Automotive BDC Workshop; Staffing Requirements

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Getting Started Getting Started BDC Manager & Staff BDC Manager & Staff

description

Automotive BDC Workshop; Staffing Requirements

Transcript of Automotive BDC Workshop; Staffing Requirements

Page 1: Automotive BDC Workshop; Staffing Requirements

Getting StartedGetting StartedBDC Manager & StaffBDC Manager & Staff

Page 2: Automotive BDC Workshop; Staffing Requirements

Job Description/Personality Profile

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PeoplePeople

•BDC Manager

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Lead by example/ Lead by example/ interact with other interact with other managementmanagement

Team playerTeam player

Recruit, trainRecruit, train& motivate staff& motivate staff

Outgoing, personableOutgoing, personable& energetic& energetic

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

Organized & detail Organized & detail orientedoriented

SkillSkillPersonality traitPersonality trait

Page 3: Automotive BDC Workshop; Staffing Requirements

Job Description/Personality Profile

•BDC Coordinator

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PeoplePeople

Vested interest in Vested interest in dealership successdealership success

Professional work Professional work ethicethic

Ability to work Ability to work multiple software multiple software applicationsapplications

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

Heavy phone Heavy phone contactcontact

Upbeat, positive, Upbeat, positive, ““smilessmiles”” on the phoneon the phone

SkillSkillPersonality traitPersonality trait

Page 4: Automotive BDC Workshop; Staffing Requirements

Recruiting Process

•Place an ad•Review applicant resume online•Conduct first interview via phone•Conduct live interview

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PeoplePeople

Best Best PracticePractice

Page 5: Automotive BDC Workshop; Staffing Requirements

Pay Plans

•Salary/hourly wages•Bonus per appointmentkept

•Bonus per unit sold•Spiffs

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PeoplePeople

Best Best PracticePractice

Page 6: Automotive BDC Workshop; Staffing Requirements

BDC Staff Schedule

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PeoplePeople

Page 7: Automotive BDC Workshop; Staffing Requirements

BDC Coordinator Daily Tasks PeoplePeople

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Participant Guide Page 19 Best Best PracticePractice

•Low turnover = employee satisfaction•Accountability = consistency of process•Skill set growth = higher results

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Staffing Exercise

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PeoplePeople

Participant GuidePages 20-21

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Page 9: Automotive BDC Workshop; Staffing Requirements

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How Can 300 = 1,200?

PeoplePeople

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1 Call = 4 Calls•Inbound call•Confirmation call•Appointment outcome call•Follow-up call(s)

PeoplePeople

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How Can 100 = 900?

PeoplePeople

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1 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

PeoplePeople

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How Can 250 = 1,500?

PeoplePeople

How Can 200 = 600?

(RTCM/RCL)

(Sold Follow-Up)

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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

PeoplePeople

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1 Contact = 3 Contacts(Sold Follow-up)

•2 outbound calls•Postcard / email

PeoplePeople

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3020600Sold FollowSold Follow--UpUp

4520900InternetInternet

210Total

75201,500RTCM/RCLRTCM/RCL

60201,200PhonePhone

Per DayPer DayDaysDaysAvg. MonthAvg. Month

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PeoplePeople

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PeoplePeople

21050

Per day

Contacts per person

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PeoplePeople

21050

Contacts per day

Contacts per person

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Best 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

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Page 20: Automotive BDC Workshop; Staffing Requirements

Resources WrapWrap--UpUp

People andInfrastructurePages 25-44

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