Getting StartedGetting Started

BDC Manager & StaffBDC Manager & Staff

Getting StartedGetting Started

BDC Manager & StaffBDC Manager & Staff

Job Description/Personality ProfileJob Description/Personality Profile

HomeHomeHomeHome NextNextNextNext

PeoplePeoplePeoplePeople

•BDC Manager•BDC Manager

BackBack

Personality traitPersonality trait SkillSkill

Organized & detail Organized & detail orientedoriented

Collect & analyze Collect & analyze metrics/run reportsmetrics/run reports

Outgoing, personableOutgoing, personable& energetic& energetic

Recruit, trainRecruit, train& motivate staff& motivate staff

Team playerTeam playerLead by example/ Lead by example/ interact with other interact with other managementmanagement

Job Description/Personality ProfileJob Description/Personality Profile

•BDC Coordinator•BDC Coordinator

HomeHomeHomeHome NextNextNextNextBackBackBackBack

PeoplePeoplePeoplePeople

Personality traitPersonality trait SkillSkill

Upbeat, positive, Upbeat, positive, “smiles” on the phone“smiles” on the phone

Heavy phone Heavy phone contactcontact

Quick learner, no fear Quick learner, no fear of changeof change

Ability to work Ability to work multiple software multiple software applicationsapplications

Professional work Professional work ethicethic

Vested interest in Vested interest in dealership successdealership success

Recruiting ProcessRecruiting Process

•Place an ad

•Review applicant resume online

•Conduct first interview via phone

•Conduct live interview

•Place an ad

•Review applicant resume online

•Conduct first interview via phone

•Conduct live interview

HomeHomeHomeHome NextNextNextNextBackBackBackBack

PeoplePeoplePeoplePeople

Best Best PracticePractice

Best Best PracticePractice

Pay PlansPay Plans

•Salary/hourly wages

•Bonus per appointmentkept

•Bonus per unit sold

•Spiffs

•Salary/hourly wages

•Bonus per appointmentkept

•Bonus per unit sold

•Spiffs

HomeHomeHomeHome NextNextNextNextBackBackBackBack

PeoplePeoplePeoplePeople

Best Best PracticePractice

Best Best PracticePractice

BDC Staff ScheduleBDC Staff Schedule

HomeHomeHomeHomeHomeHomeHomeHome NextNextNextNextBackBackBackBack

PeoplePeoplePeoplePeople

BDC Coordinator Daily TasksBDC Coordinator Daily Tasks PeoplePeoplePeoplePeople

HomeHomeHomeHome BackBackBackBack

Participant Guide Page 19Participant Guide Page 19 Best Best PracticePractice

Best Best PracticePractice

•Low turnover = employee satisfaction

•Accountability = consistency of process

•Skill set growth = higher results

•Low turnover = employee satisfaction

•Accountability = consistency of process

•Skill set growth = higher results

NextNextNextNext

Staffing ExerciseStaffing Exercise

NextNextNextNextHomeHomeHomeHome

PeoplePeoplePeoplePeople

Participant GuidePages 20-21

Participant GuidePages 20-21

BackBackBackBack

NextNextNextNextHomeHomeHomeHome BackBackBackBack

How Can 300 = 1,200? How Can 300 = 1,200?

PeoplePeoplePeoplePeople

NextNextNextNextHomeHomeHomeHome BackBackBackBack

1 Call = 4 Calls1 Call = 4 Calls•Inbound call

•Confirmation call

•Appointment outcome call

•Follow-up call(s)

•Inbound call

•Confirmation call

•Appointment outcome call

•Follow-up call(s)

PeoplePeoplePeoplePeople

NextNextNextNextHomeHomeHomeHome BackBackBackBack

How Can 100 = 900? How Can 100 = 900?

PeoplePeoplePeoplePeople

NextNextNextNextHomeHomeHomeHome BackBackBackBack

1 Email/Call = 9 Emails/Calls1 Email/Call = 9 Emails/Calls

• Internet lead• Personalized email response• First phone call• Confirmation call• Appointment outcome call• Follow-up call• Follow-up email• 2 Follow-up calls

• Internet lead• Personalized email response• First phone call• Confirmation call• Appointment outcome call• Follow-up call• Follow-up email• 2 Follow-up calls

PeoplePeoplePeoplePeople

NextNextNextNextHomeHomeHomeHome BackBackBackBack

How Can 250 = 1,500? How Can 250 = 1,500?

PeoplePeoplePeoplePeople

How Can 200 = 600? How Can 200 = 600?

(RTCM/RCL)(RTCM/RCL)

(Sold Follow-Up) (Sold Follow-Up)

NextNextNextNextHomeHomeHomeHome BackBackBackBack

1 Contact = 6 Contacts(RTCM/RCL)1 Contact = 6 Contacts(RTCM/RCL)

•Direct mail

•Call for appt or direct mail (Do Not Call)

•5 call attempts average– Confirmation call

– Appointment outcome call

– Follow-up call

•Direct mail

•Call for appt or direct mail (Do Not Call)

•5 call attempts average– Confirmation call

– Appointment outcome call

– Follow-up call

PeoplePeoplePeoplePeople

NextNextNextNextHomeHomeHomeHome BackBackBackBack

1 Contact = 3 Contacts(Sold Follow-up)1 Contact = 3 Contacts(Sold Follow-up)

•2 outbound calls

•Postcard / email

•2 outbound calls

•Postcard / email

PeoplePeoplePeoplePeople

Avg. MonthAvg. Month DaysDays Per DayPer Day

PhonePhone 1,200 20 60

InternetInternet 900 20 45

RTCM/RCLRTCM/RCL 1,500 20 75

Sold Follow-UpSold Follow-Up 600 20 30

Total 210

NextNextNextNextHomeHomeHomeHome BackBackBackBack

PeoplePeoplePeoplePeople

NextNextNextNextHomeHomeHomeHome BackBackBackBack

PeoplePeoplePeoplePeople

210 50210 50

Per dayPer day

Contacts per personContacts per person

NextNextNextNextHomeHomeHomeHome BackBackBackBack

PeoplePeoplePeoplePeople

210 50210 50

Contacts per dayContacts per day

Contacts per personContacts per person

Best PracticesBest Practices•Follow recruiting process

•Pay bonus for appointments kept,not just set

•Create individual coordinator schedule

•Develop technology work-around

•Set up logical, efficient work spaces

•Follow recruiting process

•Pay bonus for appointments kept,not just set

•Create individual coordinator schedule

•Develop technology work-around

•Set up logical, efficient work spaces

HomeHomeHomeHome NextNextNextNextBackBack

Wrap-UpWrap-UpWrap-UpWrap-Up

ResourcesResources Wrap-UpWrap-UpWrap-UpWrap-Up

People andInfrastructure

Pages 25-44

People andInfrastructure

Pages 25-44

HomeHomeHomeHome BackBackBackBack NextNext