would admit that the purchase experience is time-consuming and demanding on all parties involved.  Therefore, knowing the importance of and effort during a car purchase, it is a good practice to send the buyer a note expressing your dealership’s appreciation of their business.  Just as I am sure you would appreciate a “thank you note” from a friend after all the effort and time you put forth hosting a party.

Who doesn’t love to receive a birthday card?  Okay, so maybe the reminder of the fact I’m aging isn’t exactly fun…but it’s nice to know someone is thinking of me on my special day.  Well, car dealers should use this personal event as reason to communicate with their customers by sending birthday cards. 

What about a “Purchase Anniversary Card”?  Your customers need…and should… be reminded of how much you appreciate them as a customer.   On the anniversary of when the car was purchased, it is an opportune time for your dealership to send a card that not only expresses your gratitude, but also includes a special offer or discount to drive them back to your store.

What if you had a way to save a friend some money?  Toward the end of the customer journey, your dealership should communicate “Current Specials” to entice your “friend”, the customer, to purchase their next vehicle from your store.   Since they have purchased from you once before, you’ve maintained contact with them throughout the life of their vehicle and now they need a new vehicle, it is an ideal time for you to remind them of your relationship and extend an offer that saves them money.

Current / Past Service Timeframe

The communications from the Service Department should work concurrently with those sent by the Sales Department.  A “Welcome Note” to your customer, greeting them as a member of the Service Family is a nice touch.  We all want to feel welcome and like we’re part of a family, don’t we?! 

A friendly “Reminder for Minor or Major Services” are in order to distinguish your Service Department and its services.  The same would be true for notifying your customers of their Warranty and Extended Warranty service.  Reminders sent at the appropriate time can create an action by a consumer.  Consumers always want their vehicles to run like they’re new and, if reasonably serviced and maintained, they can.  Make it simple for the customer to see the basics not as extreme, but essential to the good maintenance of their vehicle.  When a customer sees simple value they will react on a consistent basis.  Make sure you think through the offer you are making to that particular customer.  Your customer wants to feel special; make them feel very special.

Consistent Message

Though you want to ensure that the current message sticks out from what you have sent previously, you want your marketing pieces to have a consistent feel and look that the customer recognizes and remembers.  It’s a fine line but essentially you want your messages to make an impact on the customers while making it easily recognizable that it is from you…someone they know, trust and have a relationship with already.  Always use something that they will remember you for.  Always ask yourself: What will your customer think of when they think of you?

Digital Media

In today’s rapidly evolving digital world dealers should remember to take advantage of all the different communication tools available.  A multi-channel approach, which entails utilizing email, text, telephony and social media to spread your marketing message, is the best way to continually touch consumers.
 
Do You Want It?

Last, but certainly not least, when considering your customer communications, maintain a simple philosophy:  If you would not want to receive the message, do not send it.  Be proud of what you send to your customers.  Keep your messages simple, truthful, personalized and make sure they have value to that particular customer.  If you want it, your customer probably does as well.  Stay friendly.  Your customers want to be part of an organization that wants them to be a part of their organization… and chances are, they’ll think of you first.

~ Paul Ryan, Sales Manager of Mail Team @ DMEautomotive

Bio:

Paul Ryan brings over 20 years of experience in sales, sales management, marketing, negotiation, leadership and client services. He joined DMEautomotive in February of 2008, as a Regional Territory Manager. With proven success as an inside sales representative selling the FullCircle Solutions’ Bullseye program, he was recognized frequently as Sales Person of the Month and received the highest honor of Sales Person of the Year for 2008. In August of 2009 Paul assumed his current position of Sales Manager, Mail Team. He is responsible for overseeing the entire Mail Division and manages a team of sales representatives.

Paul graduated with a B.S. In Business Administration from Iowa State University.

LinkedIn: http://www.linkedin.com/pub/paul-ryan/7/726/b35

Historically, it was difficult for dealers to stay in touch with their customers throughout their lifecycle.  However, with all the communication channels available today, the consuming task of communicating appropriately with your dealership’s active customers is a much more palatable task. 

Do you want to keep your customers thinking of you first? Or do you fear that your competitors are treating your customers like they are their customers?  In order to lead your current customers down the preferred customer path there are two important timeframes and several related topics to keep them thinking they’re your customers. 
 
New Vehicle / Next Vehicle Purchase Timeframe

Your dealership’s Sales Department should communicate with your customers as if their interaction were a date or an event with a close friend.  If you attended a social event with a friend or attended a party at their home, normal etiquette would be to send a “Thank You Note” afterward.  The same would be true following the sale of a car.   Every salesperson would admit that the purchase experience is time-consuming and demanding on all parties involved.  Therefore, knowing the importance of and effort during a car purchase, it is a good practice to send the buyer a note expressing your dealership’s appreciation of their business.  Just as I am sure you would appreciate a “thank you note” from a friend after all the effort and time you put forth hosting a party.

Who doesn’t love to receive a birthday card?  Okay, so maybe the reminder of the fact I’m aging isn’t exactly fun…but it’s nice to know someone is thinking of me on my special day.  Well, car dealers should use this personal event as reason to communicate with their customers by sending birthday cards. 

What about a “Purchase Anniversary Card”?  Your customers need…and should… be reminded of how much you appreciate them as a customer.   On the anniversary of when the car was purchased, it is an opportune time for your dealership to send a card that not only expresses your gratitude, but also includes a special offer or discount to drive them back to your store.

What if you had a way to save a friend some money?  Toward the end of the customer journey, your dealership should communicate “Current Specials” to entice your “friend”, the customer, to purchase their next vehicle from your store.   Since they have purchased from you once before, you’ve maintained contact with them throughout the life of their vehicle and now they need a new vehicle, it is an ideal time for you to remind them of your relationship and extend an offer that saves them money.

Current / Past Service Timeframe

The communications from the Service Department should work concurrently with those sent by the Sales Department.  A “Welcome Note” to your customer, greeting them as a member of the Service Family is a nice touch.  We all want to feel welcome and like we’re part of a family, don’t we?! 

A friendly “Reminder for Minor or Major Services” are in order to distinguish your Service Department and its services.  The same would be true for notifying your customers of their Warranty and Extended Warranty service.  Reminders sent at the appropriate time can create an action by a consumer.  Consumers always want their vehicles to run like they’re new and, if reasonably serviced and maintained, they can.  Make it simple for the customer to see the basics not as extreme, but essential to the good maintenance of their vehicle.  When a customer sees simple value they will react on a consistent basis.  Make sure you think through the offer you are making to that particular customer.  Your customer wants to feel special; make them feel very special.

Consistent Message

Though you want to ensure that the current message sticks out from what you have sent previously, you want your marketing pieces to have a consistent feel and look that the customer recognizes and remembers.  It’s a fine line but essentially you want your messages to make an impact on the customers while making it easily recognizable that it is from you…someone they know, trust and have a relationship with already.  Always use something that they will remember you for.  Always ask yourself: What will your customer think of when they think of you?

Digital Media

In today’s rapidly evolving digital world dealers should remember to take advantage of all the different communication tools available.  A multi-channel approach, which entails utilizing email, text, telephony and social media to spread your marketing message, is the best way to continually touch consumers.
 
Do You Want It?

Last, but certainly not least, when considering your customer communications, maintain a simple philosophy:  If you would not want to receive the message, do not send it.  Be proud of what you send to your customers.  Keep your messages simple, truthful, personalized and make sure they have value to that particular customer.  If you want it, your customer probably does as well.  Stay friendly.  Your customers want to be part of an organization that wants them to be a part of their organization… and chances are, they’ll think of you first.

~ Paul Ryan, Sales Manager of Mail Team @ DMEautomotive

Bio:

Paul Ryan brings over 20 years of experience in sales, sales management, marketing, negotiation, leadership and client services. He joined DMEautomotive in February of 2008, as a Regional Territory Manager. With proven success as an inside sales representative selling the FullCircle Solutions’ Bullseye program, he was recognized frequently as Sales Person of the Month and received the highest honor of Sales Person of the Year for 2008. In August of 2009 Paul assumed his current position of Sales Manager, Mail Team. He is responsible for overseeing the entire Mail Division and manages a team of sales representatives.

Paul graduated with a B.S. In Business Administration from Iowa State University.

LinkedIn: http://www.linkedin.com/pub/paul-ryan/7/726/b35