Kathy Gilbert was honored with a Spirit of Leadership Award during NADA from the Women’s Automotive Association International, and is on the board of the upcoming Women and Automotive Conference, http://www.womeninautomotive.com/, in Orlando, Fl June 26th- 28th. She is very invested and involved with CDK’s women's initiatives and mentoring women leaders.

Kathy Gilbert is Director of Sales and Business Development for CDK Global, Inc. (formerly ADP Dealer Services). She has management responsibility for the CDK Minority and Women Dealer Business(es), which includes 1,500 clients across the United States with roughly $60M in revenue. Kathy has over twenty years with CDK, where she has held positions in Product Marketing, Field Sales, Sales Operations and Support, and Competitive Intelligence. Kathy is an advocate for all clients, especially minority and women automotive dealers. She continues to partner with internal and external stakeholders to deliver unique, personalized experiences for our clients and to showcase our products and services.

AP: Can you tell us a bit about the award, and what it means to you and the organization?

K: It was a four day event by the NADA organization, and I was fortunate to be given a Spirit of Leadership award from the Women’s Automotive Association International. I started supporting Women’s International eighteen years ago when I joined the organization. The organization actually focused the accomplishments of women in their professional careers and what they do with community and family. So the organization in itself meant a lot to me. As there was not chapter at the time, I started a chapter with the President of the WAAI, and we grew the membership to about a hundred before my organization relocated me to Connecticut. Prior to that, we put on the first women’s day program at the Chicago Auto Show in 2007. It was there we gave the first women’s achievement award. It was an awesome experience for me to be a part of the organization back then, and I have been supporting them ever since. To be honored by the organization that has done so much for women means a lot to me.  WAAI has been giving out these awards since 1997. Prior to that, women were given tickets to the auto show for admission. There was no formal program. Then we partnered with the auto show and WAAI and put together this current program. As to the award, it was phenomenal to be recognized. And I had a personal surprise. I had told my family they had no need to attend, but my brother and my boss teamed up to surprise me by being there. I did everything except cry. I came very close, because I did not know he was there until I saw him standing in front of me.

AP: Awesome. That was wonderful. Let’s go on to the next question. What enticed you to move into the industry?

K:  I think like most women, I could say that I stumbled into it. My background with a Bachelor’s and a Master’s in Business Administration was technical. I’ve been an Administrator and Network Administrator, and when I had the opportunity to come to HP after TDK, it was for a technical role to roll out a brand new product that would take paper and digitalize it, to move away from paper dependency and make those documents available online. I had some sales experience. When I got into this industry, one of the things that I loved the most about it was that it wasn’t a strong technical industry. It was about people. It was about relationships that you developed. And when I entered as an African-American female into the automotive industry back in 1994, everybody was asking if this was really the place I wanted.

AP: That must have been pretty tough for you. How did you handle it?

K:  Believe it or not, in this business it was not a big issue, because it was all about relationships. I wasn’t in a dealership environment. The owners of the dealerships wanted to talk to me because we were selling programs they were interested in. It wasn’t a difficult spot, but it was a unique path, because the owners wanted to talk to me. But you have to have a thick skin, and there was a lot of the “noise” that you just kind of had to look past. We were doing something new, and rolling out a product that was new to the industry. Everybody today digitizes forms, but they weren’t at that time. The use of paper was comfortable. So a lot of the comments that we got didn’t affect me the same way because I recognized their need for our information, as opposed to hindering me. The organization that I worked for developed strong relationships with my dealers, strong relationships with the manufacturers, and strong relationships with a lot of the partners. I think when I first got in I was all excited because it was a new industry and new product and over time I was able to develop this further.

AP: You’re spending a lot of time in recruitment and development of women in the industry. What is your stand on that, and where do you think it is headed?

K:  I would modify that a little in that over my last several years, most of my experience has been in working with my dealers, helping to attract more women into the business and helping them understand the efforts. Over the last year what we focused on not only how to grow the number of women, but also how to retain them. One of the things that has worked for me is my involvement with mentoring and coaching other women, because I have mentored most of my career. Mentoring is very important, because   someone trying to decide which path to take can pick up the phone and have a conversation with an advisor to avoid some of the pitfalls.  This can help and counsel that person on how to handle situations. I think has been one of the keys to my success. I’ve had a coach throughout my career that has been able to give me information for customers I need to reach out to, or help them with decisions with which they were unhappy. Or if they want other women in the industry they needed to talk to, I have been a resource as a mentor and coach for that purpose in most of my career for the last twenty-two years. That I think this plays a big part. You have to have a strong will. You have to have a commitment and motivation. But you also have to be ready to help those who are not afraid to ask questions and seek out those who can help you. Because again, we have all run into people in our careers that haven’t been as supportive. You must have to know where to find the support. We all need it. We need the coaching to help point us in the right direction, especially when times are more difficult.

AP: That’s great. This brings us to how you are handling the traditional male dominance in the industry, which has become a consistent source of irritation to those trying to develop change. What are your views on this?

K:  Again, my path has been a little different as my career in the industry has been on the supplier side. I haven’t been competing against sales with men on the sales floor trying to get a deal. I have experienced what a lot of women have where you arrive at a dealership, and the salesmen look at you to find out if your husband or boyfriend is with you to help you buy this car, because you aren’t able to buy it by yourself. It’s always for me about preparation. If you are going in to talk to a client, if you are going in to purchase a vehicle, then you do your homework and you know the details, so that they can’t look at you as being ignorant. Ask the right questions and with confidence and strong will, because if you don’t you can easily get intimidated. I had one of my best friends told me that sometimes you play for chips and sometimes you play for cash. You have to pick your battle: Is this the battle you want to fight? I’m not afraid to fight that  battle, but I am cautious about which ones I pick. And having someone in my corner that can advise me about the approach being right or not with any person, then we have the option to seek out someone else. You can’t win every battle, and because of that I’ve been selective about the battles I fight. I develop relationships in which I can experience a great deal of respect. And that has helped me a lot. You have to get past that first five minutes of “Oh, honey,” or that certain look they give you. When you begin to talk and your confidence and will comes out, it helps. To answer your question, if we have more women in the industry, with more women in powerful positions, and you see more women doing the things we want, it inspires you to do more. Part of what I am doing in automotive and AskPatty and WAAI is how to bring awareness in the industry to accomplish really wonderful things.

AP: What do you think it is going to take to change those that recline in their tilt-back chairs, traditional-thinkers, not really motivated toward change in the industry? How can we get them to recognize that at least 85% of all auto purchases are directly made or motivated by women, and that the survival of their business may depend upon them?

K:  What I would say is that I believe there are two things: One, we are starting to see this change. We are starting to see more women in influential positions, where women are being put out in front. Women have been in the background, but we are starting to have more presence and recognition. I think that’s going to help because the more marketing, the more support and recognition we get is going to bring about change. I’m a “Baby Boomer.” And if you look at the Baby Boomer generation, we are slowly starting to lead the workforce. And the experience that we have is leading with us. We have the Millennials that are coming in, and they are eager and excited, but they don’t have the experience. So some of it has to be with how you pair these two together. How is your business impacted by that lack of experience? The second part of it is by looking at the number of women graduating college. More women are graduating and coming out of college than before. I think this is one of those situations that the remedy is inevitable. Dealers that are more progressive are beginning to recognize the fact that more women are out there, and they have to do a better job of marketing and recruiting women. Because if they don’t, they’re not going to have anyone really able to fill the need of those starting to lead the industry.

AP:  The future of the industry is in for a huge change, and many specialists are speculating that within five years the majority of the details of vehicle purchases will be made online, with little need for actual visitation to the dealership, and that additionally the vehicle purchases will be personally delivered to the owner at the residence of place of business. They speculate this will leave the dealerships in a different image. What do you feel about that?

K:  I think there are two schools of thought. I think your description is one. That the auto dealer will become a delivery mechanism. Because my customers are dealerships, we look at it a little different. We look at it from the perspective that the dealer is an important part of the vehicle purchase. So what we have been doing is that yes, we are going to have a large percentage of buyers going online to price out the vehicles and determine what their current vehicles have in value. A lot will be done before the customer will come into the showroom. So the role of the dealer is changing. Instead of it being an environment where they tell the buyer about the vehicle and try to sell it to them, it is more about educating. The dealership now becomes more like a trusted advisor helping the customer through the purchase process. We don’t believe the dealer will ever go away, but that their role in the industry will change. The progressive dealers that are looking at how they will stay relevant, are now looking at how they will become more focused on the customer experience. And that the customer will not only want to come in and by the vehicle from them, but that they will also come back to them for service. And this gets us back to the role of women in this change. If the progressive dealer is really looking at the industry, and realizing that there are so much more online transactions, then when women do come into the dealership, their experience must be dead on, or they will go someplace else.

AP: Observations of many people in the industry are stating that women salespeople are more trustworthy, and that there is more comfort in dealing with a woman, than experiencing the frequently more pressurized treatment by the traditional male. Also, as we know the majority of decision-making is done by women, do you think the dealerships are actually starting to see the financial rewards of having women in their organization?

K:  Absolutely. Women tend to listen more, and they listen differently. A woman is going to be more compassionate, to help you get into the right vehicle for you. They are trying to make sure that based upon they put you in the vehicle that meets your needs. And I think that’s the reason that women come across a little more trusting, because they are interested in finding out what you want and how you are going to use the vehicle. They are going to help you into the vehicle that will work best for you. Because women generally tend to look more long-term in terms of developing a relationship, as opposed to just selling a vehicle. When I look at my career, a lot of the customers that I have worked with over the years, many of them have become repeats, where they have come back because of their experience with me. And even if they decide not to buy, they still maintain a strong relationship with the dealer management system. They know I will continue to do the very best I can to take care of them. This is more about listening to the customer, and this is where we are getting to now. If I give you an awesome experience, this is where I set myself apart from others. Women are doing their homework. They have already narrowed it down to the vehicle they want. It is all about the experience they get and how well they are listened to.

AP: Let’s talk a little more about the surging population of Millennials. Perhaps their demands are not much different than before, but are certainly more vocal. What do you think their influence will be?

K:  One of the things that I have heard said is that the Millennials want the same things that women want. They want the ability to have a career path that is very clear in where it will lead to. They want things to be spelled out. They don’t want to be held back just because they are women. I think that is a big area for women, and Millennials. I also see that Millennials as well as women value technology, with the ability to go online and pull up vehicle information before they go into the dealership. Millennials and women want the same things: Career Purpose and Path opportunities for advancement; they value experience and want to develop it; pay stability and equality; a good work/life balance; and diversity in the workforce.

AP:  What do you think our dealerships will have to do to accommodate and attract them?

K:   I think the biggest thing is that the dealerships will have to make a concerted effort to address this. They will have to change how they hire, and how they promote themselves. Because Millennials are looking for culture. Right? Salary and compensation any more is not just dollars. And they are not going to stay if you are not giving them the flexibility by giving them opportunity to be innovative. Dealers will have to make a genuine effort to market to women, and look at the wording they use. I run into this as well as an African-American female. You can’t have all of your ads featuring white women or white men, while looking to attract African-Americans. If you are not positioning and tweaking your message to attract the clientele you are looking at, you are not going to be successful. And adjustments will have to be made for the specific needs of the family woman. I will tell you what you see is that aggressive dealers are being more flexible, and are doing pay plans and schedules based on what women want. Even more men are now staying at home with the children, and their wives are working. The traditional family is changing, and in order for aggressive organizations to really leverage and take advantage of the new work force, they will have to make ecessary adjustments.

AP:  More and more of our educational systems are responding to these concerns. What do you think is going to be happening in our colleges and other systems to address this?

K:  More is being done on the recruitment side, and I personally am doing more public speaking in an effort to address helping retaining women in the industry. We are starting to look at specific skillset, whether it is technology, or in leadership. We are looking at how we have presence in school systems, starting at high school level or at the college or university, or the MBA or higher education programs. We have to make sure that women’s issues are being addressed. Are we showing them all the opportunities that are available in automotive?  You can work with the manufacturer that knows the vehicle and the dealership that is selling the car. You can work with the finance company, and you can work with the service or aftermarket organizations. There is so much opportunity within the industry, but I don’t really believe that women are aware of the opportunities here. I think part of achieving this goal is in partnering with the schools until women discover that there are real opportunities in the auto industry. We must expose them to our leaders that have been successful. This is the beginning to bring about this awareness. Women in technology and automotive are the two that are the closest, and that is where we have to do a better job as a company, an organization, and as a community to make sure that women coming out of school really understand these opportunities. I think these are the kind of things that will help attract more women to the industry.

AP: What do you think the role of women will be in the future of the industry?

K:  I think that from the viewpoint of a minority woman and women in general, the representation should mirror the demographics. I like equality across the board, and that is not going to be easy to achieve. I think that when more women are in leadership roles, and their decisions are affecting you with stronger sales, you will have more recognized opportunity for everyone. Change is coming. A big change across the board is coming from social media and the online community. If I am treated badly at a dealership, I will leave and immediately go online to tell everyone I know, as well as posting my negative comments with rating organizations.

AP: Kathy, it has been an enormous pleasure to speak with you, and glean hope for women in the industry from the excellent experiences and achievements you have had. Thank you for your time spent with us. Best of everything to you in the future.

K:   Thank you. It has been my pleasure to share my feelings.

Current statistics on dealerships reporting more than the current 25% of women in face to face positions in our dealerships across the nation show that within a four month’s period of reaching that percentage of women in their organization, they experienced as much as 35% gain in overall vehicle sales, new and used, and a substantially increased used car turnover. Not to mention an increase of desirable employee statements regarding company loyalty and goals toward longevity. How did they do it? Simple. They brought women into their sales, service, and management positions AND found ways of retaining them.

We are sure that you want the details on how to easily increase sales. We are positive you wish to build a more loyal and appreciative customer base, keep your employees excited and happily-compensated in long-term relationships with you. And it is clear that you would like to turn your dealership environment into a totally Yelp friendly popular facility that dramatically attracts the fast-growing women’s market and that of the millennials who are a big part of this. And definitely you wish to greatly influence the success or failure of sales efforts. Then read closely on how your dealership can do the same. What can you lose? Wouldn’t you rather find out what you can gain?

Considering the fact that 85% of all automotive purchases are either directly made by women buyers, or directly influenced by them, if we are not responding to this statistic then our dealerships are missing the boat. Totally.

ROI is a major driving force in how we consider the physical programs and offerings we put forth to the consumer in our efforts to entice them to visit our facilities. We do recognize that internet information access has affected profit margins, margins that were actually inflated by consumer ignorance as to how much flexibility in costs existed. The fact is that we simply cannot make the margins we used to, and have to find ways of addressing our concerns as survival efforts. Playing the numbers game of total sales for a month will eventually be passed with the money lost in potential profits. The bottom line is that we must place our investment monies into areas of concentration that will bring us returns that will not only keep us in business, but by their very nature helps us grow in our financial viability, viability that is attractive to women that may be considering this industry as a workplace.

Here are some reasons why we are not attracting women at this point:

1. Traditional resistance. Many organizations still are thematically male-dominant, and have programs in place that do not have interest to the new women-driven market. “What was good for my dad is good enough for me” is the motto above the entrance of many empty and abandoned dealerships.
2. Reluctance to trying new programs. Management and owners may not have the desire or courage to try new programs. Or they may be lazy.
3. Equitable pay and work programs. Considerations for family needs and even part or adjusted time participations. Traditional long hour work periods do not work.
4. Knowledge and expertise.  Existing dealership management may simply not have either or both of these to design and implement marketing to attract and hire women, or initialize training and financial or equitable incentive programs to make this happen.
5. Necessary minimal monetary investments. Many management personnel simply may not want to make these investments.
6. “Difficult economy conditions.”  Many organizations lean on this often-perceived statement as an excuse. This is not an excuse.
7. Negative reputation. Previous poor treatment and lack of respect.  The bad taste of how women have been treated at the dealership level is still strong in how women perceive dealership viability. Women are still being greeted on the sales lot with detestable statements such as, “Is your husband with you today?”
8. Failure to address the needs of the women millennials. Times are different. Women in this largest group of consumers want to be in organizations that “feel good” to their basic drives, other than just to climb through positions or achieve high income solely. They want to have better communication with their administrators, and are most often prefer working “with” them, as opposed to “for” them.

So, how do we fix this, and not only bring talented women into our organizations, but keep them there as well?

With sales consultant turnover figures ranging from 72% to 80%, the highest turnover rate in this key dealership position of women consultants is at a shocking 90%. Turnover among millennials is presently at 54%. It is obvious we are doing a lot of things wrong.

Here are some realistic solutions:

1. Get off our butts and try new methods. Explore new technology. Employ marketing specialists comfortable with realistic womens’ needs. Eliminate procedures that we have utilized just because we have always done so.
2. Re-examine possible positions that can effectively interest and challenge women.  Conduct non-traditional interviews that ask what these interests might be.
3. Re-evaluate compensation incentives and adjust them.  Consider not just the primary needs of full and part-time women, but their family and personal needs as well.
4. Take a new look at our models. We must address the elimination of restrictive traditional procedures we may have in place.
5. Encourage our educational systems to step up to the plate, and support local and regional programs.  We need realistic training at design, management, service, finance, and especially sales: This must happen at ALL levels of the industry.

Today’s women are time-constrained, pragmatic, comfort-conscious, and heavy into efficient and consistent communication with their employers. They are extremely effective at communicating within their own groups and friends, and pay little attention to advertising. They are direct with their customers and are especially effective at establishing meaningful rapport that translates into return business transactions built upon trust.

If we wish to survive, let alone prosper, we cannot wait any longer. Let’s do everything we can to attract these valuable women employees, and provide them with the incentives to keep them with us.

The time is now, not tomorrow.

_____________

Many of the statistics for this article were derived from the 2015 NADA Dealership Workforce Study, which can be obtained by signing in to NASA University Online, and searching 2015 Trends, or by calling their customer service at 800-557-6232.​

First, let’s define the years that define this group: “A person reaching young adulthood around the year 2000, born inclusive of the years roughly between 1980 and 2004.”

In describing their characteristics, we find that there is a constantly changing description since as late as 2009.  Without question, this group is proving to be more totally unique and diverse than any previous generation. This is by far the fastest growing consumer group in the nation, and they are drastically changing our economy’s perspective on marketing on products and employment. Economic forecasts are suggesting that within ten years they will be controlling the economic directions for our country, and they will represent 75% of the workplace by 2030.

We can look at this as scary, or exciting and lifestyle changing. If in fact these projections are true, then we had better make every effort we can to understand this group, or we may be left behind.

In this article, I will focus on two different aspects of this group:

Who they are. What their buying characteristics are, how they are impacting our economy now, as well as projections for the future.

Their effect on the automotive industry from the perspective of a buyer, how they view and participate in the auto industry as an employee, and what the industry will have to do to not only sell product to them, but also tap their skills and keep them as valuable employees.

Let’s start with who they are.  Here are only some frequent descriptions and statements that have been used by correspondents representing all phases of the American economy.

1.  “The largest, most diverse generation in the U.S. Population.”
2.  “They value community, family, and creativity in their work.”
3. “Millennial women have more labor market equality than previous generations.”
4.  “Millennials tend to get married later than previous generations.”
5.  “Millennials are less likely to be homeowners than young adults in previous generations.”

Morey Safer from “60 Minutes” said it well:  “The workplace has become a psychological battlefield and the millennials have the upper hand, because they are tech savvy, with every gadget imaginable almost becoming an extension of their bodies. They multitask, talk, listen and type, and text.  And their priorities are simple: they come first.”

Millennials are not going to settle, as their parents may have done, and they put lifestyle, social communication, and friends above work. They are not looking at work opportunities as “career” defined. As a matter of fact, the average tenure of Millennials is two years, and they do not consider it negative to have a resume that indicates multiple job experiences in a one year period.  They are entrepreneurial and watch for opportunities that will move them upwards, even if this means frequent moving from one job position to another.

      Jeff Fromm from FORBES recently outlined some of their workplace characteristics:

1. “They want to grow, even if that means growing out of your company.”
2. “They want a coach, not a boss. They expect greater accessibility to the leadership in their offices, and are looking for more mentorship rather than just direction. . . 69% percent consider their company’s review processes as flawed. . . Nearly 90% would feel more confident if they had on-going check-ins with their bosses.”
3. “They don’t want to waste time on the little things. . .” They consider their employer’s reimbursement policies as too difficult to contend with, so they by-pass conference and special event participation.
4. “They want balance and democracy.” Millennials will work hard but do not want to sit around the office until 5:00 p.m. if they have completed their work two hours earlier. . . Millennials no longer work for you; they work with you.”

​Okay.  Now let’s talk about the millennial influence on the automotive industry.

A recent AutoTrader.com study observes the following: Despite the fact that millennials currently only make up 12% of the U.S. new car sales, they will account for 40% of new car purchases by 2020. They are “big on small” vehicles, better designed for urban usage where many of them live. Since their generation faces higher levels of unemployment, lower entry pay, and the likelihood of greater college debts, these factors influence a clearer grasp of economic realities. Mobility is the keyword. 95% of millennials go online during the buying process, compared to 79% of overall respondents. They are waiting longer than earlier generations to get their driver’s licenses. At younger ages they are image-conscious, but as they age are likely to become more practical in their automotive choices. As to auto brands, older millennials are likely to include Mercedes, BMW, and Audi models, but younger millennials move more toward Japanese choices.

Here are some additional observations from Forbes.

1.  They aren’t influenced at all by advertising, and do not respond to advertising.
2. They want to engage with brands on social networks, and expect brands (including auto dealerships) to personally engage them. 62% state that if a brand engages them on social networks, they are more likely to become a loyal customer.
3. They are using multiple tech devices, with 87% using devices on a daily basis. They immediately respond to new product technology.
4. They are brand loyal.
5. They expect brands to give back to society, and are “sick and tired” of corporate greed.

Let’s try to sum up this enormous data base.

Remember: Millennials want job security, time off for personal needs, good benefits, opportunity for advancement, and a job that “helps society.”  They also list excessive work hours, inconsistent income, and social stigma as reasons they may not consider employment in the auto industry.

Since 43% of Millennials place “a job you enjoy” as most important, auto industry must somehow adjust to these demands, and find more effective ways of not only welcoming the millennials into our workforce, but treating them seriously as major customers.

It is not just the auto industry that is going to be affected by the millennials. How our entire business economy responds will not only determine our potential successes or failures in these relationships, but may also jeopardize our very survival in this rapidly evolving economy. We can no longer “wait and see” how things will turn out. We may find we waited too long.

Author:

Jody DeVere. CEO, AskPatty.com, Inc.

Research Sources: The White House Economic Report, excerpts from Hireology, Forbes, Correspondent Morey Safer “60 Minutes” Broadcast, Detroit Bureau CNBC, “Driving Sales News,” Mosley Automotive “18-22 Year Old College Study,” University of Michigan Transportation Research Institute reports, Autotrader.com Industry Evaluations, Dealer.com, Dealer Advantage, Accenture.com, CDKGlobal.com

Are you making the hiring decisions that will mean positive impact on your bottom line at your dealership? For many of us, hiring women is about maintaining diversity, and putting forward an atmosphere of friendliness and trustworthiness, particularly to women customers – who, as we all know, account for 85% of all purchase decisions. It turns out hiring women is about a whole lot more than appearances – recent studies have shown that companies who hire and attract women employees are quantifiable more successful than companies who do not! Now, since dealers and GMs usually have more important things to do than read academic research papers on the economics of hiring women, this news hasn't really spread much among dealers. So, allow me to save you the laborious reading and give you the highlights of some recent, and very important, research pertaining to the quantifiable benefits of hiring women employees.

In a new paper, The Case for Investing in Women, The Anita Borg Institute (ABI) contains some very impressive research on women in business, from organizations like McKinsey & Company, Catalyst, Columbia University, and the London School of business. Check out the highlights:

• Fortune 500 companies with at least three female directors have seen their return on invested capital increase by at least 66%, return on sales increase by 42%, and return on equity increase by at least 53%. 

The difference in today’s market is that brand loyalty isn’t what it used to be. Women make purchases because they believe you’re selling something they need and perhaps saving them money, but they also know they have many options. A single bad experience with you can result in her making a decision to go down the street and taking her business elsewhere. Your products or services may be similar but the quality of your overall customer service can be why she will prefer to buy from you.

If women have a good experience with your business, they’re more likely to return and spend money again. Positive word-of-mouth is one of the cheapest and most effective means of growing your business and women are the most powerful positive or negative word-of-mouth advertisers. Women are three times as likely as men to tell someone about a personal experience, good or bad.

90% of customers identify word of mouth as the best, most reliable and trustworthy source about ideas and information on products and services (NOP World)

Recommendations from family and friends trump all other consumer touchpoints when it comes to influencing purchases, according to ZenithOptimedia. (AdAge, April, 2008)

Consumers trust friends above experts when it comes to product recommendations (65% trust friends, 27% trust experts, 8% trust celebrities). (Yankelovich)

Customer service for women cannot exceed the quality of the people who provide it. Think you can get by paying the lowest wage, giving the fewest of benefits, doing the least training for your employees? It will show.

Businesses and brands don't sell to women... people do.

Your employees will treat women customers the way they are treated. Employees take their cue from management. Do you greet your employees enthusiastically each day; are you polite in your dealings with them; do you try to accommodate their requests; do you listen to them when they speak? Consistent rude customer service is a reflection not as much on the employee as on management.

Want to know what women customers think of your business? Visit Yelp.com, My3Cents.com and www.consumeraffairs.com to name a few of the many rating sites woman research before visiting your store. What are women saying about their experiences with you? How are women buyers rating you? Reputation management is more important than ever in this very competitive marketplace.

Review users noted that reviews generated by fellow consumers had a greater influence than those generated by professionals. (comScore/The Kelsey Group, October 2007)

Remember that the challenge is as much winning the business of women as in keeping them as loyal happy customers. Each woman’s perception of your business will determine how well you do this and that perception will depend on the level of customer service you provide.

Jody DeVere is the CEO and President of AskPatty.com, Inc., AskPatty.com helps automotive retailers attract, sell, retain and increase loyalty with women customers, certified dealers are held to a high level of customer satisfaction.

INTRODUCTION

The statistics about the importance of women as a consumer are very familiar to all of us. Women account for 85% of all purchases which includes everything from homes to groceries and control TRILLIONS of dollars of wealth in this country. For those of us in the Automotive Industry, we know how vital the women consumers are to all of us; after all, they represent over 65% of our business. The challenge for all of us is how to make our place of business a comfortable place for women to patronize and purchase our products and services.

It goes without saying that the place where business is conducted must be inviting to both the women and men who come through our doors AND  it must also reflect the marketplace in which we do business. Having said that, many of us do not know how or where to find the women we need to hire.

GET THE WORD OUT

Based on my experience here are some suggestions:

Create awareness that your place of business is hiring women and what career opportunities it has to offer.

· Visit schools and colleges and participate in career days

· Offer intern programs which will help identify and attract talented people

· Offer scholarships in the name of your business

· Join local women’ organizations

· Invite women’s organizations to hold their meetings in your place of business

· Support women’s events in your local community

· Advertise in women’s magazines or trade publications

· Offer incentives to your own employee for referrals

· Speak at the local Chamber of Commerce to get the word out that you are looking for female employees

· Most real estate agents are women so connecting with the local Real Estate business is another resource for hiring women

The importance of word of mouth in addition to formalized advertising is very critical in attracting women employees so the more you can get out into the community, the better the success of finding and hiring talent.

THE WORKPLACE

Make certain that your work place policies are conducive to both men and women.

· The workplace should be clean and neat and an inviting one that works for all employees

· It should be inclusive environment where everyone is treated with respect and valued

· Offer not only full time employment but flexible work place policies such as part time, work at home, team selling, job-sharing for everyone not just women. After all, work life balance is an issue for everyone.

· Have a mentor or buddy system not just for women but for the all new hires

· Post “work week” schedules in advance so that employees can plan their “life week”

· Provide processes that will accommodate for input and feedback for workplace improvement

· TRAIN-TRAIN-TRAIN all of your employees to understand how to treat each other in the work place and also how to treat the female customers when they come into your business establishment.

The important key here is to make sure that ALL employees are valued, are treated with respect, and have opportunities for growth.

RETENTION

Turnover in any is business unwanted and it seems that in the Auto Industry there is a higher percentage than other businesses.

By having policies in place to attract and retain talented employees: it will increase your customer base, reduce absenteeism, reduce costs, improve employee morale, and very importantly it will positively impact your bottom line.

CONCLUSION

This compilation of best practices is my insight into what needs to be in place to attract and engage women but it is also important to remember that companies pursue programs and practices that specifically fit your organization, your workers, and your managers. What is most vital is to harness the skills, talents and hard work of everyone on your team.

Customers want to feel comfortable, respected, and trusted and so do your female (and male) employees.

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Written by: Patricia Roberts who is the Director-Business Development for AskPatty.Com. She has +39 years of experience in the Automotive Industry which includes increasing the number of women who own and who work in dealerships.

Prior to joining AskPatty.Com, Roberts was the General Director Women’s Retail Initiative on the General Motors Vehicle, Sales, Service and Marketing Staff in Detroit, MI.  She was responsible for programs to increase the number of females in retailing for General Motors.  This included the recruitment, training and appointment of female dealers, working with dealers to attract more women into automotive retailing positions, and to provide an enjoyable selling and service experience.

http://www.askpatty.com/automotive_expert.php?n=Patricia%20J.%20Roberts

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Cobalt Group employs over 900 people and 40% of the workforce are women, many who hold high ranking positions of leadership. 135 women employees who contribute to the success of Cobalt in a wide variety of roles attended their first annual Women's Summit & Luncheon and a few guys were there, too, including CEO John Holt who co-founded the Cobalt Group in 1995.  I was so honored to be invited by Julia Pizzi who is the Vice President Human Resources to take part in the event as member of a panel of executive women.

John kicked off the event with an inspiring talk on the leadership model that Cobalt works to incorporate into the organization and encouraged the women attendees to reach high and higher. He spoke about his daughters and his determination to raise them all to feel like they can break through all barriers, including gender to reach their goals. He is climbing Mount Kilimanjaro with his 14 year old daughter this month, what "higher goal"  is there for a father and daughter to experience together!

Cobalt has become a major partner to the North American automotive industry, providing marketing services to more than half the auto dealers in North America and nearly thirty automobile manufacturers under his leadership. I felt so honored to be a part of this first Cobalt women's summit and send BIG kudos to CEO John Holt for being a leader who has stepped up to seriously support women working in an industry that frankly is still Very male dominated. (Hope some other other automotive industry CEO's take notice and follow suit!). By the way they are always looking to hire more talented women in the Seattle area!

There were female friendly products on hand in a vendor area, a beautiful view of Mount Rainier, the harbor in Seattle's port, great food and of course so many interesting women to meet and network with. Eileen McDargh was the main speaker and WOW does she have energy, enthusiasm, humor , charisma and really packed a powerful punch during the entire session to inspire all the attending women, including myself, to think out of the box. We were all energized by her energy! She recently hiked Mount Whitney so there must be something to this mountain climbing...I just got back from Mount Whitney myself but will save that story for another post. Check out her blog and website!

Eileen McDargh and the four esteemed women panelists who joined me on stage were  Robin Pisz, National Marketing Director for Lexus, Connie J. Adair, CEO of Winfield Taylor, Anna Zornosa, Executive Vice President and General Manger of Dealix, a divison of Cobalt and Gayle Crowell of the Technology, Media and Telecommunications Group of Warbury Pincus LLC. You can imagine it was a wonderful, insightful and lively panel. These women are all powerhouses and as we shared dinner the night before, our stories and spent time together at the event  I realized again how important it is for women to support one another and spend time lifting each other up and encouraging young up and coming women leaders. The entire event was first class and a delightfully refreshing experience for me as well.

The panelists were asked to discuss, comment and share on the following questions:

1. What are the top 3 things you did that you think allowed you to advance to the position you currently have?

2. Give us your best advice for how to increase our credibility and opportunity within a male-dominated environment. (Have you ever been in a situation where your felt your competency was questioned because of your gender and what would be the best way to handle this?)

3. Hindsight being 20/20, what is one thing that you wish you had done differently? ( a version of this is: What is the biggest mistake you ever made and what happened as a result?)

4. What , if any, are the trade-offs as a woman for ascending to your position? Do you have a family and if so—how do you handle it all without putting your family second—without hiring someone else to do “it” for you?

I would love to hear how YOU would answer these questions, please leave me your answers as a comment to this post.

Jody DeVere
President and CEO
http://www.askpatty.com
http://www.carblabber.com

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Now is time to go the extra mile and ensure loyalty with your women customers through creating a culture of customer service.

 There is a high correlation between customer service and customer loyalty. A study by the Society of Consumer Affairs Professionals in Business found 70% of online customers rated themselves "very likely" to make repeat purchases from companies that respond to and resolve issues.

With these few basic tips you can create and maintain loyal women customers by making them feel like the most important customer you’ve seen all day, no matter what the state of the economy is.

1. Focus on what you are able to do for them, and try to avoid saying there is something you are unable to do for them. If they have a difficult or impossible request, try suggesting the next best thing you can do for them. Admit that it might not be exactly what they were interested in, but that you have a way to help them. You should be able to offer them a viable alternative. This shows that their business is important to you and also that you and your place of business know how to solve problems. 

2. When a woman is angry, let them vent at first. Remember it’s not personal. Do not interrupt them or start to speak until they have finished everything they have to say.

3. Diffuse anger by saying “I understand that you feel upset or angry.” This will acknowledge the customer’s position and it gives the customer the sense that you care about what they are feeling.

4. Remember her name and use it at various points in the conversation. Write it down if necessary so you don’t forget the name.

5. Make sure you present an acceptable solution to her problem. Get her consent and agreement. This will confirm where you both leave the issue.

6. Always end each contact with a “Thank you” or a message of appreciation for her business.

7. When speaking to a woman, make certain that your tone of voice matches your words. Remember, your tone of voice can contradict your message.

8. Make sure you are actively listening and wear a smile even while on the phone! There is nothing worse than asking an upset or angry woman to repeat what they have just said.

9. Follow up on your solution. Contact her at a later time, to make sure that their problem has been resolved and they are pleased with the outcome.

10. Ask if there is anything else that you can do for her. Taking the time to ask shows her that you value her business, this often results in increased business and a more than satisfied customer who will refer you to her friends and family.

No matter what the product or service you have sold a woman customer, you can be assured that she will appreciate it by making it personal by sending her a personal thank you note. It may lead to referrals to friends and family when your attention to detail and customer service is passed on by a happy woman customer.

Jody DeVere
President & CEO
AskPatty.com, Inc.
www.askpatty.com
www.certifiedfemalefriendly.com
www.jodydevere.com

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Visit www.askpatty.com to learn more about how to become an AskPatty.com Certified Female Friendly Dealer

Women are responsible for 85 percent of all brand purchases. A new study reveals that Internet use far surpasses TV and print. And women outnumber men in social networking. Your market is women and they are on the Internet.

An IDC study released today, shows that people who have an Internet connection spend almost twice as much time surfing the Web than watching TV, and more than eight times as much reading newspapers or magazines.

In a week people spend:
32.7 hours surfing the Web
16.4 hours watching TV
3.9 hours reading newspapers and magazines

Further, a Rapleaf study of 13.2 million people and how they are using social media revealed that while the trends indicate both sexes are using social media in huge numbers, women far outpace the men.

The number of US women over age 55 using Facebook grew by 175.3% since September 2008, making mature females one of the fastest growing demographic groups on the social network, according to usage statistics released by independent blog Inside Facebook.

    Below are just a few more facts about our highly sought after Digital Divas:

    • 22% shop online at least once a day
    • 92% pass along information about deals or finds to others
    • 171: average number of contacts in their e-mail or mobile lists
    • 76% want to be part of a special or select panel
    • 58% would toss a TV if they had to get rid of one digital device (only 11% would ditch their laptops)
    • 51% are moms

Source: Mindshare/Ogilvy & Mather IDC a subsidiary of IDG, the world's leading technology media, research, and events company.

Best Regards,

Jody DeVere
President & CEO
AskPatty.com, Inc.
www.askpatty.com
www.certifiedfemalefriendly.com
www.jodydevere.com

Ph: 888-745-1928
eMail: jdevere@askpatty.com

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For the past several months, you can’t turn on the TV, glance at the Internet or flip through the pages of a newspaper without seeing a story or two about the dismal state of the auto makers and local market dealerships trying to survive or not. The auto industry is struggling to gain ground with cash-strapped consumers and is looking for ways to once again become a relevant part of consumer's daily lives.

Women either buy or influence the purchase of 85 percent of all new cars and trucks sold in the United States today. If women are so influential, why do they often feel ignored or worse, on the showroom floor?

During this unique and interesting economic time, does it make sense to polish your sales skills for the most influential purchaser of cars, Women?

Here are a few tips to help you communicate, gain trust, respect and sell more cars to women:

   1. Ask for and use her name. Her name is not sweetie, honey, lovely lady, baby or any other similar nonsense. Regardless of what kind of car she expresses interest in test-driving or buying, at no time does it give you (the salesman) the right to patronize me her saying “You’ll look really good in this car”.

    2. Use direct eye contact. Look at he when she is speaking to you, and look at her (not your cell phone) when you are talking to he. And remember, her eyes are up here, not down there.

    3. Listen to her carefully. When I, or any other woman, tell you exactly what they’re wanting in a car, write it down if necessary. When I ask questions, be patient and respectful when answering, and don’t talk so fast. Talking too fast is the quickest way to get me to ask you the same questions again just to make a point. When you talk too fast, it gives the appearance that you’re trying the bait-and-switch game, which no woman has any patience for.

    4.  Cell phone use. Being on your cell phone when waiting on a customer is downright rude. Either put your phone on silent or vibrate, or simply turn it off when dealing with customers directly. When receiving a call on your cell phone, your customer should be your first priority. Let your caller go to voicemail and take care of your customer, then check your voicemail messages. Don’t talk on your cell phone when taking customers on a test-drive. Doing so just might cost you the sale.

It is critical for dealerships to understand the Power of the Purse. Women represent multiple markets and are well informed before they come to buy a car. They talk to their friends, they surf the internet, read an average of 4 car magazines. When they buy, they buy for their families, their businesses and make recommendations to their friends and family.

Will women visiting your dealership be recommending you?

 
AskPatty.com, Inc.
www.askpatty.com
www.certifiedfemalefriendly.com

Jody DeVere
President/CEO
Ph: 888-745-1928
eMail: jdevere@askpatty.com

Add me to your Facebook, LinkedIn and Twitter:
http://www.facebook.com/wall.php?id=828202485&banter_id=526180649&show_all#/profile.php?id=526180649&ref=profile
http://www.facebook.com/pages/AskPatty-Automotive-Advice-for-Women/15290925093
http://www.linkedin.com/in/askpatty2007
http://m.twitter.com/askpatty

 About Jody DeVere

 Jody DeVere is the CEO of AskPatty.com, Inc. a social media marketing to women expert, journalist, car care & safety spokesperson and has more than twenty-five years of achievement as a successful entrepreneur focused on sales and marketing leadership including ten years developing web based business solutions across diverse industries.  AskPatty.com is a NIADA Educational Provider, certified dealers are held to a high level of customer satisfaction for women consumers.

 Visit www.askpatty.com to learn more about how to become an AskPatty.com Certified Female Friendly Dealer

  The Power of Female Car Buyers