In response to continuing business growth, the ongoing focus on customer service and breakneck pace of technology implementation, IM@CS is pleased to announce the arrival of Mr. Radogna

FOR IMMEDIATE RELEASE
Torrance, California, United States of America (Free-Press-Release.com) July 13, 2011 -- Interactive Marketing and Consulting Services (IM@CS), a Los Angeles-based automotive consulting company, has announced the addition of Jim Radogna to their consulting team. Mr. Radogna brings many years of experience that will allow IM@CS' business management consulting to continue to lead the industry in eCommerce, process management, marketing and social media practices.
 

"I am excited to announce that Jim Radogna has joined the team at IM@CS and anticipate great things for our clients and the company," stated Gary May, President and Founder. "Jim is one of those individuals that not only brings a wealth of experience and insight, his participation with dealers and the industry makes all of us better. We have found over time that we share a lot of the same perspective and opinions on how to move the industry forward. It's a great match and we're excited for everything that will come from his being at IM@CS."
 

Before founding Dealer Compliance Consultants, Jim developed a strong background in dealership operations, having spent over 15 years in dealership management. His experience includes working in diversified roles such as sales manager, F&I director, general manager, and training director. In addition, he served as compliance officer for a large auto group, where he developed and integrated a comprehensive compliance program. Being well-versed in all aspects of dealership operations, Jim has used his knowledge and industry experience to develop unique, no-nonsense compliance and reputation management solutions for automobile dealerships of all sizes. These programs are designed to not only protect dealerships from liability, but also greatly enhance the company’s reputation, increase profitability through consistent processes, and increase customer satisfaction and retention. Jim is a frequent speaker and contributor to several industry publications, such as Dealer Magazine, AutoSuccess and F&I Magazine.
 

"I'm very excited to be working with Gary and the IM@CS team. This is a great fit. Gary and I share a passion for extraordinary customer service and value. Having spent years in dealership management, then as a consultant, I recognize the importance of great vendor relationships. Gary and his team certainly provide that level of excellence.to their dealer partners. As IM@CS continues to grow, my goal is to assist in providing clients with the best possible value and service. In addition, my background will help to ensure that IM@CS clients' interests are protected with compliant online advertising, social media policies, and reputation management best-practices".

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About IM@CS: A full-service online branding/marketing, sales coaching and process consulting firm, has offered best practices in online media, Web 2.0, interactive content and targeted marketing since 2007. Clients include leading edge dealerships, automotive manufacturers, portals and service providers. IM@CS also serves other large consumer-facing businesses including real estate, specialty markets and unique/high-end services.

Being involved in helping build awareness via social networks for dealers over the past three plus years, there has been a lot to see. And wonder about. From using APIs, feeds, republishing other content without attribution, ghost writing, "social" content farms, 50 plus network claims and more, it's a real "Wild Wild West" in what can loosely be called social media.

More often than not, the authentic part of brand building and gaining a following of targeted prospects, customers and partners is overshadowed by the "numbers game". Having not participated in the rat race, a few companies have catered to dealers from a more genuine and pervasive angle. In our case, even in working with some of the most reputable dealers in the US and Canada, our focus hasn't changed.

Just like with traditional or measured media, you can always pull an extra customer or two from outside your PMA/AOI because they saw your ad, lost leader, teaser, direct mail from a purchased list and the like. But the effort usually takes a financial investment, as well as a dedicated staff to take a couple hundred extra shopper calls from 50-200+ miles outside your selling market, that exceeds not only the return but takes un-calculated hours of effort. Again, you can likely sell one, two or even three. But at what cost?

Shiny object syndrome. Your choice: make it part of your business, or do like most dealers do with anything besides a warm body walking into the dealership. Isn't it so much easier when you can just throw hundreds to thousands of dollars at it to have it "done" by someone else, software, a new staff person, an existing staff person not doing their current job effectively or outsource it. Welcome to cardealerville, where more often than not (because there are some dealers and stores that simply kick a**), it's easier to just make it by rather than listen, learn, commit, apply, measure, adjust, remeasure, ask questions and do it forever.

Social networks. Facebook. It's a numbers game. Right? Yes, but only to a degree. While there are ways to grow a true, engaged following from email blasts to events, promotions to ads, signage to signature lines, an overnight success is as close to real and authentic as Simon Cowell keepng his opinion to himself or Donald Trump's hair staying in place without adhesive.

If you can add 2,100 fans in 48 hours and 1,100 of them in 11 hours, during the last few days of the month, claiming to do it with two salespeople walking around a (popular) mall armed only with iPads and their charm, there's a brand new Lexus LFA for sale at my house for $3.95 tax included.

Not to say that it can't be done. For Coca Cola. For United Airlines. For Zappos. For Lady Gaga. For a car dealer? Here's a reality check. The average percentage of people that you can stop, in a mall, during their shopping, fully engage, a get to do something you've asked them to do (as in "Like" a Facebook page) which requires about 2-4 minutes per person considering logging in, going to the page, liking it and logging out, is about 20%. If you're great. So, if you've added over 2,000 Likes, you would need over 10,000 people "walking by" you. Asking to Like a car dealership's Facebook page. At month end. Of a Holiday weekend. In a down economy. Need we go on?

Dealers. Heck, any business that reads our posts. This blog has been, is now, and will always be driven by the passon that our company has to education, improvement, information and moving the industry forward. Not hearsay. Not ego. Not reputation. Not prominence. Not sales (unless you're talking about a sales increase for the businesses reading our blog).

With less than 1% of franchise dealership employees getting a digital education at events, less than 5% participating in any level of OEM or third-party endorsed education, the attraction of paying $100 for 1,000 Facebook Likes can be too easy. Using automation and $50 a month to get thousands of Twitter followers can also be the same kind of aphrodisiac. Zero to hero is usually filled with as much satisfaction as a no-calorie candy bar. It may sound great, but selling high-line cars to a growing "Fan" base from South East Asia or South America is.................well, let's not go there. Some of the OEMs actually read this. Wouldn't want anyone to get in hot water.

So just enjoy the teeming hordes of Likes you Real Ameican Genius of the Facebook Page. You deserve a nice cold one. Shower, that is.

Best Practices: Professional Insight, Powerful Results.

You can read more IM@CS posts here on DrivingSales or on our blog.

Everyone, even the most committed and successful visionary, may take a shortcut from time to time. It's in our DNA. It's hard to resist. It's a recipe for disaster. It's one of the status quos of automotive retail and it'll undoubtedly be the death of more dealers.

So why is it that we live in a world where increasing the cost of goods sold for the sake of selling is acceptable? Markets overwhelmingly determine prces and sales, and those that proactively and interactively work to grow the market will win. And retention is nearly completely determined by the retailer. If you listen to most vendor pitches, increasing your operational cost is the only way to increase your business. Look at the trends at too many dealers over the past year, as sales have increased and you'll see old patterns and habits back once again.

- Look at the opportunities that are being missed. If you are a GM or GSM and are not reviewing your store's Internet-based performances at least weekly, you are losing sales, reviews, service opportunities and more. Don't simply add leads when salespeople ask for more leads. Review and access. Don't mask performance issues with more leads, new add-ons from vendors or another salesperson until you find and fix the true issues.

Dealers increasingly seem to be struggling with their rock stars once again. The difference between the salespeople that are truly working processes, generating results and those that talk a great story and have glowing resumes they'll share with everyone at the drop of a hat appears to be growing. Well-qualified people are harder to get at the same time that the gravy train seems to be stuck at the station. rock stars are made by quality of work, sales, fans, referrals and buzz. If you are in car dealership management and your staff doesn't have all of those, you're website staff page might as well have pictures of Busey, Sheen and Murphy, Sure, your sales staff used to sell cars but are simply taking up otherwise valuable space at your expensive facility.

- If a salesperson can't close a manager, they can't close. They sold 28 a month at the (fill in the blank) store before taking your prized opening? What happened? You might be able to teach them. But how are they going to talk with and close an executive from a local company when they can't leave a proper message? While the industry talks about the "quality" of leads, we actually need to talk about the quality of people representing dealerships. Personality tests, walk-around evaluations, daily product training and more are great, but if your rock star is simply an over-egoed, tanned snake it the grass with a tattoo, that's what you and your customers are getting.

For a true professional, working harder is just as important and effective as time management. (newsflash: there is no such thing as time management, just priority or schedule management). If you are in sales and you tell management that you'll work harder, take the rest of the day off. Unpaid. Working harder is to results as Pillsbury is to making a gourmet cake. Find ways to leverage your time, use existing resources, have a cache of information ready and, most importantly, listen to your customers so you can save time rather than work harder. If you're in the work harder camp, you'll be passed by those that are in the work effectively camp and enjoy life much, much less.

- While there are a lot of things that can keep you from what you need to do on a daily basis, what needs to be done is incredibly simple. It's just not easy. Set daily, weekly and monthly goals (if you have the guts, set quarterly ones, too). Document everything. Use your electronic tools but write things down. It's amazing how many salespeople refuse to print out their queue and document notes by each contacts' name throughout the day, saying mid-day "I've hit my list" and "why do I need to print a list, it's on my screen!". Did you call each prospect three times? Are you customizing each email so it's relevant to them? Are you creating excitement, a call to action and exclusivity? And are you documenting everything?

Given the choice to build your business, what activity must you do?

1. follow up with all sold customers, asking them for referrals;
2. provide the best delivery process
3. set appointments
4. be the fastest responder of all your competitors
5. have the best brand experience of any salesperson at your store

If you've spent any time in sales, the only activity that generates business is number 3. You can everything else well, but if you're taking shortcuts, doing everything you can to work harder and bending it like a bonehead, you can't build a great business.

Remember that the best tools allow those that use them correctly with solid processes to do the best. A mediocre salesperson using great software may be able to sell some more products. A mediocre product with a great sales team, processes and software to back it up will win nearly every time.

As the automotive world we live in continues to change through new ideas, consolidation, acquisitions, production issues, lousy marketing and the link, you can only control what you do. So do what you do better. Shortcuts don't work, and definitely in the long run. Most rockstars fade or burn out. Leave working harder to the ones that don't know any better. What we're about is providing a better experience and delivering more cars. Not a flashy image. Nothing old school. Nothing that blocks or tackles.

What's the point? It's the one that things turn at. It's the one you wake up at. It's the one that you're beyond. Get the point?

Best Practices: Professional Insight, Powerful Results

You can read more IM@CS posts here on DrivingSales.com or on our blog.

Things are getting better. Right? You hear it everywhere. Even amidst the issues that are having a significant impact on our industry (the switch from economic downturns to Mother Nature's havoc), there's bright talk and a focus on building. Ha! A perfect time for silver bullets...

Yeah, we've heard there's no such thing. But that can't stop the preachers from preaching and the sellers from selling. So last time we went off on "blocking and tackling", now it's "the new black" that we'll pick on. So, what ocurred to you first?

Was it the pitch telling you how many leads you'll get in your zip code (postal code for our friends in the Great Defrosting North)? Or is it the dozens to hundreds of websites you'll get from the latest social media and reputation management offering? Or is it the CRM that sells cars for you?

Purchases are earned by the business. Reputations are managed by the business. Retention is managed by the business. Traffic is earned by the business. No, really. Why do dealers believe that platforms win? Data wins. Releationships win. Granted, if your technoloy is better and you put great information in it, you DO have a better chance to attract and win business. But if the house is one of cards? Fail.

Silver bullets don't exist. Neither do #1 website SEO platforms that don't create their own content! Nobody goes to 50-200 social media sites. You don't. Why do you think others do? Facebook pages don't sell cars. Salespeople can close deals with people who want to buy cars. Granted, if you're not on Facebook, review sites (all 3 to 5 of them that matter), a blog and YouTube, AND your competition is, you are many times more likely to lose sales. Yes.

What is most important about your name, reputation, brand, processes and retention? That you own it with your customers. Too many dealers (95% plus) today still take the ill-advised approach of buying into selling. It doesn't exist. Platforms don't sell. Data and process do! Platforms make it better!

As a company, we love giving recommendations. When do we give them? When dealers ask, when we qualify, when we research, when we understand what their goals are, their processes are, where their failures come from and what things are working well. A certified technician would never just start going through a car, fixing things without knowing what the heck he or she is fixing in the first place. Then they'd likely assess what the required parts, techniques and intended results are. Why buy differently than you provide? It doesn't make sense.

There are companies out there that are raising the bar. All of the time. It's neat to watch the water level rise and see which companies also rise to the occasion and which ones sink. Remember that acting like a lemming makes you a lemming. Core competencies matter. Are your vendors calling you to add services that they've come up with overnight? Are you in a beta that's lasted months...or years?

Part of innovating and falling flat on your face. You wipe off the dirt and keep going. No company or vendor is perfect. There is no such thing as number one for longer than the ad or survey runs. Progress happens at the speed of tomorrow.

If you're building your business and you find that you're falling short because you or someone has identified if, discussed a roadmap, reviewed opportunities and processes and then proceeded with a plan that is talked about regularly, then you're bound to progress soundly.

Remember that you might build some showroom traffic off the big ad with low low prices. It might work better than a direct mail piece. It'll certainly work more than a Facebook ad. And a newspaper ad will still eat the lunch of a Twitter stream full of "I just uploaded a YouTube video of a 2007 fill-in-the-blank" that some inventory company told you is social media because you don't have to do it. But when that person does come on the lot, if the experience is not what's expected...

Shoot the silver bullets, put the new black back with the old black and question anyone selling a "bunch of sites" with...well that's where we'll stop on this post. We think...

Want more? Head to Orlando this Saturday morning and participate in the Automotive Marketing Boot Camp through Monday. Bring your laptop. Bring your mind. Bring your questions. Prepare to learn. Not just attend...

Best Practices: Professional Insight. Powerful Results

You can read more IM@CS posts here on DrivingSales.com or on our blog.

Let's face it, we still live in a marketing-based world. And nearly all of it still screaming for attention, sales, mass following, validation, acceptance and more while typically ignoring what matters most. Yes, it's morphed and transitioned and (partially) gone to the place called online but it is created and delivered in the same way it nearly always has. And for automotive, in both B-to-B and B-to-C arenas, the deliverables suck (we'll try to not use any more technical terms in this post).

It's not that the market, the public, the customers, the industry or even the actual providers don't expect any different, it's just that it's what's done. Is it that when you stop screaming "we're #1" it allows another company to scream the same thing, making it true? In the experience garnered by partnering with dealers all over North America, the most dissatisfaction expressed comes from dealing with companies screaming about top results while not backing it up.

Have we become so skewed that we'll actually do what we don't want to take part in ourselves? Or have we become so numb to the barrage of messaging that we don't notice? So let's take a layer off!

1. Old school. We practice what we preach, right? There is a lot of talk, once again, about "back to basics" and "blocking and tackling". Are you practicing what you preach, or is it time to get real? For starters, look at how salespeople are being "taught" typically, if at all. Motivational speakers? In-your-face, Glengarry Glen Ross "coffee is for closers" stuff (even though it may be true)? "Seasoned veterans that can do everything" sessions in your store? So...do you actually do that to customers? Do you talk to them that way? If not, why do you need it?

Salespeople are motivated by, wait for it, MONEY! If a salesperson is not on the ball, they may need a pep talk from an outsider for $5,000-$30,000. Right? More likely they need a couple days off, fresh air, a good book, some exercise and to get away from the naysayers at the dealership (which can also include management!). The first layer of the onion feel like the first burn of summer vacation...

2. Hyped 20 Group sales. For good and for bad, dealers talk to dealers that talk with other dealers. They recommend things. They invite speakers and presenters (don't forget the pitch masters) to their groups, associations and getaways. And then it happens: after providing a dealer/group with some great info, recommending appropriate partners, showing them how to best get the true answers as they consider the next move...you walk into the store that has been desperately needing a real kick in the behind treatment to get going, and alas...they had a round of golf with their buddy 86 states away and bought the same (fill-in-the-blank solution/vendor) because "they're selling cars like water".

No real research, no real competitive bids, no idea what they're doing. And, being as how it's automotive retail, after the install and training, the 30 days of excitement wears off and it's just another check. Until the next company comes in and..."nope, we don't need any new fill-in-the-blanks...we're all over it!". Yeah Bill (if you're a Microsoft fan or Steve if you like Apple more), you're all over it. That layer of the onion just put a divot in your business way bigger than the one you did on the 14th hole with your buddy.

3. Media. While that should be enough said, it still needs clarification. You are what you eat right? So, it is worth venturing a guess that you are what you read as well. Did you ever like a newscaster so much that the news was somewhat not as believable when someone else was on camera? That sure explains a lot in the automotive industry. A change of scenery is becoming more and more what the doctor ordered. Social media has surely facilitated the fact that a handful of sources is not as good as many good sources. Considering, at the same time, that there is definitely garbage out there called news, the world would just not be the same place anymore without the streams of great, timely and absolutely valuable information.

Or do you still get it from the same 10 people over and over and over? Better yet, do you get it from a place that sells what you end up seeing? Trust is absolutely required and good data is needed. So is a great line of questioning that deserves an honest, unbiased answer. Have you got your answer yet? The pain from that layer of the onion comes with a tear, a grimace and a cost.

Change is necessary, more than ever. And more than ever, things are remaining the same: The OEMs' ads. The Tier II ads. The vendors' pitches. The automotive media. The balloons. The gorillas on roofs. The radio spots. The newspaper. What are you trying to tell a public that is wide awake and ignoring it all?

Look outside, there's a new day. It's called opportunity. And it's not wearing yesterday's clothes. It's not driving a....oh boy. Better not go there. That onion might end up being really sour....

Best Practices: Professional Insight, Powerful Results

You can read more IM@CS posts here on DrivingSales.com or on our blog

So it's been eight weeks since the last post. It feels like an eternity. But it's likely been longer since the companies and people your business depends on have done something for you either. Was that the point of my hiatus? Not quite. It's been incredibly busy here as our client list as well as staff have grown. It has, however, been a great experiment to get requests to start posting again and watch the analytics. But not to worry, everyone else has had your back. Tricked ya! Well, maybe not...

So anyway, how has 2011 started for you? Chances are things are not much different unless the recent NADA and Digital Marketing Strategies Conferences are now on your "I've attended them" list. For the thousands of dealers at NADA in San Francisco, there was a significant buzz that has been absent for the past few years. For the fifty plus dealers at DMSC in Napa, the feedback has been tremendous and the workshop leaders are preparing...wait for it...for FOLLOW UP webinars with the dealers. That will be a first, and something I've been asking event promoters to do for four years (even recommending it to four event heads in the past eight months). Tricked ya! Nope, that's never been done before...

So change has been in the air and it seems that some of it is actually sticking. The dealers that have been ignoring the screaming and yelling have realized that this can be their year by achieving chunks of change consistently. Yeah, you can still hear "it's still about blocking and tackling!" and "it's back to basics for us!", but it's been the most refreshing eight weeks to get calls, emails, tweets and Facebook messages asking for change. Even from some otherwise typically content business owners and managers. Tricked ya! Well gosh, comfortable is not so much anymore...

So, more impotrant that what our small band of ambassadors think...what has been happening for you, your teams, your store, your community? What have you already achieved this year that you want to share? And what will you do to move our community forward? The dealers MUST participate in greater numbers than ever (even though that's not hard to achieve at all) to assist each other. So get your thoughts written down here...and make it count!

Tricked ya! Dealers don't really share on the forums and blogs... Well I hope you do...

Best Practices: Professional Insight, Powerful Results

You can read more IM@CS post here on DrivingSales.com or on our blog.

Chances are you've been on one of the many sides of this lately: Just moments ago I sent a Facebook message to a dealer, responding to my initial message after receiving a "friend" request from them on Facebook. The message in the middle, the one from them, essentially asked me to show them any Facebook language indicating that setting up a personal page for a business was a violation of their terms of use. That was in addition to their indicating that, after reading into it, a business page might be a "good option as they are more tailored to businesses".

Folks, for better or worse it's 2011. Being in business is not about turning the open sign to "open". Being in business means you are serious about it. That every part of your business is on the radar. That being as how nearly everything that you do away from the dealership is digital you should be doing it at your dealership. You can't be serious about it being half-assed.

If you communicate with your Internet leads 50% of the time in your ILM/CRM and 50% of the time in Outlook, you WILL get 50% of the results, not 100%.

If you make a serious effort to contact leads, customers, be-backs and more 50% of the time and spend 50% of the time shooting the s&*t at the water cooler, the point, the desk, the lot and on the web, you WILL get 50% of the results, not 100%.

If you do a relatively good job at scheduling appointments 50% of the time, great job 50% of the time, you WILL get 50% of the results, not 100%.

And if you pay attention to half of the new, relevant, digital information available to you and pay attention to half of the old school, down and dirty, blocking and tackling, back to basics, you WILL get 50% of the results, not 100%. If you are lucky....

You see, as we close one year and start another what you do, and not what you talk about doing, will dictate what you get. This is not rocket science. Stop ignoring what is right in front of you... What we're hoping for is that you get the message. And there's no cost or strings attached! Ignore the messengers all you want. Don't ignore the message here!!!!! Heck, there are plenty in our industry getting (and paying for) a much larger audience and covers of magazines just to tell you what you should be well past.

Yes, it is our job to do the job right the first time. Especially if you have the information and resources! Dealers making sure the coffee and pastry service is just right while ignoring their sales process? Nothing in the world is more akin to stepping over a dollar to pick up a dime. Yes, the customer feel good is important. But calls filled with a bunch of ahs, ers and ums with a bunch of I's to boot or sending someone an email blast 120 days after they bought with a payment $50 less per month for the same car will never take the place of a great donut and a latte.

And it will never take the place of having the best new-owner orientation in the city or even the state or region. Oh yeah, those went away when things got tough and have now been replaced by $5,000 a day "trainers" and $4,000 a month social media services. Man, someone has your number and they've been sharing it!

Our parting shots for 2010 are absolutely no different at all from the starting ones for 2011. A number of dead-on predictions for the last year were ignored by at least 95% of the industry. Will an increase in sales for the majority of dealers in 2010, and hopefully again in 2011, have people ignoring really solid insight and strategies again? Let's hope not.

Aside from the factory banging on you to punch cars so they can reach new sales levels (or try to save their year), January 1 is not the start of a new month or new year. It's the next day after December 31, when you'll likely be doing the same exact thing you were doing on June 16.

So get real...

Best Practices: Professional Insight, Powerful Results

You can read more IM@CS posts here on DrivingSales.com or on our blog.

It's the end of the year and the heart of the holiday season, right in between being thankful for everything we have and swearing off more than half of it (mostly weight) for the coming year. It's the time of the year when a few minutes on the automotive networks and news sites gets the mind going. It's also right after last week's (first ever) rant....

So in spelling, it's i before e except after c. Makes sense. Well, it makes no more sense than if it had never been that way and we simply didn't make the rule. No different than putting I before we, especially for the D's. The I's are the loud talkers, advertisers and general blow hards. We...in case people forgot, are the industry. And alas, the D's. The D's are the dealers. Those are the ones that move the industry.

In the event that those that believe the real deals are: the ones doing all of the talking, the media, the OEMs and the old boys club...you're dead wrong. Not that more than an acceptable level of that goes on, it clearly does. But the writing on the wall is getting more clear by the day: the dealers, customers and (ahem) the banks/captives move our beloved industry. Just because an outside person can come in and put a deal together doesn't mean that anything....anything improved the dealership.

More and more dealers are waking up to the simple fact that they've been taken for a long drive on a short road for quite a while. And since the days of milk and honey have been over for a bit, it's more painful than most would care to admit.

So check out the majority of content on our favorite places to read. More #1 this and that's. More white papers. More new, unbelievable this and that's. More covers and articles blaring horns and sirens. OK, the numbers are up in 2010, thank goodness. Even if we're at 12M new units, that's not 17M. Not playing the downer here, lots of stuff is good, but realize that yelling about being the best at something does nothing for business at retail.

Heck, there should be more practicing of the preaching. Any company claiming they're the best, don't just back it up with 1-5% of the client base with quotes. Get the bottom percentage to do the same thing. Ask them to write testimonials without any favors, kickback or kudos of any type. And if you have three times the customers of your next competitor, you should have at least three times the reviews.

We need to move the industry at retail. We can't change the banks, so let's put our efforts where they matter most. Yelling about moving a dealer's Internet sales from 25 to 50 per month, when you didn't? Screaming that you can do the best job in the industry at whatever and your clients aren't the best in the industry? Promoting as best-in-class when the company's experts can't get on the phone for days to review the company's performance in what should be their core competency? Shame on us. How many things have become more important than the customer and how many things are in the way of simply delivering?

Let's make dealers better tomorrow. If a dealer is paying for a service, every 30 days should be better in some measurable form. It's not always units or profit. Sometimes, it's efficiency (which drives profit anyway) or education or communication or retention. Something that makes more sense than simply spending more. Let's put the dealers first. Before the next award bought. Before the next accolade spun.

I before we, with no exception to D is the wrong approach. Pass on the awards, the half-baked "third party" certifications, the advertisements (please!), the 'unbiased' networks, the bling and the paid glorification. Let's get more DEALERS on the cover of Newsweek, not CONSULTANTS on the cover of....

Whooops, that one almost got out....

Best Practices: Professional Insight, Powerful Results

You can read more IM@CS posts her on DrivingSales.com or on our blog.

You heard about them. You read about them. You phoned them. You had them in. You listened to them. You took the pitch. You signed the deal. And now, with services starting, either everything is the same as it was before......or the lights are on and it's kind of "ohh my my".

(Twilight Zone music in the background) You thought it would be different. You thought you knew what everything meant. You made that final turn...welcome, to real life after the pitch.

So what happened? Everything seemed fine. Well, what did you expect from adding the services? Did you write down your goals? Were resources already set aside to handle the new vendor? Was their customer service department part of the initial pitch at all? You know, the people that you'll call with questions and issues? Did you get an "out" clause or are you roped in tighter that a M3's engine in the space under the hood of a MX-5? Did you ever think "what happens if they don't do what they say they'll do?"

Let's face it, retailers want a fast, easy, painless, seamless, passive, snap-your-fingers solution. So why in the heck would anyone, unless they are offering an education with full disclosure in their pitch (read: NOT most vendors), tell you that they can't do what you need? It's so much easier to add modules and updates rather than focus on the effectiveness of a core product. It's a lot more fun, apparently, to fill up review sites with bogus users' glowing reviews than actually make it a dealership process to get recommendations. That's why dealers' investments fail and vendors fast profits are usually replaced with a shrinking client list over time.

Without question there are a few companies in the industry that are in a position to add to their product line. And because they can and are able to. Not just because they want to or are getting pressure from compoetitors. Can you find Nike golf bags, backpacks and glasses? Yup! If their shoes started sucking, those superficial products, as profitable and lifestyle "branding integrated" as they are, would be inconsequencial if the core product failed.

And, as a dealer/client, it's your job to turn the lights on. And that means ask the tough questions. Don't take the reports to heart, especially if there's no validation. When you turn the bright lights on, the cockroaches go running! When you have a partnership with your suppliers, guess what happens? Real growth, real education, real improvement. After the pitch should be the best part. If companies knew what was good for then, they'd pitch modestly and over-deliver. Now THAT'S a concept!

And life after the pitch should get progressively easier. Here's a great test and maybe something you want to try in 2011. When you start a new agreement with a vendor, ask for no more than 6 months commitment, maybe less if not month-to-month. After 50-75% of the initial period is done, indicate you're going to cancel at the end of the term and watch/listen to the response. That will tell you volumes about who you're doing business with.

Here's a few things to think about in your next (and likely soon) approach to new providers:

Ask:
1. How long have you been providing this service and who can I talk to about it?
2. What is your average turnaround time for support and completion of a ticket?
3. What hours does your customer service department work?
4. What is your after-hours/weekend customer service policy?
5. When was your last failure/cancelled client and what happened?
6. How many of my competitors to you currently work with?
7. How well does your service integrate with the system(s) currently used by my business?
8. Do you use internal or third party reporting of metrics?
9. Can I cut back on part or all of my services and what kind of notice do you need?
10. Do you subcontract and services and have you experienced service outages?
11. Is ongoing training or field support (not sales rep visits) part of your service?

Thinking about what your needs are away from how much more product and services you're being told you'll sell is critical. And go with your gut. If it sounds too good to be true (1,000 Facebook fans in no time, 200 glowing reviews per month, best sourcing of all customers of any ILM/CRM ever, increases conversion 20% every month for a year, sells cars for you 24/7, builds your client base while you're sleeping and more), it probably is.

And then there's the Golden Rule: Generally stay away from "#1 in (fill in the blank)". If you can see marketing from a vendor you are considering on every automotive network, in every publication, on every B-to-B forum and in your showroom (more often than you'd like), pretend you're a consumer --because you are!-- and ask yourself this: do the best working companies in a vertical advertise everywhere? Are they screaming "we're number one"? Now, if you are always screaming "we're number one!" yourself, it might just be a match made in heaven.

Otherwise, for the rest of us, chances are there's too much focus on the frosting and not enough on the cake. Some frosting is so good, it can cover up what looks like a full, well-made, perfectly done cake. Remember that next time you simply grab the box and drive back to the office, thinking about how great everything will be, pull in, run into the store, flip on the lights and open the box. Ooh bummer...

Best Practices: Professional Insight, Powerful Results

You can readh more IM@CS posts here on DrivingSales.com or on our blog.

We know it, you know it, they know it. Almost everyone knows it. Because if everyone knew it we wouldn't have ben put through it. But we were, you were and they were. Disclaimers: These are not in order of importance. Many companies are being called out, not all. This is a singular perspective.

So here it goes:

1. Automotive marketing overall: Sucked, still sucks, will likely continue to suck.
2. Dealership websites: 1995 called and wants its sites back. Give us a break and some new suppliers!
3. OEMs that don't publish new inventory: Get over it. customers leaving your brand are.
4. Automotive trainers that re-branded as web consultants: A new suit can't cover 1982 style.
5. Reputation management companies: Fudge is brown. So is bull%^&*. Fake customers? Envelope stuffers? Hooters girls? Please leave...
6. Motivational speakers that re-branded as automotive trainers: See line 4.
7. Social media companies: Charging dealers $3,000-5,000 plus per month? Larceny is still a crime.
8. DMS companies: Still make clients sign in blood for 15 year old technology, for 15 years? Nice. FAIL.
9. Website company dashboards: No, use this thing called Google Analytics. Quit fudging numbers. Block dealers' and your IPs for starters!
10. Inventory marketing portals: The luster is long gone. Run or acquire some companies for revenue!
11. Sales reps: Stop selling and start helping. Don't know much so you can't help? Sell elsewhere.
12. Ad agencies (Tier 1): Quit the facade. Traditional doesn't sell. Experiential does. Learn to like social. Get help.
13. Ad agencies (Tier 3): Quit lying to yourselves and your clients...You don't get digital. Get help.
14. CRM companies: If you don't do that, say you don't do that. Otherwise add it for free. Pariahs.
15. Website companies using Flash: 2003 called and wants their websites back. It's called HTML or PHP.
16. Facebook Personal Profiles: Businesses, we've been yelling. Set up pages. Not "friend" profiles!!
17, Social media companies: Setting up APIs and RSS feeds from OEMs is not social. It's plagiarizing.
18. Social media companies: Setting up inventory feeds as posts? If that's social, I'm tall, rich and hot.
19. Traditional media/ad networks still selling to dealers "old school". Shame on you (and your bosses).

Dealers, you're not in the clear either:

1. Hiring any service, including social, as a "pay for it and leave it" service? No such thing. Period!
2. Hiring any company because you "liked the rep when they were at ________ before". Failure...
3. Not taking the time to get educated on new aspects of your business? Hand the keys back to the OEM
4. "Trying" new things?! Sample spoons are for ice cream. Business is for big boys and girls. Just Do It!
5. Cutting your nose to spite your face? Chances are you're too lean. Hire the right people, not resumes.
6. Leaving everything up to the factory (especially some luxury brands). Wake up! It's your business!
7. Believing the you can turn your store's reputation over to an outside company?!?! I've got a bridge...
8. Not flinching on a new $4,000+ service to a company you're already cutting a $15k check to? Dumb.
9. Spending $3,000 on a 3-day conference 3+ times when you can get a month for that?! And get more!!!
10. Spending any money on your business and not taking ownership of the new spend. Why, why, why?
11. Paying any amount of ad money to traditional media and it's not integrated and tracked?! Foolish.

New-age definitions when you don't understand the spend:

CPM: Can't Provide Much
CRM: Can't Remember Much
ILM: Incredibly Lousy Marketing
CSI: Coached Senseless Investment
SSI: Serving Senseless Initiatives
I/O: Incredibly overpriced
OEM: Overlord, Empire, Master
PDI: Petty detailed injustices
Social: Someone outside control incompetently and loosely
IMS: Inventory Means Something
DMS: Decades-old Money-draining (or Mediocre-Moduled) Systems

We could go down the path a long way but here's the simple version of the message: quit doing things old ways, with old thought processes, with old beliefs, with old defenses, with old intentions, with old management. If you want to run a dealership the old way, get stuck in 1964, 1974, 1984, 1994 or 2004. If you want to thrive in this and the coming markets, wake up to the reality that business will not be the same. Even if we sell 17 million new cars again, it'll never be the same.

Some may be able to, by all appearances, just skim along on the surface, mesmerized by everything going on around them and still put up the numbers. For most of the businessmen and businesswomen in the retail part of our industry, it's a deep dive kind of time. Your success depends on you and how you build your business's presence, results, growth and more. Less than 5% of your colleagues are engaged, firing on all cylinders and moving forward in today's market.

There are a lot of things that pissed us off in 2010. And we may never do a post like this again. But somebody needed to do it. This might motivate some, light a fire in others and have some in stitches. No matter what, it's time for moving some more metal. There's not too many ways to do that today.

Are you pissed off enough to do something? We've been helping those that want to do something for the past three years and three months. Are you next?

Best Practices: Professional Insight, Powerful Results

You can read more IM@CS posts here on DrivingSales.com or on our blog.