CRM Process Implementation For Car Dealers

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Phased Series of CRM Process ImplementationsPhased Series of CRM Process Implementations

Phase 1Phase 1 Automotive Retail CRM Process Implementation Automotive Retail CRM Process Implementation



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Daily Transactional CRM Process ExecutionDaily Transactional CRM Process Execution


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Retail CRM Program Customer Contact Process Examples

Reynolds Contact Management, combined with ERA, can handle all potential Reynolds Contact Management, combined with ERA, can handle all potential Variable and Fixed Operations CRM processes. Below are examples of 15 Variable and Fixed Operations CRM processes. Below are examples of 15 CRM processes. Listed below each is the way to use CM to execute daily.CRM processes. Listed below each is the way to use CM to execute daily.

Variable Operations:

1. Vehicle Sales Call (New and Pre-owned) a) Quick add client – track all calls (automatically assigns custom schedule for

follow up) b) Daily Work Plan – shows scheduled call on calendar

2. Sales Appointment Confirmation/No-Show Call a) Custom schedule puts call on calendarb) Daily Work Plan – shows scheduled call on calendar

3. Internet Lead Follow-Up Call a) New Prospect Record created by lead (automatically assigns custom follow-up

schedule) b) Daily Work Plan – shows scheduled call on calendar

4. Internet Lead Management Call a) Client Profile – Display customer informationb) Create Activity – Log the call

Variable Operations:5. Unsold Outbound Call

a) Activity automatically assigned by custom schedule b) Daily Work Plan – shows scheduled call on calendar

6. After Delivery Follow-Up Call a) Activity automatically assigned by custom schedule b) Daily Work Plan – shows scheduled call on calendar

7. Initial Buyers Survey (IBS) Call a) Activity automatically assigned by custom schedule b) Daily Work Plan – shows scheduled call on calendar

8. Orphaned Owner Call a) Activity automatically assigned by custom schedule b) Daily Work Plan – shows scheduled call on calendar

9. Lease Maturation Call a) Activity automatically assigned by custom schedule b) Daily Work Plan – shows scheduled call on calendar

15 Retail CRM Program Process Examples (continued)

Fixed Operations:10. Service Appointment Making Call

Handled by ERA (DMS) 11. Service Appointment Making/Confirmation and No-Show Call

Handled by ERA (DMS) 12. Service Vehicle Status Call

Handled by ERA (DMS) 13. After Service Follow-Up Call

a) RO closed in ERA launches customer Follow Up Schedule in CM

b) Daily Work Plan – shows scheduled call on calendar 14. Service OEM Customer Satisfaction Index (CSI) Call

a) Activity automatically assigned by custom schedule

b) Daily Work Plan – shows scheduled call on calendar 15. Special Order Parts Call

ERA (DMS) Notification Function Notified Manager assigns SOP schedule in CM

15 Retail CRM Program Process Examples (continued)

No ShowNo Show

ShowShow

Update UnsoldUpdate UnsoldActivity ResultActivity Result

SaleSale

No SaleNo Sale

ConfirmConfirmappointmentappointment

Update customerUpdate customerwelcome boardwelcome board

SoldSoldFollowFollow--UpUp

ContactContactCustomerCustomer

SetSetAppointmentAppointment

NoNoAppointmentAppointment

Continue UnsoldContinue UnsoldFollowFollow--Up ActivityUp Activity

EvaluateEvaluateStatusStatus

CloseCloseAccountAccount

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CRM Department

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Update UnsoldUpdate UnsoldActivity ResultActivity Result

Continue UnsoldContinue UnsoldFollowFollow Up ActivityUp Activity

EvaluateEvaluateStatusStatus

CloseCloseAccountAccount

SoldSoldFollowFollow UpUpSaleSaleShowShow

No SaleNo SaleNo ShowNo Show



UpdateUpdateAppointment BoardAppointment Board



ContactContactCustomerCustomer

Example: UNSOLD FOLLOW-UP

Dealer-Specific Definition is Precursor to Process ExecutionDealer-Specific Definition is Precursor to Process Execution


No ShowNo Show

ShowShow

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SoldSoldFollowFollow--UpUp

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Customer Relations Department

CaptureCaptureCustomer DataCustomer Data



UnsoldUnsoldFollowFollow UpUp

CaptureCaptureCustomer DataCustomer Data


SaleSaleShowShowUpdate customerUpdate customerwelcome boardwelcome board

No SaleNo SaleNo ShowNo Show




SoldSoldFollowFollow UpUp

Example: INBOUND PHONE

Dealer-Specific Definition is Precursor to Process ExecutionDealer-Specific Definition is Precursor to Process Execution

Showroom Process Current National Close Rate 18%Realistic Planning Potential is 25%

Pains Do you have a traffic control system? Measurement? What percentage of prospects receive demo, write up, turned to F&I… What is the sales process? Who created it? Training? Hiring strategy? New hiring strategy? Showroom Internet access? Use net to sell cars? Who talks to customers before they leave?

Strategic Goal

Deliver a consistently positive experience to all customers that result in the highest possible closing ratio.

Tactical Objectives

Collect and enter complete customer contact information into Contact Management.

Process 1. Greet Customer2. Collect customer information including email3. Log information into Contact Management application4. Generate ERA deal number from CM – required to work deal

Technology • Allows dealers to cross reference each showroom prospect and view all previous customer contact history• Search Inventory – associate a vehicle with each customer• Integrates deals to ERA (create deal), reducing F&I backlog and eliminating duplicate keystroke

Metrics Daily CM Showroom Traffic Report by Salesperson

©2004 The Reynolds and Reynolds Company® - All Rights Reserved.

InboundInboundShowroomShowroom

Process Map Process Map Example #1Example #1


Phone Process Current National Close Rate 4%Realistic Planning Potential is 25%

Pains Half a dealers traffic is from the phone … but no systemDo you track phone volume, appt %, show %, close %What is your incoming phone lead strategy and process?Do you have an appointment & appointment confirmation process?What type of follow up is done with non-appointment and no shows?What type of accountability is there for phone leads?What type of phone training have your people had?

Strategic Goal

Deliver a consistently positive response to incoming sales and service calls, designed to generate the highest rate of conversion to dealership visits.

Tactical Objectives

Use customized phone scripts and process that increase appointment ratios Collect and enter customer contact information into CM

Process 1. Answer calls using scripts2. Schedule an appointment3. Enter Customer info and Receptionist routes calls to designated staff4. Call routing into CM application for accountability

Technology Calls can be automatically entered into CM by 3rd party call tracking vendors to reduce keystroke entry and capture 100% of calls… CM allows dealers to cross reference each incoming caller and view all previous customer contact history

CM integration with DMS reduces keystroke entry and allows sales people to recognize phone customers when they arrive at store

Metrics Customized Sales Call Reports identify source and call volume by staff to track appointments to calls received ratio.


InboundInboundPhonePhone



Internet Process Current National Close Rate 11%Realistic Planning Potential is 22%

Pains 20% of a dealer’s traffic is from the net… Does your strategy promote all profit centers including fixed operations (parts and service)? What is your current marketing strategy? Lead providers? What is your submission ratio on your site? Who updates it? Dedicated people? Process? Pricing strategy? Do you monitor and measure visitors, leads, response rate, appt%, show%, close%, profit, CSI, etc… What type of eBusiness training do your people receive?

Strategic Goal

Convert Internet leads into showroom visitors that buy cars

Tactical Objectives

Use a consistent inquiry response process, customized email templates and phone scripts that generate increased customer visits to the dealership

Process 1. Respond to inquiry via email within 30 minutes using templates2. Send email with quotes on several vehicles, set stage for phone3. Call customer on phone within 2 hours4. Schedule appointment5. Confirm Appointment via email AND phone call

Technology •Internet leads from ALL sources routed into Contact Management that integrates with DMS, reducing keystroke entry of customer information•Wireless device that integrates with CM

Metrics Lead volume by ISM with response time, appointment & closing ratios


InboundInboundInternetInternet



Unsold Follow-Up ProcessCurrent National Close Rate 2%

Realistic Planning Potential is 8%

Pains 80-90% of prospects do not buy on their first visit… What is your unsold prospect follow up strategy? How do you capture, record and follow up with prospects? Use prospect cards? Gather email addresses? 2nd phone numbers? 2nd email address? Best time? Do you send letters? Emails? Multimedia emails? Do you provide automated daily follow-up work plans? Do you monitor and measure contacts, appts, show, sales? Training on customer follow-up skills and handling questions & objections?

Strategic Goal

Convert Unsold opportunities into showroom visitors that buy

Tactical Objectives

Utilize daily customer contact action plan scripts and templates to execute phone, mail and email contact that is designed to prompt a visit to the dealership that results in a sale

Process 1. CM automatically generates daily customer contact action plan2. Management conducts daily Save-a-Deal meeting3. Execute follow-up contact by phone, mail and email4. Log results of activities into CM5. Schedule appointment with customer to visit dealership6. Make appointment confirmation call and send email

Technology • Establishes lead follow-up accountability • Measure unsold follow-up results against benchmark performance metrics• Future follow-up is automatically scheduled based on results of today’s activities

Metrics Contact volume by staff with appointment/conversion/show/closing ratios


Business Development CenterBusiness Development Center

OutboundOutboundUnsold Unsold Follow-UpFollow-Up



Sold Follow-Up Process Current National Close Rate 27%Realistic Planning Potential is 55%

Pains Do your salespeople ask customers for permission to maintain contact? Do you gather customer interests for information marketing? Sales personnel always sets first service appointment using dealer web site? Sales personnel sign sold customers up for their personal web page? What is your contact strategy beyond the 1-3 day calls? Letters? Emails? Phone calls? Concern resolution process? Off-lease strategy? Off-retail strategy? Orphan customer strategy? Training? Do you have a loyalty management sales process?

Strategic Goal

Manage a lifetime relationship with each customer that builds customer satisfaction and ensures a pattern of repeat business.

Tactical Objectives

Execute a consistent process of customer contact.Utilize schedules, scripts and templates to simplify and automate process execution

Process 1. CM schedules a timeline of sold follow-up calls, letters and emails according to dealer and manufacturer specifications

2. Dealer staff completes customer contact utilizing scripts & templates3. Log activity results to trigger scheduling of future activity4. Schedule appointment5. Make appointment confirmation call, send letters and email

Technology • CM integrates with DMS to automatically schedule sold follow up• Results Based automatic scheduling eliminates human error and additional keystrokes• CM provides accountability and best practices for specified activities

Metrics Contact volume by staff with appointment & closing ratios


OutboundOutboundSold Sold Follow-UpFollow-Up



Service Follow-Up Process 70% of Customers do not continueto Service with their Selling dealer

Pains Typically, Dealer contact w/customer decreases as repairs increase, and loyalty decreases… Service Contract Strategy? Service Reminder via letter, phone and email? Service CSI contacts? Service process in service aisle? Incoming phone process? Appointment confirmation? Special Order Parts? Completed service surveys? CRM Staff Training?

Strategic Goal

Manage a lifetime relationship with each service customer that builds customer satisfaction and ensures a pattern of repeat business.

Tactical Objectives

• Contact every customer who has their vehicle serviced by the dealership to ensure satisfaction, or trigger concern resolution.• Sell incremental products and services to service customers

Process 1. Advisor closes RO Service to trigger service follow up in CM2. Dealer staff completes customer contact using scripts and templates3. Log results of activity to trigger scheduling of future activities4. Schedule appointment5. Make appointment confirmation call, send email and/or letters

Technology • Integrates with DMS to automatically trigger follow up• Automatically generates work plan activities based on short term follow up and anticipated service needs

Metrics Service customer completion and appointment rateService penetration for vehicles sold


OutboundOutboundService Service Follow-UpFollow-Up



Prospecting Targeted Customer Segment Marketing is Proven to be more Cost Effective than Mass Media

Pains What is your Targeted Prospecting Strategy? Do you have the ability to create high quality prospective customer lists? Strategy to handle Manufacturer generated leads? Monitor and measure contacts, appointments, shows, sales… Does your team prospect previously sold customer households & ask for referrals? What about Pricing? Dedicated people? Prospecting Lists?

Strategic Goal

Target new prospects to increase conquest sales and market share.

Tactical Objectives

Target market segments, then acquire prospect dataExecute a consistent process of prospect contactUtilize schedules, scripts & templates to simplify/automate process execution

Process 1. Identify prospects, create a workable list2. Contact prospects and identify most likely to do business with dealer3. Enter prospect information into CM, assign schedule4. Dealer staff completes customer contact using scripts and templates5. Log results of activity to trigger scheduling of future activities6. Schedule appointment7. Make appointment confirmation call, send email and/or letter

Technology • Prospects entered into CM are integrated with DMS, reducing keystroke entry of customer information• Creates daily work plans based on those people identified as most likely to become customers

Metrics Prospect contact completion and appointment rate


BusinessDevelopment

Center

OutboundOutboundSales Sales ProspectingProspecting



Service CRM Opportunities

Walk-In

Internet

Phone

Service Drive Walk-Ins

Service Phone Inquiries

Service Internet Leads

Service Customer Completed RO Follow-Up & Reminders

Special Order Parts (SOP) Customer Contacts

Recall & Campaign Customer Contacts

Unsold Additional Needed Repairs (ANR) Process*

Unsold Additional Needed Maintenance (ANM) Process*

Unsold Extended Service Contract (ESC) Process*

Unsold Body Shop Estimates Customer Followup*

Past Due Service - Lost Customer Contact Process

Service MarketingProspecting Contacts

New Vehicle Sales to Service Transition

Used Vehicle Sales to Service Transition

Inbound

Outbound

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BDC responsibilities– Inbound Service Contacts (Phone & Internet)

– Outbound Service Contacts (CSI & Appointments)

– Management of Service Customer Data– Sales-to-Service Transitioning (Trial Users)

– Service Trial User Follow-Up (>Sales-to-Service)

– Service Customer Follow-Up (Completed RO’s)

– CRM Process Performance Metrics:•By Process Category•Service Appointments Generated•Appointment Shows/RO’s Generated•Total Parts & Labor Profits from those RO’s•Profit per Contact by Process Category

BDC Staff Efficiency–Variable Cost per Appointment–Customer Contacts per Month–Appointment to Contact Ratio–Appointment Shows to Scheduled–Customer Contacts to RO Ratio–Scheduled Contact Completion Rate–Profit Averages per Outbound Service Call–Profit Averages per Inbound Service Call

CRM Benefits to Fixed Operations

•Consolidate Fragmented CRM Processes•Enhance Results from Current Processes• Improve Inter-Department Communications•Create CSI Accountability•Customer Concern Issue Resolution•Better Service Advisor Time Management•Consistent Customer Follow-Up•Uncover Service Fulfillment Bottlenecks• Improved Shop Loading/Capacity Optimization• Increased Appointments-to-RO Ratio

Inbound Service

Declined Recommended

Service

Authorized Recommended

Service

Completed Service CSI Follow-Up

Service Reminders

Unsold ANR Unsold ANMFollow-Up

Improving Fixed Operations with CRM

Problems with Most Dealership Service Departments:

• Staff Experiences Daily Stress…– Customer Management Processes Altered or Ignored

– Commission-Focused Service Managers/Advisors means inaccurate, Inconsistent Concern Resolution Tracking and Follow-up

• CRM Business model delivers…– Accurate, Consistent Tracking and Follow-up

– Better

• Marketing

• Merchandising

• Labor & Parts Demand Prediction

• Trend Analysis

• Allows Service Organizations to Handle Pressure & Stress

OutboundService

Follow-Up

OUTBOUND SERVICE FOLLOW-UP

Objective: Every customer who has their vehicle serviced by the dealership is contacted to ensure satisfaction and generate repeat business

Process: 1. CRM application schedules service follow-up calls 2. Complete customer contact utilizing scripts & templates3. Schedule appointment4. Make appointment confirmation call and send email

Technology: • CRM application integrates with DMS so that R.O.’s

automatically trigger next day follow-up• CRM application creates action plans based on

anticipated service needs

Metrics:Service customer contact completion rate by staff member

Service CRM Business Development Points of Opportunity

SERVICE

Welcome to ABC MotorsWelcome to ABC Motors

Top performing Service CRM Dealerships Today:

Observations from “Best Practice” Harvests

1. Sales-To-Service (STC) transition: CRM technology supports processes

2. Internet Service Marketing: marketing efficiencies, use of integrated technologies, BDC process execution supported by CRM technology

3. Incoming Phone: Service Advisor efficiency improvements, DMS technology

4. Unsold ANR/ANM Follow-up: use of integrated DMS/CRM technologies, BDC processes that collaborate with Service Managers

5. Sold Service Customer Follow-up: DMS-CRM technology automation

6. Post-Service RO short term follow-up that improves service CSI & loyalty

7. Loyal Service Customer maintenance reminder contacts

8. Service Marketing: best practices, inefficiencies, technology

9. Lost/Inactive Previous Customers: best practices, processes

Next 9 slides examine what the best Service CRM dealerships do…

a) Customers who buy a new vehicle are initially scheduled by the Salesperson for their first service appointment during the sales delivery process

BDC contacts each new vehicle customer to validate the appt. set by sales

BDC reconfirms first service appt. a week before scheduled, then reminds the customer the day before the scheduled service appt

Free oil change certificate – Free tires for life certificate (during delivery)

b) Used Vehicle Sales Customers are contacted by the BDC and transitioned into getting their vehicle serviced by the dealership

“Due Bill” and “We Owe” documents are transferred to BDC upon sale of a used vehicle for the BDC staff to make arrangement and schedule fulfillment

BDC manager contacts each appointment turned in by sales staff during assigned time slots to verify that appointment is bonafide and that customer intends to show up at dealership

1. Sales-To-Service (STC) transition

a) Customer Data collection by Service Advisors Updated Customer Contact information (phone, email & address) is

collected by SA’s and entered into DMS integrated with CRM application used by BDC staff for customer contact process execution

Customers are queried by SA’s as to their preferred means of receiving service reminders, updates and dealer communications, providing customers with an “Opt-In” opportunity

BDC/SA’s use DMS to request ANR/ANM authorization needed via email, completed RO notice sent to customer, along with total money due. BDC follows up to confirm receipt and offer credit card prepay

b) BDC access to activities & resources within the Service Drive Customized ATW inspection is started by Service Porters in the

service drive, used by Service Advisors and completed by Technicians, then a copy sent to BDC for use in service sold follow-up and service reminder process execution

Close circuit TV’s in Service Drive allow BDC staff to have visual access to Service Advisor work areas, allowing them to better Triage incoming calls

Each Service BDC employee works 4 hours/week in service dept. Dealer CRM/DMS email used to communicate between BDC & SA

2. Inbound Service Drive

Incoming Service calls are routed to BDC managed by a dedicated full-time Business Development Manager supervising dedicated service CRM staff working in the BDC during assigned time slots Incoming Service calls are subjected to a documented “Triage”

process initiated by automated phone system, then by switchboard operator who determines if customer’s vehicle is, or is not, in the shop. All calls from customers with vehicles that are NOT in shop go to the BDC for handling

Service BDC specialists answer inbound phone calls using specialized scripts with information blanks that are filled in during call, each script’s primary objective is to get a service appointment

Service Appointments are assigned to dates and time slots by BDC staff during the handling of each incoming call, based on management of shop load and technician availability by type of work

BDC has pricing menus (SPG) readily available when making calls

Partner S/A’s w/BDC staff for scheduling purposes on inbound calls

Telephony – Incoming Service calls come in on toll-free lines assigned to each media, caller ID & Data are captured, tracked & data imported into CRM application used by BDC staff to monitor and report on incoming call sources

3. Inbound Service Telephone Calls

Dealer uses web site to market service, parts and accessories, and make online service scheduling available to customers on a convenient 7 day a week, 24 hour a day basis Service appointment requests and leads routed to BDC staff Service BDC staff schedules appointments in DMS based on incoming

Internet requests, then responds to customer’s request within 30 minutes of business day providing date and time confirmation. Email confirmation is followed up with a BDC phone call the day before, or morning of appt.

Phone contact is made by BDC to customer who requested service appointment online, dealer visit appointment made, ISM handles all phases from initial response to delivery.

Service, Parts and Accessories specials are prepared in email format specific to model lines and then broadcast emailed by BDC to targeted customers by model owned using email addresses in DMS or CRM system

Service advisors train their customers to use online service scheduling, which routes service appointment requests to the BDC

BDC specialist emails survey to customers who scheduled their service appointment online for completed service quality assurance

4. Integrated Service Marketing

Service Marketing and Prospecting customer contacts are assigned to BDC managed by a dedicated BDC Manager supervising specially trained Service BDC staff BDC offers service contracts to customers at key points in ownership Inactive and “Lost” customers are extracted from dealer’s DMS

database by BDC Manager and then scheduled for contact by BDC Staff. BDC Staff contacts each customer and offers a promotional special targeted to bring them back

BDC Manager pulls records of vehicles within various mileage categories to target specific offers that are communicated to customers by BDC staff

BDC Staff solicits wholesale parts customers from lists of commercial enterprises that buy OEM parts (body shops, independents, etc.)

Each day, BDC staff receives a list of “No Show” customers who did not arrive for Service Appointments from previous day. The BDC Staff uses a combination of customized Post Card (we miss you) and phone calls to ensure that customer feels welcomed and is rescheduled for new service appointment

BDC has pricing menus readily available for use when making calls BDC utilizes automated outbound customer calling system Service reminder calls - scheduled main, past due and lost/inactive

5. Outbound Service Marketing

a) Sold Follow-up calls are assigned to BDC managed by a dedicated BDC manager supervising specially trained Service BDC specialists CRM application automatically schedules sold service follow-up calls,

letters and emails that are completed by Service BDC staff utilizing pre-written scripts

Post-Service follow-up processes recognize customer driving characteristics so that BDC staff can recommend and pre-schedule next service appointment

Service BDC staff is trained to implement a Concern Resolution process that includes escalation criteria and a dollar limit to what BDC manager is authorized to spend in addressing a customer concern. Completed concern resolution forms result in BDM meeting with SA, customer is then re-contacted by BDC

BDC specialist that handles the original incoming service call contacts the customer after RO has been completed for service process quality assurance

b) Special Order Parts (SOP) Customer contact process is assigned to BDC Service BDC is notified by Parts Dept. when all parts related to a Special

Order have arrived and customer can be contacted Service BDC contacts customer and schedules service appointment Status call for all back ordered parts

6. Outbound Sold Service Customer Follow-up

a) Unsold Additional Needed Maintenance Follow-up calls are assigned to BDC managed by a dedicated full-time Business Development Manager supervising specially trained BDC specialists.

Maintenance awareness checklist – Service Dept. forwards to BDC

CRM application automatically schedules unsold ANM follow-up calls, letters and emails that are completed by BDC staff utilizing pre-written scripts and extensive training to generate return service appointments

CRM application is set up for “results based” triggering of next unsold ANM follow-up steps which allows BDC’s to target specific maintenance specials and promotions to owners that need them, but declined during service visit

b) Unsold Additional Needed Repair Follow-up calls are made by dedicated Service BDC staff

Service BDC staff meets with Service Advisors prior to contacting unsold ANR customers to discuss specific details of recommended repairs and why customer declined to authorize the repairs (ANR Save-A-Deal)

Service Advisors work with BDC staff to develop a plan to segment unsold ANR’s into manageable, logical “chunks” that are then offered to customer by BDC during unsold ANR follow-up… Segments scheduled over time

7. Outbound ANR/ANM Unsold Follow-up

Customer FAQ's w/Staff response word tracks posted in large font using wall posters at each Service BDC work station to supplement scripts

Service BDC phone scripts, email templates and process maps developed for each type of outbound and inbound Service CRM process

Uniquely designed pay plans that differentiate between Service BDC staff and Sales BDC staff, using appropriate and relevant incentive levels/plans

“Pull Boards” used as incentives for BDC set Service appointment shows Service BDC position is career tracked for promotion into higher paying

roles Tracking of incoming & outgoing call data – customer/number, time,

duration, result Service BDC staff has access to, and has been trained to use the DMS

service scheduling applications, which become integral part of several BDC executed Service CRM processes

Service porters pickup BDC appointment sheets throughout the day (Nike-Net)

Appointment confirmation phone calls made by BDC for all service appointments

Appointment confirmation emails sent to customers w/captured emails BDC Manager reports to Dealer Principal, General Manager or COO

8. CRM Process Execution/Support Best Practices

Service CRM Process Performance Metrics are tracked and reviewed by Dealer/GM as part of periodic BDC management evaluation and mission execution effectiveness

Service BDC process-result tracking of RO revenues and associated profits combined with departmental costing analysis used to evaluate the Service BDC as a profit center

Tracking revenue per RO - parts, labor, comparison to non-BDC RO's Tracking service/parts Revenue Per Call (RPC) within each Service CRM

process category Use RPC to Prioritize BDC task and activity scheduling during capacity

overflow periods Using RPC to determine ROI justification for additional Service BDC staff

based on call volume needs by Service CRM category – set ROI threshold for each new resource

Staffing levels set by outbound Service CRM call volume needs

BDC staff scheduling determined by peak outbound contact success rate time slots, and peak hours of inbound service call activities

Tracking performance within Service CRM processes by measuring inbound and outbound calls, appointment ratios, show ratios, revenue per RO on the shows, Revenue Per Contact, Profit Per Contact

9. CRM Operational Metrics Best Practices

Process Mapping that clearly identifies the Service BDC’s activities and tasks related to Special Order Parts customer contacts

Examples of Dealership Best Practices

Examples of Dealership Best Practices

Inbound ServicePhone CallProcess Mapping

BEST PRACTICE: Performance Metrics that focus onCustomer Contact Results providing R.O.I. validation

CRM Process Implementation For Car Dealers

Automotive

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