Keith Shetterly

Company: TurnUPtheSales.com

Keith Shetterly Blog
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Keith Shetterly

TurnUPtheSales.com

May 5, 2011

Shetterly's 3 Laws of . . . Internet Leads

 

1) Don't Forget to Still Answer the Sales Calls CorrectlyAn inbound sales call on average is much more valuable than an Internet lead. Studies show that nearly 8 out of 10 shoppers who contact us from our web presence call us for that first contact. Just because Internet Leads might be easier to measure doesn't mean you can or should ignore needing great sales phone skills on your inbound sales line--online shoppers are going to call you, so be prepared to close them on an appointment!


2) Be Ready to Work for Your MoneyThe only fact you actually know about an Internet lead is that you got one. The email address might be wrong; the vehicle of interest might be the result by a bad shopper selection; the lead might be a prank (on your dealership or on the shopper); etc. Really, all you know for a fact is that you got a lead, so work it via email and phone until you are sure that you've done your best to get the information needed to reach the shopper. And then . . . CALL them, if you can. See the next rule.

3) The First Bird Gets the WormAny sale from an Internet lead will most often go to the first dealership to convert the lead to a good phone call. Of the 22% or so of online shoppers that do email you or send in a lead, email them back immediately what they want to know with calls to action, especially ones that will lead them to call you. And, if the shopper gave up a phone number in the lead or email, my successful rule is to also call them immediately--and with compelling reasons to talk to you and come in as soon as they can. Great phone skills still get you sales from the Internet, and likely will for some time to come.

By Keith Shetterly, keithshetterly@gmail.com
Copyright 2011 All Rights Reserved www.keithshetterly.com
www.twitter.com/keithshetterly
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May 5, 2011

My Online Vehicle Advertising Gorilla Ate My Digital Homework

 

Silly title, yeah, but here's my point:  Is Autotrader's purchase of Vin Solutions the "death knell" for other Website/CRM/Digital/etc. vendors in automotive?  Do I need do no more study or market homework for tool selection, and so I just have to call Autotrader to get all my strongest needs satisfied?  To the first question, I don't personally think so IF the other vendors focus on improving their products to compete.  At least not for a while.  To the second question, well, I'd guess that was Autotrader's intent, which I am thankful for, but I am wary to make sure something of this size will stay focused on my and my dealer's needs.

In my career that includes several other non-automotive vertical markets, I've been through a number of tool-market consolidations that moved us away from the "best of breed" mentality--and I can say from personal experience that consolidation can be good, bad, or both for the end user. 

In this case, I think the complimentary products of the Autotrader suite, and the vision of cleaning up the data integration and marketing nightmares that happen with multiple vendors already, are definitely very good things for us in the industry and for dealers.  The bad thing is that while the inflatable gorilla is (rightly, and yay!) disappearing from the top of our buildings, it is being possibly replaced by a much-heavier Autotrader gorilla that is now strongly inserted in a position to influence the bulk of our used car supply chain, especially for marketing and pricing.  Autotrader, HomeNet, vAuto, KBB, CDMData--and now VinSolutions.  That's quite a gorilla.

And, as long as that gorilla stays off my roof, I don't see that as a direct threat to business, and I loudly applaud the independence that Autotrader has given and still gives to the purchased products it has added.  I hope they always do that.

And that's the possible threat in the future that I do worry about--because I worked many years for, and worked for many more years with, another gorilla called Microsoft.  My hope is that Autotrader continues to work to provide tools (by development and purchase) that we can use, and never to provide tools they control us to use.  That was the Microsoft mistake, which ultimately involved the Department of Justice (you can see a very minor reference to little ol' me in that mess here).

My hat's off to Autotrader and to Vin Solutions, as this particular marriage makes more sense than just about any other acquisition for several years now in the automotive space.  I look forward to some great things from both of them!

Let's all just have an eye out for this new gorilla and make sure he never sits on our dealership building.  We can't afford that weight on the roof.  And neither, frankly, in my experience can Autotrader.

So, keep watch that new gorilla doesn't ever show up there, and go enjoy the results of this new arrangement for your dealerships.  There's a whole lot of good here:  Let's use it!

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May 5, 2011

The Good Ol’ Boy Network (GOBN) Limits Dealer Success

 

 

The Good Ol’ Boy Network (GOBN) of the car business limits us in how we apply experienced and/or capable people, how we run our dealership’s business, and in how we approach women in this business for everything from ownership, to manager spots, to sales positions. And, by doing all that, limits our success.  And our profitability.  Let me tell you my own experience with the car business GOBN, and then I’ll address the point I’m making on limits.

I came to the car business in my 40’s (I’m now 52) with experience ranging from owning my own business, to Fortune 100 Consulting, to several years at Microsoft. I entered the sales floor, as perhaps many do, because I had a financial issue—I had a cash flow problem with my business, and so I was making an effort to offset that slowdown.

I was privileged to work with several great salespeople who were happy with me until I started selling #1 consistently. Eventually, they came back to liking me, but what really happened next was inevitable: I knew so much about sales and marketing, and the dealership group’s attention to marketing and the Internet was severely lagging. They couldn’t run a marketing program in any coordinated fashion to save their lives. I tried to help, but I ran right smack into the GOBN: I couldn’t possibly understand the car business! And the people they had running all the marketing and Internet were just fine. Really. They knew them all very well, how could it be otherwise??

And so I sold lots of cars and left when my cash was right again. The main store’s GM called me very shortly after that, though, and he said “I get it even if other’s don’t. I need your help in a BDC with phones and Internet, can you come back and help me?” And so I did. And a shout-out to my old GM, Mike, by the way: Thanks very much for that!

He and I worked together and took the BDC—even back then—to running 40% of the dealer’s vehicle retail business. I eventually moved on to an eCommerce position at a large group, and for me the rest is history as they say—I’m now an independent consultant (www.keithshetterly.com), but I still have all that experience, both outside and inside the car business. Plus I qualify now for some entry into that GOBN. Who knew?

Though that’s still not true with everyone who considers me, because I’m not twenty years in this business making all the same mistakes they are making (if not direct business mistakes, then business-limiting mistakes because they are still GOBN-oriented).

So, what are a few of the most common GOBN limits? First, that experience outside the car business isn’t any strong help to a dealership; second, that running the dealership AS a business, instead of by GOBN “relationship decisions", is not possible nor profitable; and, third, that women are never, ever part of the GOBN.

Yeah. I said it. Women are limited by the GOBN in the car business. Still. I’ll write more on that in a minute.

I already covered the GOBN’s reaction to experienced and capable people when I wrote about my own entry into the car business. What I see for GOBN for relationships that hold back their business success is perhaps best given in questions: Who knows a GM who buys a random direct mail piece because his buddy at another dealership “killed it” and sold “fifty cars” from it last month? Or has seen the management clearing-out that happens with some GM regime changes? Or still sees print advertising spend over digital because the GM has a long-standing relationship with the local newspaper? And so on. Exactly.

And back to women, then, to wrap up, and I’ll ask some more questions: How many women GMs and managers are there? Would a successful woman ever get online as a dealership Marketing Director and write on an automotive professional blog site (using both their personal name and their dealer’s name) in angry posts, some containing profanity (see the thread here, be warned)? Would even my actions there be done differently? Why do lots of capable women leave the sales floor? Why do the ones who stay do so well and yet cause such jealousy?

GOBN, that’s why. For all of that and more.

We need experienced, capable people with new ideas; we need to run our dealerships as a business, not as clubs; and we need more women in sales, management, and ownership.

And we lag on all these because of the limit of the GOBN, both in business practice and in attitude. Removing that limit will do more for long-term dealership success than any new efforts on Internet, Social Media, Reputation Management, etc. ever will alone—simply because those are all really most successful when change for business success is really embraced.

And the car-business GOBN hates change. Have you noticed? So did the dinosaurs, perhaps, and they are now encased in rock. Don’t be a GOBN fossil and miss modern success and profit.

Change.

 

By Keith Shetterly, keithshetterly@gmail.com
Copyright 2011 All Rights Reserved www.keithshetterly.com

www.twitter.com/keithshetterly
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May 5, 2011

Letters and Mother's Day

One of my very good childhood memories is Mom writing Granny (her Mom) letters and Mom also getting letters from Granny.  Mom and Dad had moved us to Ohio for the better life that came then from factory work, so at the time we were far away from Granny back in Tennessee.  The telephone was still expensive and unreliable way back then, and Granny's phone was also a party (shared) line for a while--so privacy wasn't assured on the phone, but it was in the mail.  And so there was something very special about those letters, and those times, too, because people had to take time to reflect and write and mail, to wait and read and reflect.  Putting hand to pen to paper meant something in those days, and that something is really not as strong as an "instant" email is now.

I'm sure those letters came in all seasons, but I recall them best when it was warm spring and summer. The mailbox was across the street, and I remember when I was old enough to get them and bring those letters to Mom.  And to take hers to the mailbox to go to Granny.  The letters were always fat with paper, as they both wrote many pages--but that makes sense, if you think about it:  They surely wrote about everything, from their hopes to their set-backs, from relatives to kids, to maybe even songs they liked on the radio.  I'll never know what was in the letters, but I remember how happy my Mom was to get them; the week of Mother's Day always had a special letter, I'm sure.  I even remember, when we visited Granny during the summers, the stacks of letters from Mom that she had saved.  They both saved them, as I recall, now considering it, as I think Mom kept them, too.  I wonder where they all are now?  Still saved?

Whatever the fate of those letters, the strong bond between my Mom and Granny still lives in my mother's heart and eyes.  And in my and my siblings' hearts and lives, too.  We are all what we are, in a large part, because of the relationship these two women had over decades--and a long period of that via letters and some summer visits.

Thanks, Mom, and thanks, too, to Granny.  In the kids you raised, and in their kids, too, and in ways no one may even notice, but in ways so very, very important, those letters live on.

Happy Mother's Day to them, to my daughter and my wife who are both mothers, and to all mothers everywhere. 

Thank you!

 

by Keith Shetterly, keithshetterly@gmail.com
Copyright 2011 All Rights Reserved
Come visit www.SoutPoet.com for more of these

Keith Shetterly

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May 5, 2011

Shetterly's Three Laws of... Women Buyers

 

 

1) Hire some women!  Women buyers will, on average, prefer to buy a vehicle from another woman when they can--and women salespeople are awesome.  By the way, women salespeople will do a great job with male buyers, too.

2) Smile and understand their power.  Lots of women are on their own and earning money these days, and, when in families, women statistically make most of the car-purchasing decisions, anyway--so, if you can pleasantly help women smartly enjoy their vehicle purchase, you will get some of your best sales.  And referrals.

3) Sell with polite confidence.  Women don't want to buy vehicles from mean or weak people, male or female, which means--no matter your own gender--you'll lose the sale if you are condescending or disrespectful.  Or just don't know your product.

 

**To help be sure I wasn't a total Neanderthal about this, I vetted some of these ideas with Dr. Elizabeth Archuleta, whom I would like to thank.  Regardless, though, I take full responsibility for the idea and content of this article.

 

(from the dealership series Shetterly's Three Laws of...)

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May 5, 2011

Shetterly's Three Laws of... Excellence

 

 

1) Mediocrity is a habit; excellence is a choice.

2) The ability of a competitor does not govern your excellence:  Competition for excellence begins and ends within yourself.

3) Excellence is not a measure of effort--it is a measure of results.

 


(from the dealership series Shetterly's Three Laws of...)
 

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Apr 4, 2011

Shetterly's Three Laws of... Social Media

1) Be socialWherever two or more of your customers are gathered, so should your dealership be there also (to paraphrase), and that applies to social media.  And, if you're not there personally yourself, too, get on Facebook NOW--having a business page and not being on Facebook yourself is like buying a newspaper ad when you can't read.

2) Start smart socialLaunch your social media business pages, etc. with a plan, or don't do it at all.  If you can't monitor it, don't have it; if you can't add interesting content on a good schedule, don't start it.

3) Keep it socialYour Mom wouldn't care to see your inventory stapled to her walls--at her house OR on her Facebook news feed--so don't think your customers will like that on Facebook, either.  They'd all like, however, to hear about your customer's new truck that trailered their boat to a great lake trip.  Act otherwise and your page will be ignored by your customers--and you won't even know it.

(from the dealership series "Shetterly's Three Laws of...")
 
 
By Keith Shetterly, keithshetterly@gmail.com
Copyright 2011 All Rights Reserved

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Apr 4, 2011

Shetterly's Three Laws of... the Internet

1) Every customer is an "Internet Customer.  With upwards of 90% of people car-shopping online, don't focus on the 10%.  They're ALL educated on the Internet now.
 
2) The Internet isn't "going away"--either your business is going to absorb the Internet and all it means, or it is going to absorb your business and all it means.  And YOU get to go away.

3) The Internet will amplify business-damaging negativity about dealerships all by itself, and the world will know all about it--and you cannot stop it from doing that.  To have it amplify your dealership's positives to consumers far beyond those negatives, you must do work both creating lots of real positives and having the Internet present them to the world.
 
(from the dealership series "Shetterly's Three Laws of...")

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Apr 4, 2011

Reputation . . . "Managed"??

 

“Reputation Management” (RM)??  I was in one of the first group of folks who started using this term, as far as I know, and I have come to strongly dislike it:  A great reputation is created with great customer service; it isn’t managed.  However, if, by RM, you mean that you need to let the world know about your great reputation that you get from delivering great customer service and working to correct unhappy experiences, that’s very good; unfortunately, RM is sometimes positioned as a way to overcome valid bad reviews (get them off SERP 1, for example).  Or, worse, the term “RM” is sometimes hijacked by people wanting to advertise a way to “correct” your reputation, much like the firms that advertise to “clean” consumer credit.  And just as false and un-successful.

So, how do people find your reputation?  Nowadays, it’s found online by searching on a make/model in you area, searching on your dealership’s name (52% of website hits are from direct searches), finding Google Places rolled-up reviews, finding sites such as your PrestoReviews site on the first SERP, getting DealerRater info, and various other review sites such as MerchantCircle, etc.

And how much impact is a reputation?  Reputation is the oldest advertising, but it has been long-eclipsed by one-way, one-to-many commercial advertising.  Data says that, however, if reviews are available, 82% of online shoppers will read them—but what the shoppers do with them next is currently in some debate:  How much do reviews influence their choices?

Do you really want to wait for that data?  Not if you want to win

And, so, the first real “management” you need to do for reputation, besides delivering a great customer experience, is to understand and properly react to what’s actually happening with customers that is now being relayed via reviews, Facebook, Twitter, etc.  And in ways it will be sometimes hard to see or measure.  And sometimes in real time! 

For example, in my own case I’m “friends” on Facebook with my wife’s dear friends, a couple.  The husband, call him “Ted”, was on Facebook complaining he was being mistreated at a dealership during the sale, and I happened to catch that in my Facebook news feed—and I realized it was the dealership where my friend, Mike, was GM!  I called Mike, and it took a few days to sort it all out, but “Ted” was finally happy and crowing about the good experience to all his friends on Facebook.

That’s “hands on” Reputation Management.  Real reviews from real people, really in the dealership, that lead to a real and great reputation.

And we come to the age-old question, paraphrased:  If a tree has a great customer experience in the forest, and no one is there to see it, did it really happen?  In other words, how do you amplify the advertising that is a review?

The first answer?  SEO!  This is why I’m a big fan of PrestoReviews, which accepts reviews from customers in the dealership (allowing for the fastest resolution of any issues) and turns them into fantastic search engine results!  We talk a lot about the extremely high value of “user-generated content” for great SEO, as we should, and this is “customer-generated-content”!  This is the best of what I already wrote “Real reviews from real people, really in the dealership, that lead to a real and great reputation”, now leading to great SEO!  Brilliant, and a great win for any dealership. 

And the Presto Reviews are starting to roll up into Google Places, as well, which is even better.  Here’s a screenshot of a search for a PrestoReviews client Hawkinson Kia (click on it to see it full size):

The next answer?  It’s not Yelp.  It’s DealerRater, in my opinion.  Yes, I know DealerRater is best used a paid service, and that it runs its own search engine efforts using your reviews (your content!), and which it sometimes also turns into ads for competitors within your review listings,   However, it’s dealer-centric and has a strong “review-site” foothold, and it’s not that expensive to do the paid version.  AND DealerRater reviews will often roll up into Google Places, and that’s the real value.  There are a few other sites like MerchantCircle to consider, as well.  Here’s a Dealerrater screenshot (click on it to see it full size, and note the competitors shown are actually in Houston, which is where my IP is):

Anyway, to wrap up here, I’ll live with the term “Reputation Management”, as it’s got that strong foothold, too.  However, without hesitation and regardless of what tools you use to manage letting people know about it, I’ll tell you how to simply and always have a great reputation: 

Start with a great customer experience!

 

P.S. Check out Shetterly’s Three Laws of Reputation

 

 
By Keith Shetterly, keithshetterly@gmail.com

Keith Shetterly

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Apr 4, 2011

Shetterly's Three Laws of... Reputation

1) Reputation is advertising.  Good or bad, you don't buy it, but you pay for it one way or another.

2) Reputation begins with customer service that people must talk about.  If you fail at great customer service and you fail to be talked about positively, you are going to fail at great reputation.

3) Reputation is something you own as far as responsibility, but your customers always own it as far as content--it's what they say, not you, that is your reputation.

 

 

 
(from the dealership series "Shetterly's Three Laws of...")
 

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