Automotive BDC Workshop; Staffing Requirements
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Transcript of Automotive BDC Workshop; Staffing Requirements
Getting StartedGetting StartedBDC Manager & StaffBDC Manager & Staff
Job Description/Personality Profile
HomeHome NextNext
PeoplePeople
•BDC Manager
Back
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
Job Description/Personality Profile
•BDC Coordinator
HomeHome NextNextBackBack
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
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
Pay Plans
•Salary/hourly wages•Bonus per appointmentkept
•Bonus per unit sold•Spiffs
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PeoplePeople
Best Best PracticePractice
BDC Staff Schedule
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PeoplePeople
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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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
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
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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WrapWrap--UpUp
Resources WrapWrap--UpUp
People andInfrastructurePages 25-44
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