According to a recent eMarketer survey, nearly 75% of retailers in North America list personalization as one of their top priorities when it comes to customer experience.

Retailers want to provide personalization to both first-time and repeat customers with relevant content and recommendations, but the reality of its implementation seems a little more complicated.

However, according to Drew Giovannoli, product marketing manager at Bazaarvoice, it doesn’t have to be so complicated. We interviewed Giovannoli to get the scoop. 

“They’re not expecting anything futuristic. They just don’t want retailers to waste their time,” said Giovannoli in a phone interview with DrivingSales. “They aren’t trying to learn and navigate your store – they want what they’re looking for without having to go in a million different directions.”

Giovannoli is the product marketing manager in charge of personalization data products at Bazaarvoice, a company that has been working with leading retail and brand clients for over a decade. In the interview, he said a common conversation he holds with clients tends to focus on personalization and giving a better experience to customers, which then provides returns for the business.

However, there’s often a disconnect between what retailers think they’re doing and what customers feel like they’re getting. Add in the difference between personalization and customization, and the waters muddy even more. 

“You can customize into different segments, but when you personalize it, it’s really talking about that one-to-one experience,” he said. Many times, Giovannoli added, retailers are catering to an A/B Test.

“For example, let’s say you sell three different types of ice cream. You ask Joe what his favorite flavor is, and he says chocolate. Customization would be knowing Joe prefers chocolate, but going with strawberry because that’s what the largest group likes,” he said. “It’s personalization if Joe says he likes chocolate ice cream and that’s what we give him.”

“Where the disconnect really occurs is when a retailer starts to cater to the masses instead of to the individuals,” Giovannoli said. “If we are tailoring an experience at all, we’re often just splitting among a demographic instead of tailoring to the individual preferences.”

So, what are the best dealerships doing to maximize the customer personalization experience? Making recommendations based on what shoppers are looking for, not based on who the dealership thinks a shopper is. You don’t want to just know who they are; you need to find out “what this person actually cares about,” said Giovannoli.

“63% of folks who are actively shopping automotive retail say a personalized home page makes it easier to find items that they like,” said Giovannoli. “But only 26% of those same folks have actually experienced a personalized homepage.”

When it comes to personalized sites, customers should rarely be viewing content thats feel “new” to them, according to Giovannoli. Rather, it should feel like they landed in just the right spot. Things like relevant videos and content, display, production recommendations, and search personalization are great tools for improving site personalization.

On the other hand, the least effective dealerships are catering to the masses rather than the individual.

“Businesses start to fail when they treat everyone the same,” Giovannoli said. “When someone walks into a dealership, you can start to figure them out immediately, but that immediacy isn’t available online, so you have to find a way to bring that same experience to your website visitors.”

The idea and implementation of personalization is hardly limited to a single industry, but there may be a notion that it isn’t as applicable in the automotive industry, said Giovannoli.

“In retail automotive, there is a huge interest among consumers when it comes to finding what they’re looking for, and there are a number of different factors: are they more of a premium customer or a value customer? Sports or adventure?” he said. “Personalization is not just for high-end apparel retailers; taking advantage of this kind of data can give automotive retailers a huge competitive advantage.”

Could this small change make a big difference? If you already do this, have you a seen a difference from before you did it?

Ian Coburn is the author of The Customer is Never Right: Sell More Trucks, Cars, Buses, Parts… Anything in One Month. He is a former training manager at Navistar and president of the soft skills talent development and training company GPA Training, Inc., but he started his career in a rather unorthodox position: as a stand-up comedian.

“It was my job, touring across North America, for ten years,” Coburn said. “No one realizes the value of a dependable vehicle and thus a great mechanic and knowledgeable source on vehicles [more] than a comedian. I was once on the road for 106 straight weeks. Literally, the only relationship in my life as a comedian was my car.”

Uncommon, to be sure, but touring as a comedian served to build up a useful repertoire of skills. When Coburn got tired of the comedian lifestyle, it made “perfect sense” to get into sales and customer service; after all, he’d developed the ability to speak in front of people and, most importantly, how to listen to people.

“It was a huge advantage because unlike when we are dealing with a customer, I didn’t have any numbers, deadlines, quotas, etc., to hit,” he said. “I could just listen, which got me interested, which led to me asking questions to learn more and really dig into the details. I learned to do it, effectively, and quickly.”

His first job after being a stand-up comedian was selling office supplies, where he was “immensely successful,” breaking sales records. His first day on the phone, he made 39 calls. Of those, he scheduled nine appointments and sold a man twelve computers – a 26% close rate. Two weeks later, his employers created the training manager position and promoted him.

And so it went. Coburn would start a sales job, get great results, and be put in charge of the team or training after a few months. Eventually he became a sales consultant, setting up, training, and/or “revamping” sales and customer service teams. In 2016, Coburn joined Navistar as a training manager, quickly becoming a frequently-requested speaker at conferences.

So why did Coburn decide on the automotive industry? Simple: he wanted to help.

“Auto and truck have been ignored by L&D, which is too bad, because you won’t find a better group of people who deserve to achieve maximum results,” he said. “They make everything happen,” from selling and servicing vehicles that take children to their soccer games to spending long hours on their feet dealing with disgruntled people, especially in service.

“Other jobs, we hear people sometimes ‘go above and beyond.’ In auto and truck, the job [itself] is going above and beyond, like when techs drove to Mount St. Helens from Chehalis, 100 miles away, to pick me up at 2:30AM because my ball bearings had busted, leaving me dangerously stranded in a curve heading up to the mountain,” Coburn said. “So I jumped at the chance to help truck dealers improve when the opportunity arose, and then to later add auto to the mix.”

What Successful Dealers are Doing Right

One word: listening.

“Top sales and customer service people, whether at dealerships or in other industries, listen and respond. They ask questions and make few statements. Then, once they feel they have all the information they need, they sell you the solution you need,” Coburn said. “That solution is never a vehicle, part, or service; instead, it is the dealership. They also build good relationships with everyone within the organization.”

Coburn talked about an auto rep who sold Coburn’s own mother a car in Lima, Ohio. The rep asked her a few questions: What are the most important features you’re looking for in a vehicle? How will you be using the vehicle? What about passengers or other drivers? And then the rep listened to her responses and asked follow-up questions before providing exceptional service – including a free oil change.

“My mom was so impressed,” said Coburn, “that she now drives one hour to Lima whenever she needs something for her car, even though she used to use the mechanic just down the block from her.”

What Unsuccessful Dealers are Doing Wrong

Conversely, struggling salespeople and customer service employees talk more than they listen.

“They rarely ask questions, causing them to frequently take customers down the wrong path, then must backtrack, somehow blaming the customer. And they aren’t shy about letting the customer know it: ‘I wish you had told me that,’ or ‘You should have said something,’” Coburn said.

And , he added, even if a salesperson does assume everything correctly, failure to ask questions (and listen to the answers) causes, in turn, failure to build rapport with customers. Even worse, sometimes salespeople will bad-mouth other departments in their own dealership, which is unlikely to encourage repeat or referral customers.

What Can Your Dealership Do?

Coburn puts it like this: Stop marketing; start selling.

“There is a muddy area between marketing and selling in the dealership world. When we stand in front of someone and point out all the features of a vehicle to them (‘The seats fold into the floor, I’ll demonstrate.’ ‘You can remove the cupholder to reveal a hidden department.’), we are marketing,” Coburn said. “When we ask questions (‘What are your top three must-haves in a vehicle?’ ‘What qualifies as good mileage to you?’), we are selling. There’s a reason someone coined the phrase, ‘Telling isn’t selling.’”

Coburn also advises that asking questions (and – you guessed it – listening to the responses) can be used to control the conversation. There is talk in the industry about not being “order takers,” but Coburn points out that many dealerships train their staff to be just that.

“We teach them to ask, ‘How may I help you?’ at the onset of the conversation, which tees up the customer to ask the questions and our staff to answer. The problem is, customers aren’t experts, so they don’t know which questions to ask,” he said. “Better to teach your staff to ask, ‘What part/service/vehicle are you interested in today?’ It sets up staff better to continue asking questions.”

Take the time to walk around your sales floor and listen to your staff, and see who ends up asking the questions. Chances are, you’ll find it’s almost always the customers. Once, as an experiment, Coburn walked around 22 different car dealerships in the western suburbs of Chicago, and the salespeople were the ones asking the questions in only four instances.

Another thing you can – and probably should – do is answer questions with more questions. People usually tend to answer questions with statements, but oftentimes, the question being asked is not the “true” question. The goal should be to identify and answer that “true” question. To find out the real question, Coburn recommends following these three steps:

1. Acknowledge the question.
2. Get permission to ask your question.
3. Go straight into asking your question.

Coburn referenced an interaction he witnessed at a dealership, involving a sales rep and a customer. The customer asked the sales rep if a particular vehicle got good gas mileage on the highway, to which the sales rep replied, “Yes, sir, 24 miles.” The customer thanked him, refused the his offer of a brochure, and began to walk away.

At this point, Coburn jumped in, asking the customer what qualified as “good” mileage on the highway to him. The customer said it was 28 miles, so Coburn asked the rep if there were any vehicles that fit that standard. When the customer was asked if he would like to see those vehicles in particular, he said he would, and the rep led him off.

“The ‘true’ question was not, ‘Does this vehicle get good gas mileage,’ but ‘Do you have vehicles that get at least 28 miles per gallon on the highway?’” explained Coburn. “That’s the question the rep needed to identify and answer. Why didn’t the customer ask that question? It goes back to L&D – how the adult brain works.”

“The customer  knows what qualifies as good mileage to him, he knows the car he is looking at, he processes the information, and then asks, ‘Does this get good mileage on the highway?’” Coburn elaborated. “Interestingly, a child would have been more likely to ask directly if the car got 28 miles on the highway, because children’s brains aren’t developed to the point where they do such processing.”

Coburn says your dealership should also practice objection handling. The simplest way to do this is to bring the customer with you, by “repeating the objection, [getting] permission to ask a question, [and asking] your questions instead of making statements.”

When Coburn and his wife went into a Toyota dealership to buy a minivan in 2016, they looked at the Sienna. Coburn told the sales rep he liked the folding seats in the Pacifica, and the sales rep retorted, “Yeah, but it doesn’t have [this feature] and [that feature].”

“None of those features mattered to me,” Coburn said. “He pushed the product, came off slightly confrontational, and turned the atmosphere negative by putting down the product – worse, it was a product I had told him I liked, which some customers could mistakenly take as him putting down their personal tastes or judgment.”

You can circumvent this effect by bringing the customer with you. Instead of putting down certain features, sales reps should ask the customer questions to determine why they like a particular feature.

Coburn’s final piece of advice? Have fun!

“Take it from a former touring comedian: when it comes to communication, delivery is more important than content,” he said. “If you’re having fun, the customer will have a much better experience, because your delivery will be much better. Top sales and customer service reps are always having fun, regardless of their numbers or the challenges they may be facing outside of work.”

Coburn’s book, The Customer is Never Right, is available here. DrivingSales members can receive a discount by using the promo code DRIVINGSALES.

Whether you’re a veteran digital marketer or you’re fairly new to the game, you (I hope!) already know that the importance of keywords can’t be overstated when it comes to your ad campaigns. But there’s another, equally important component that a vast number of marketers -- including some of the most seasoned ones -- are full-on neglecting: negative keywords. In fact, research conducted by WordStream has found that, over the course of one month, nearly 50% of digital marketers fail to add a single negative keyword to their AdWords accounts. And the reality is that if you’re one of those who aren’t incorporating negative keywords into your PPC and search strategies, you’re almost certainly tossing boku marketing bucks straight into the trash can. As the folks over at Google have summed it up, “One key to a highly targeted campaign is choosing what not to target.”

What Are Negative Keywords?  As we know, Google functions like a type of auction, where you bid on keywords you’ve deemed most relevant to your dealership’s website and marketing objectives. But what you may not know is that you can also tell Google the search terms for which you don’t want your ads to appear. These are called “negative keywords” (they may also be called “negative matches”). Here’s how Google defines negative keywords:

When you run a PPC campaign, you fork over money every time someone clicks on your ad -- even if that person isn’t a member of your target audience and doesn’t give two hoots about the product or service you’re offering. When this happens, you’re paying good money for a totally useless click: not exactly an ideal way to distribute your ad spend. To illustrate, here’s an example:

Let’s say you’re in charge of digital marketing for a Ford dealership. A classic cars enthusiast -- we’ll call him Sam -- wants to find parts for his Ford Edsal, a model that was in production from 1958 until 1960. He performs a search query for Ford Edsal car parts, and an advertisement for your dealership appears in the search results. Sam’s not in the market for a new car and he’s not looking to have his current vehicle serviced, but he accidentally clicks on your ad (or maybe he clicks it on purpose, thinking that a Ford dealership would sell the parts he needs). Boom. You just spent precious marketing dollars on a useless click. Or maybe you’re paying per impression, and your ad shows up on Sam’s blog, which is a forum for people who are obsessed with restoring vintage cars. The result is the same: wasted money. Enter negative keywords, which “offer an opportunity to strategically restrict your PPC advertisements so they only reach your best potential audience.”

Benefits of Using Negative Keywords.  As I’ve just illustrated above, using negative keywords can save you money and increase your ROI. But implementing them into your digital marketing strategy also has some other, less obvious benefits.

For one thing, it can help you create more relevant ad groups: “By weeding out keywords that aren’t related to your business, you tighten the relevance of your ad groups. Small, closely-related ad groups allow you to craft a single message that speaks to your entire group of keywords.”

Using negative keywords can drastically impact your click-through rate (CTR), as well. By eliminating uninterested users from your audience, you automatically increase the likelihood that those who do see your ads will click on them -- and eventually make a purchase.

Choosing Negative Keywords.  Not sure how to decide which keywords should make your negative keywords list? Google suggests looking for “search terms that are similar to your keywords but might cater to customers searching for a different product.”

You can use the same discovery methods for negative keywords that you already use to find regular (“positive”) keywords. For example, you can search for a term in Google’s AdWords Keyword Planner tool, just as you’d search for a positive keyword. As you browse the list of related keyword searches, look for items in the list that you know are irrelevant to your dealership and marketing objectives. Likewise, you can use the Search Terms Report tool within AdWords. Because this tool shows you the actual search queries that have triggered your ads, you can use it to eliminate those that are irrelevant by adding them to your negative keywords list.

How to Add Negative Keywords to a Campaign or Ad Group.  Google provides the following instructions for adding negative keywords to your campaign or ad group:

• Sign into your AdWords account and click Keywords from the left-hand page menu.

• Click Negative Keywords, and then click the blue ⨁ button.

• From here, you can apply new keywords, add a new negative keyword list, or add an existing negative keyword list to your campaigns or ad groups:

  • Apply new keywords or add a new negative keywords list:

    • Select Add Negative Keywords or Create New List.

    • Choose whether to add negative keywords to a campaign or ad group, and then select the specific campaign or ad group.

    • Add your keywords, one per line, making sure your negative keywords don’t overlap with your positive keywords.

    • Click Save.

  • Use an existing negative keywords list:

    • Select Use Negative Keyword List.

    • Choose the campaign to which you’d like to apply negative keyword lists.

    • Check the boxes of the negative keywords lists you’d like to use.

    • Click Save.

A Note of Caution.  It’s important to remember that negative keywords don’t work for Display and Video Ad campaigns the same way they do for search campaigns. According to Google, “[d]epending on the other keywords or targeting methods in your ad group, some places where your ad appears may occasionally contain excluded terms. For Display and Video ads, a maximum of 5,000 negative keywords is considered. You can also avoid targeting unrelated sites or videos by implementing site category options and content exclusions.”

Scott Hill, Executive Chairman and Cofounder at PERQ, shares why the "control the process" mindset is becoming obsolete for dealership sales.

Yesterday, we published an infographic with some interesting stats about the power of local SEO. Now, here are some quick tips for improving your dealership's local SEO to leverage that power.

Scott Hill, co-founder and executive chairman at PERQ, describes what "lead traps" are and what they can mean for lead quality.

When Shannon Crane, founder of BDC PowerConsulting, started out as a BDC Manager at a local dealership, she was “as green as it gets.” Not only had she never worked in a dealership, she’d never even financed a car before.

To use her words, she “kind of fell into the automotive industry” – much like many of us did. And, like so many of us, there wasn’t a whole lot of training involved. She was thrown to the wolves. As a result, “when something worked, I’d add it to my repertoire. Basically, when it stuck, it stuck,” she says.

Crane started out with a bare-bones BDC, taking internet leads at a makeshift desk in a corner of the dealership showroom. Eventually, the GM had the receptionist start sending sales calls her way. A little over a year later, and after a small amount of growth in her department, Crane was promoted to the management position.

Crane explains that people who have to figure things out the hard way tend to be very good at training others because they had to carve their own path and make (sometimes embarrassing) mistakes to learn and therefore can pre-empt the major pitfalls and misunderstandings green employees will come across before they have a chance to make common mistakes with customers.

When Crane first took over the BDC role, there wasn’t a lot of structure in place. There was no path already in place to follow because the department was brand new when she started, so she carved her own path. She revamped the word tracks and created the process, the reporting system, the templates, and the variations thereof. Crane strove to set up an “efficient, machine-like system” that was personal at the same time. She also wrote the BDC departmental handbook, administrated various systems, and participated in the morning managerial save-a-deal and sales meetings.

Crane notes she was “very fortunate to work for an incredibly talented, and surprisingly wise GM” She described her former general manager as a genuine person who understood things in a realistic way. “I learned a lot about managing people from observing him, and he always stopped to answer my deeper questions when they came up. When he gave me run of the BDC, he basically just said, ‘It’s your world, I just live in it. Run it.’ It felt good to have that confidence from someone I respected so much.”

After four years at this dealership, Crane decided to branch out and start her own BDC consulting firm. She knew there was a great need for the niche-style of training and coaching designed specifically for BDC’s: when she was managing her own department, 60 percent of her job was spent coaching, and she was always on the lookout for someone to come in with a fresh perspective.  Crane needed someone to come in and refresh her team, but she could not find a professional trainer that specialized in BDC appointment closes.

“When you have a team you’re in the same room with every day, and reinforcing the same wordtracks and strategy multiple times a week, sometimes it stops landing with the agents. It becomes background noise,” she says. She believes that hearing the same call strategy from a second voice reinforces the legitimacy of the process, as the second voice will always have a fresh spin on coaching or teach a new turn of phrase to use on calls or emails that reignites the team’s motivation.

Crane would take time to pick the brains of outside showroom sales coaches who were brought in to that dealership on a semi-regular basis, but found that their processes, although wonderful for floor sales, always fell apart about ¾ of the way through for her team’s needs, since their specialty was on closing showroom sales, not setting appointments for internet and phone customers. This was the experience that informed her decision to go independent.

Crane’s Advice to Dealers: Keep It Simple, and Grow Slowly

BDCs can be expensive to start up, which holds dealers and GMs back from moving forward.

Crane recommends a type of “baby steps” approach for dealers who want to incorporate a BDC but are put off by the overwhelming process of integration:

For Crane, the first step for a new BDC is to answer incoming internet leads only. This allows the team some time to get comfortable and perfect their phone skills with outbound calls they can mentally prepare for first. The next stage of growth is to then integrate incoming sales calls. After that, the BDC can learn the service process and start taking all incoming calls as well as scheduling service appointments. 

These small steps don’t benefit only the BDC, either. “Service departments can be overloaded. The service writers’ inability to be at their desks all day to answer customer calls is something that will give a service department bad reviews online. Bad reviews they don’t deserve,” Crane said. Taking over service appointments and calls can dramatically reduce the load for often-buried service departments.

Crane says that funneling all incoming calls through the BDC ultimately eliminates the need for a receptionist position and keeps the customer from having to wait patiently through multiple transfers to find the right person to talk to about their needs.

“The point is to make those changes, but [to] make them in increments so you’re not overloading your team [and] your expenses,” she said. “Introduce one new step, let the BDC get comfortable and confident in its process, and then add in the next step.”

Crane believes BDCs that also specialize in service appointments are integral to ROI because you can generate sales from people who are calling in for repairs, sometimes major. If trained properly, your BDC can begin to integrate your service customers into dealership sales campaigns.

Crane advises spacing out the stages of growth in increments of four to five months. Start off small, she says, and gradually build up the number of staff only as needed. Some dealerships may start new BDC agents to be focused on service calls and campaigns first, while training in sales with overflow leads when the other agents are weeded. This solution may or may not work for everyone, as dealerships are individualized “just like people.”

Draw on the Arts, Sciences, and Philosophy, for Starters

Crane says she often has to come up with unique takes on sales training and coaching; there’s no “one size fits all.” Crane’s approach draws on the arts and philosophy, for example.

“You have to be able to understand people on a deeper level,” she says. “My approach is sometimes unexpected at first, but when the agent I’m coaching sees results and begins to understand what we’ve been building, they appreciate it.”

Start by engaging in casual conversation to get to know them, learn about them, discover what moves them, and learn how they communicate. It’s important that this is a genuine interaction. From there, you can adjust your approach to each individual.

Crane offers the example of a young woman she coaches. This woman is a very talented musician, so Crane often uses music metaphors to get through to her to explain the philosophy behind the call strategy.

Another example is one of Crane’s clients who is “very linear and left-brained, which is okay because everyone is unique.” Crane coaches this client to write sticky notes of word tracks that were less commonly needed but extremely powerful when used. This is a good coaching strategy for agents that have some structure but are learning how to crush it in tougher calls.”

“The left side of the brain is being used at its fullest capacity when an agent is taking an inbound sales call. For starters, inbound calls are always a surprise. The agent is now shifting gears, listening to the customer, researching vehicle info, running calculations, and making sure they respond to the customer in a way that brings them further down the sales funnel and closer to closing an appointment. So I advise agents to write sticky notes of word tracks that are less commonly needed but extremely powerful when used. The hand-writing of the word track on a sticky allows the agent to quickly find that lesser-used-but-important word track, but not lose focus on the left-brain operations on the call. The right side of the brain recognizes variations of handwriting and spacing on paper, and it will lead your eye straight to the wording note you’re looking for. The subconscious mind does a lot of background work for us, so it’s important to let it do ‘its thing’ for us at work, too.”

“I don’t like to train people to parrot things. Sales is an art like any other. I liken it to playing an instrument. “To elaborate, a person is not playing their own music when they’re still memorizing where to put their hands to create notes and chords, but they are learning the basic process. They are awkward at times and will have to check their sheet music and hand placement often. However, with practice, these things are mastered in time, and the chords are assimilated as muscle memory. This is when the musician can play as themselves and improvise, like jazz. Learning sales strategy is no different. There is a structure you need to follow, as well as certain points an agent needs to hit. Once the fundamentals are learned, their voice is going to come through,” she explains.

I learn a lot by being asked questions while I’m coaching,” she said. “You can plan all you want, but at the end of the day, I’m going to be playing improvisational jazz, too."

Professional Development & Hiring

“The employees I found who tend to be the most driven, dedicated, and willing to learn are those who are intelligent but weren’t born into a privileged position in life, unable to follow what’s considered the traditional path,” Crane says.

Crane cited one young woman who had worked at a chain shoe store for six years – for $8 an hour. Another had twin babies and had been working at an airport sandwich stand when she was still carrying them. And there was a “driven” 19-year-old who had been in AP classes in high school and an effective communicator with a great phone voice, but didn’t have the opportunity to go to college.

“What these three women from my old dealership team have in common is the will to grind in humble positions, often under difficult circumstances, for the long term. They operate under the philosophy of taking care of business no matter what. When you find someone like that and you give them the opportunity for a real career, where they are treated well, and will pay a working adult’s wage, they will be the most loyal and hardworking people on your team, because they’ve been finally given the opportunity been looking for and deserve,” she said. “They tend to be the type of people who have been driven since childhood but simply didn’t have an outlet for it. You give them that outlet, and you have an excellent, high-performing team. When I hire people for BDC, the biggest thing I look for is longevity at places of employment and I don’t really care what [that job] is. If a person is driven enough to grind in a humble position for that long, and is an effective communicator, they’re going to be someone who’s invested and driven to make the most out of the opportunity that they can.”

We asked Dave Spannhake, founder and CEO of Reunion Marketing, what makes for an effective "Meet the Staff" page. Check out the video to hear what he had to say!

We all know by now that reviews are important. VERY important. They're more than important -- they're downright powerful in their ability to affect a brand, whether for good or for bad. This infographic reiterates just how powerful they can be. But what do we do with this information? Keep reading for some best practices on how to take these statistics from a survey of more than 14,000 consumers and apply in concrete ways to help grow your dealership's brand.

Now Now that you've looked over these staggering numbers, let's talk application. Power Reviews provides these best practices for leveraging the weight of user-generated reviews:

• It's Not a Scavenger Hunt. Make sure the content is clearly displayed on your website's product pages. Don't make visitors search for the information (they won't). Also, make sure it's clearly accessible across all types of devices.
• Keep Them Around. Once a customer lands on your site, entice them to stay by featuring user-generated ratings and reviews on your home page.
• Add to Ads. Add user review snippets and star ratings to your digital advertisements.
• Bring Them In-House. Include star ratings and review snippets in the physical signage within your dealership.

How else do you leverage the power of user-generated reviews at your dealership to increase traffic and, ultimately, business?