TheTraver BDC Book - Your Personal · PDF fileIncoming Service Call Flow Chart Service Call...

Business OptimizationConsulting

The

Traver BDC® Book

© 2016 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.

Electronic Resources & Tools Example Process Map………………… ........................................................................................................................ 1

Example 2 Process Map .............................................................................................................................................. 2

Example eProcess Map…………………. ..................................................................................................................... 3

Example Contact Strategy Process Map…………………. ............................................................................................ 4

Sample Sales Phone-Up Flow Chart……………….. .................................................................................................... 5

Sample Service Phone-Up Flow Chart……………… ................................................................................................... 6

Appointment Process Cycle for Sales……………… ..................................................................................................... 7

Appointment Process Cycle for Service……………… .................................................................................................. 8

Sample Client Prospect Card……………… ................................................................................................................. 9

Sample BDM Operator Log………… .......................................................................................................................... 10

Sample Operator Log…………….. ............................................................................................................................. 11

Appointment Pre-Show Checklist………… ................................................................................................................ 12

Incoming Phone-up Call Guide…….. ......................................................................................................................... 13

Unsold Follow-up Call Guide……............................................................................................................................... 14

Internet Response & Follow-up Call Guide…… ......................................................................................................... 15

Household & Manifest Prospecting Guide……........................................................................................................... 16

Orphan Owner Call Guide… ...................................................................................................................................... 17

Objection Guide – Buying Cycle................................................................................................................................. 18

Objection Guide – Machine ........................................................................................................................................ 19

Objection Guide – Money ........................................................................................................................................... 20

Sample Appointment Board…….. .............................................................................................................................. 21

Sample Concierge Board……. ................................................................................................................................... 22

Management Confirmation Call Guide (Thank you Call)……. .................................................................................... 23

Appointment No-Show Call Guide…… ...................................................................................................................... 24

PR Call Guide……. .................................................................................................................................................... 25

Already Bought Call Guide….. ................................................................................................................................... 26

90-Minute Ship Recap……. ....................................................................................................................................... 27

90-Minute Shift Recap – Individual/SC….. ................................................................................................................. 28

Daily Activity Recap…….. .......................................................................................................................................... 29

Daily Activity Recap Individual….. .............................................................................................................................. 30

Service Call Tracking Sheet ....................................................................................................................................... 31

Service Phone-up Card…… ....................................................................................................................................... 32

Service Call Back – Needs Work Not Covered….. ..................................................................................................... 33

Service PR Call Guide…… ........................................................................................................................................ 34

Declined Service Call Guide….. ................................................................................................................................. 35

Service Follow-up Call Guide (No Additional Work Recommended)….. .................................................................... 36

Service No-Show Call Guide…. ................................................................................................................................. 37

Service Overdue Call Guide…. .................................................................................................................................. 38

Recall Notice Call Guide…. ........................................................................................................................................ 39

Service Recent Purchase Call Guide…. .................................................................................................................... 40

Service Customer Status call….................................................................................................................................. 41

Sample/Example Compensation Plans for various BDC Related Roles….. ....................................................... 42 – 48

BDC/BDC/CCR/Call Agent Job Description…… ................................................................................................ 49 – 50

BDM Job Description ......................................................................................................................................... 51 – 55

SMART GOALS Sales Personnel Example…….. ...................................................................................................... 56

SMART GOALS F & I Service Writer Example…… ................................................................................................... 57

SMART GOALS BLANK for other roles…. ................................................................................................................. 58

Example Process Map



Page 1Page 1

Example 2 Process Map

Business Optimization

Consulting

© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 2



Page 2Page 3

How

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Unsold Showroom Follow UpIncoming Phone CallsInternet Leads Process

Appointment Process



Page Page 4

Incoming Sales Call Flow Chart

Call Dispositioning

___________

___________

___________

Sales Call

Dealership Phone Operator

During BDC® Shift • BDM ® directs the call • BDM coaches the salesperson • BDM records the call

After BDC® Hours • Salesperson takes incoming call • Uses the appropriate call guide • Schedules & records the appointment

• Salesperson takes incoming call • Uses the appropriate call guide • Schedules & records the appointment

If the Appointment Is Not Set • Record the Reason for not setting the

appointment • Schedule and record the next contact date • Use the PR Manager call as a “third base

coach” call

If the Appointment Is Set • Record the appointment • Have every appointment

confirmed by a manager • Record the showed appointment

No-Show Appointment • BDM to make the no-show call • Reschedule the appointment • Recontact date

Appointment Cycle Process • Reception • Concierge sign • Reception to greet • Record showed appointment on

the prospect guest card



Page Page 5

Incoming Service Call Flow Chart

Service Call

Phone Operator

SDC Open SDC – Takes call SDC Manager - Coaches

SDC Closed Service Advisor takes call

Use Incoming Service Call Guide Set and record appointment

If appointment not set: Record reason appointment not set Use PR call as third base coach

If appointment is set: Record appointment Confirm appointment

No-Show Appointment:

PR call Reschedule appointment Record appointment or set next contact

Appointment Cycle: Reception Customer reception Record showed


Consulting

Page © 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 6

WOW! Schedule

Record

Confirm

Reception

22 44 66

22 44 66

22 44 66

6.5 13 19.516 32 48

4075

22

Receptionist

Sales Consultant

Sales Manager

Title

Thank You - Sincerely

Edify Sales Consultant / Manager

Meet You (if applicable)

Confirm Appointment

Prepare

Vehicle Ready

Concierge Board

Prep for “WOW!”

CULTURE!

The Sales Appointment CycleAppointment Ratio

Appts ÷ Sales Consultants ÷ Days

_________ BD Days per Month

Notification:

__________________

__________________

__________________

Introduction with _______________

1. __________________________

2. __________________________

3. __________________________

4. __________________________

__________________

• ______________

• ______________

• ______________

__________________

@ _____% Show

@ _____% Conversion

1:1

1:1

1:1

1:1

2:1 3:1

2:1 3:1

2:1 3:1

2:1 3:1


Consulting


Schedule

Record

Confirm

Reception

On the drive

Inbound Opportunities

Outbound Contacts

Ser ice A isor

Service Manager

arts eam Title

Thank You - Sincerely

i y Ser ice A isor echs

Meet You (if applicable)

Confirm Appointment

Prepare

Pre-Print RO

Review Maint. History

Prep for “WOW!”

Re-Delivery

Review RO / Work

Set Ne t Appt See

“WOW!”

The Service Appointment Cycle

Notification:

__________________

__________________

__________________

Introduction with _______________

1. __________________________

2. __________________________

3. __________________________

4. __________________________

__________________

• ______________

• ______________

• ______________

__________________

• ______________

• ______________

• ______________

Appointment Sources

• __________________

• __________________

• __________________


Consulting


Tra

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g

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GUEST CARD

© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved

Desk/Floor Manager

__________________ _______________________________________________ ___________________________

Date Company Name Sales Consultant

Mr. Mrs. Mr./Mrs. Ms.

_________________________________________________________________________________________________

Customer Name (First/Last)

_________________________________________________________________________________________________

Additional Names

_________________________________________________________________________________________________

Address

_________________________________________________________________________________________________

City State Zip

_________________________________________________________________________________________________

Work Email

_________________________________________________________________________________________________

Home Email

_______________________________________________ _______________________________________________

Best Daytime Phone Next Best Phone

____________________________________________________

Additional Phone

Advertising Source _______________________________________________

Appointment Non Appointment

Phone-Up Rebound First Visit FUFU

PR/Other Referral Owner Base Internet

Owner Internet Referral

Phone-Up FUFU PR/Other

New Pre-Owned ________________ ____________________________

Year Model

__________________ _____________________ _____________________

Make Color Stock # or VIN #

________________________________________________________________

Special Equipment Needs

TRADE

________________ _________________________________ ________________________ __________________

Year Model Make Color

AC PW PL Cruise Tilt

Auto 4x4 CD Sat. Navi.

______________________________ _______________________________________________________________

Miles VIN #

___________________________ __________________________________________ _______________________

Pay Off Lienholder Phone # ACV

Sales Consultant Notes ___________________________________________

________________________________________________________________

_________________________________________________________________

_________________________________________________________________

Manager Notes __________________________________________________

_______________________________________________________________

Presentation Demo Service Walk Write-Up T/O Sold




Page Page 9

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.D

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Page 9Page 10

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.D

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Page 1Page 11

Appointment Pre-Show Checklist

Accessible (Do you know where the vehicle is and is it either pulled up in a special place or have you verified no other vehicles will need to be moved in order to get to the vehicle?)

Clean (Vehicle is clean and appears to be ready and prepared for the client to view)

Tag (Demo – make sure you have a demo tag readily available so you don’t have to ask the client to wait)

Tag (Hang – create a hang tag for the mirror that shows “Clean”, “Gas”, “Keys”, “Stock Number” and “Client Name” checkboxes)

Inspected (Someone from the management team has inspected the vehicle to make sure it is ready for the client) On concierge board (Dealership should have a concierge board at the reception area that shows the client’s first name, last initial and the sales person they will be meeting when they arrive)

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________



Page 11Page 12



Consulting

Page 13

Phone-Up GuideThis is a guide and not a script. Apply these principles in your own words!

Date: _______________ Time: __________ Make ____________________ Model: _________________________

Introduction: “Hello, this is ___________________________________________ , how may I help you?”

1. Sincerely compliment their choice.

2. [RESTATE NEEDS] “...is that correct?”

3. If uncertain about vehicle availability, perform the Pattern Interrupt here. “Is it ok if I check quickly?”

4. “This is something I’d suggest we move quickly on... To respect your time and so I can make certain everything is ready when you arrive... When is the best for you and I to get together and look at the [VEHICLE NAME] and/or some of the options that you have... Today or Tomorrow?” Day / Date: ___________________________

“Do you prefer morning / afternoon / evening?” ___________________________

“Are you thinking around...” (mention two time options based on above) ____________ or ____________?

“Ok, just so you don’t end up waiting on me, can we make it around... ____________ (end in :15 or :45)

5. “I’d like to send you a meeting invite (or text) containing all this information, our address, my contact information, etc., ok? Do you prefer email or text right now? What’s that email / number? ____________________________

6. Guest First Name ______________________ Guest Last Name ____________________________________ Additional contact information if provided: _______________________________________________________7. “If something happens and you’re running late, please give me a quick call or text and if any delays happen on my

end I’ll return the courtesy. If something does happen and I can’t reach you, what’s the next best way?” _________________________________________________________________________________________

Close Intelligently: “Thank you for the opportunity. I know you will enjoy the [VEHICLE NAME] and I look forward to meetingyou.CanIconfirmthatyouhavereceivedthemeetinginvitealready?”

SPECIFIC Vehicle - (Client provides Stock # or VIN)

• Are you looking at our website now?• WhileIamconfirmingavailability,wouldyouwantmeto

rule out anything similar?• Tell me more about what you’re looking for so I can share

the right options with you:_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

NON-Specific Vehicle

• What equipment were you hoping for...

1. __________________________________

2. __________________________________

3. __________________________________

4. __________________________________

5. __________________________________

If pre-owned add: “It sounds like there may be a few options that may work for you.”

Sales Consultant: _____________________________

Appointment: Date ___________ Time _________

Confirmed by: ________________________________

If no appointment was set, why? __________________

______________________________________________

Manager Comments: ____________________________

______________________________________________

AMPM

If client says “NO” to an invite - Use the Embedded Command & Mental Drive“No problem...do you have a pen handy, if not I’ll wait?” Please note my name is [NAME], we will be meeting on [DATE] at [TIME] and my best # is [BEST #]. Where will you be coming from? So, you’ll probably want to take...”

Manager Comments: ________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

Appt. Date: __________________________ Time: _________________

Confirmed by: _________________________________________________

Customer Name: _______________________________________________________

Vehicle Year:________ Make: ________________ Model: ____________________

Telephone Best Daytime: ____________________ Next best: ____________________

Additional: ____________________

Email Best: _____________________________________________

Next best: _________________________________________

• Did I catch you at a good time?

• I am calling to THANK YOU for...

1. Do you have any lingering questions? _______________________________________

_____________________________________________________________________

2. Did you like the (NAME OF VEHICLE)? _____________________________________

3. Compared to what? _____________________________________________________

_____________________________________________________________________

4. What surprised you about the (NAME OF VEHICLE)? __________________________

_____________________________________________________________________

5. If there was one thing that prevented you from moving forward the other day, what

would that one thing be? ________________________________________________

_____________________________________________________________________

_____________________________________________________________________

“One Thing” Sheet

AMPM



Page 14


!Business Optimization

Consulting

Page 15

Internet Follow-Up GuideThis is a guide and not a script. Apply these principles in your own words!

Date: _______________ Time: __________ Make ____________________ Model: _________________________

Introduction: “Hello, this is [NAME]. Am I catching you at a good time? Thanks for the opportunity to talk.

1. Sincerely compliment their choice.

2. [RESTATE NEEDS] “...is that correct?”

3. If uncertain about vehicle availability, perform the Pattern Interrupt here. “Is it ok if I check quickly?”

4. “This is something I’d suggest we move quickly on... To respect your time and so I can make certain everything is ready when you arrive... When is the best for you and I to get together and look at the [VEHICLE NAME] and/or some of the options that you have... Today or Tomorrow?” Day / Date: ___________________________

“Do you prefer morning / afternoon / evening?” ___________________________

“Are you thinking around...” (mention two time options based on above) ____________ or ____________?

“Ok, just so you don’t end up waiting on me, can we make it around... ____________ (end in :15 or :45)

5. “I’d like to send you a meeting invite (or text) containing all this information, our address, my contact information, etc., ok? Do you prefer email or text right now? What’s that email / number? ____________________________

6. Guest First Name ______________________ Guest Last Name ____________________________________ Additional contact information if provided: _______________________________________________________7. “If something happens and you’re running late, please give me a quick call or text and if any delays happen on my

end I’ll return the courtesy. If something does happen and I can’t reach you, what’s the next best way?” _________________________________________________________________________________________

Close Intelligently: “Thank you for the opportunity. I know you will enjoy the [VEHICLE NAME] and I look forward to meetingyou.CanIconfirmthatyouhavereceivedthemeetinginvitealready?”

SPECIFIC Vehicle - (Client provides Stock # or VIN)• Are you in front of a computer now? Can you go to our

site and review with me the features that are important to you? (If not, just have them share this information)

• Iwillconfirmavailabilityandmakesurewedon’truleoutanything similar that might be a better option?

• Tell me more about what you’re hoping for so I can verify the correct vehicle availability:

___________________________________________

___________________________________________

___________________________________________

NON-Specific Vehicle

• I received your question(s) and want to review the equipment, style and price range that you arehopingforsoIcanmakesureIfindtherightoptions for you to consider? Can you share with me what you are hoping for?

• Price Range/Target: _______________________ NewCertifiedPre-OwnedPre-Owned(Circle)

• What equipment were you hoping for...

_________________________________________

If pre-owned add: “It sounds like there may be a few options that may work for you.”

Sales Consultant: _____________________________


Confirmed by: ________________________________


______________________________________________


______________________________________________

AMPM

If client says “NO” to an invite - Use the Embedded Command & Mental Drive“No problem...do you have a pen handy, if not I’ll wait?” Please note my name is [NAME], we will be meeting on [DATE] at [TIME] and my best # is [BEST #]. Where will you be coming from? So, you’ll probably want to take...”

Household Prospecting Guide

Sales Consultant: _______________________________________________ Date: _____________________

Customer Name: ________________________________________________

Choose the appropriate introduction:• 3-day – Do you have any questions about the vehicle or any features since you took delivery? Let’s review your

service schedule. Have you received your survey? Can I review what information will be on the survey?• Orphan – The person who sold you the vehicle is no longer with us, so I just wanted to give you my name for

future reference.

• Service – How did your service visit go?

• Referral – I was talking with a friend of yours and we were tossing some names around...

• Already bought – Great, that is what looking for cars is all about. What did you buy?

Update Records (verify address, telephone, email, etc.)1. What other cars do you have in your household?

Make Model Year Color Mileage

Vehicle #1 __________________________________________________________________

Vehicle #2 __________________________________________________________________

Vehicle #3 __________________________________________________________________

2. What other drivers are in your household?

Name Age Birth date

Driver #1 ___________________________________________________________________

Driver #2 ___________________________________________________________________

Driver #3 ___________________________________________________________________

3. If you had to guess, who do you know that would be next in the market? _______________________________

4. Why do you say them?______________________________________________________________________

5. Do you know if they will be interested in a New/Used vehicle?_______________________________________

6. Time frame-wise, do you know when they will be ready?___________________________________________

7. Is that something you think I might be able to help with, even if it is just pointing them in the right direction?

8. Then you would recommend me, right?

9. What is the best number to reach them during the day____________________________ and their name ____________________? That is really not why I called. I just wanted to make sure your car was doing well and...

This is a guide and not a script. Apply these principles in your own words!



Page 1Page 16

Orphan Owner Call Guide

Hello, this is (your name) from (dealership name).

May I speak with ___________________?

How are you today? Did I catch you at a good time?

The reason I called is because I understand that you purchased a _________________ from us in ___________.

The salesperson who sold you the _____________

• Has been promoted

• Has been assigned to another department

• Is no longer here at the dealership

• ______________________________________

My Sales Manager, ___________________, asked me to give you a call just to let you know that you still have a contact here at the dealership should you need any assistnace for anything in the future.

Just as a way of introducing myself, I would like to send you my business card and include with that some service coupons and oil change coupons that will provide you with some discounts and save you some money if you ever need to have some service work done. Would that be OK?

Let me check my records...our records show your address as ____________________________. Is that correct?

I was just thinking, if you don’t mind, I would like to send these coupons out for ALL of the vehicles you have in the household. Would that be OK?

So, what other vehicles do you have in the household?

Year Make Model MileageVehicle 1Vehicle 2Vehicle 3

And who are the drivers?

Name Vehicle driven NotesDriver 1Driver 2Driver 3

Great. Let me send these coupons out to you. When you stop in for service please ask for me. I would enjoy the opportunity to meet you and put a face with a name.

Thank you for your time.



Page 1Page 17

PrinciPles:

1. Pace their decision to be a smart shopper

2. Determine where the prospect is in his/her buying cycle

3. Pace (pat on the back Pace)

4. Determine the prospect’s time frame

5. Discuss possible opportunities during their time frame

6. Determine the flexibility of their time frame

7. Establish criteria

8. Set Appointment

• “Great news...”

• Use East/West technique

• “Pen...I’ll wait” (embedded command)

• Mental Drive

• Reaffirm the appointment using the word “COURTESY”

“Buying Cycle” Objection Guide

“You should...”

“Would you say you’re more towards the beginning, middle, or end of your buying cycle?”

“You’re going about this the right way...you’ve got some momentum...”

“...weeks, months or a few days away?”

“Suppose an opportunity presented itself that might ________________ or even save you some money, would you want to know about it or should I rule it out?”

“Even if if meant adjusting your time frame a bit?”

“What should I be looking for?”


Consulting


25%

How to Have a Successful Call

• “Hello, Mr. Jones.”

• “Did I catch you at a good time? Great! This is [YOUR NAME] at [DEALERSHIP NAME].”

• (Pace) “I wanted to let you know that I appreciated the opportunity to show the [VEHICLE NAME] to you the other day. I’m curious, do you have any lingering questions?”

• “Did you like the [VEHICLE NAME]?”

• “Compared to...?”

• “What feature surprised you most about the [VEHICLE NAME]?”

• “If there was ONE THING that prevented you...what would that ONE THING be?”

• Handle the objection.

Set the appointment!

Machine Objection

• Future Pace

- consideration of other vehicles

- gathering information

- no hasty decisions

- typical purchase experiences

- how will you react?

- I’m a phone call away

• Tell... show...OK phrase

• Discuss items of interest

• Set all appointments:

- qualify when they will shop

- set appointments at other dealerships

- set convenient appointment at your dealership

Buying Cycle Objection

• Pace: you need to just look

• Additional Paces: many choices, financial considerations, need to do homework

• Buying cycle: beginning, middle, or end?

• Pace: you have momentum built up.

• Time frame: weeks, months...?

• Opportunities during time frame: if something... made sense financially... would you consider or just rule that out?

• Flexibility of time frame

• Determine key criteria

Money Objection

• 3 rounds of Pace/Lead

- Round 1 (2 Paces) - perhaps payments and lease info...

- Round 2 (3 Paces) - I know how price can make this decision a challenge... trying to keep pymts... budget

- Round 3 - I’m sorry - trade-off principle

• Create flexibility

• Reaffirm their budget

• Tell... show...OK phrase

• Discuss items of interest

• Set convenient appointment - clarify details with manager


Consulting


CUSTOMER: “It’s just too much for us to spend on a car.”

• Iunderstand.Carsaredefinitelyexpensivetoday,asisjustabouteverythingelse!Iunderstandyourneedhereistomakethiswholepurchasemakesense.Itsoundstome,likeyouhaveabudgetoratargetpriceinmind.Withoutadoubt,it’stherightwaytogoaboutthis.I’mcurious,targetprice-wise,budget-wise,whereareyouhopingtobe?Upto?Ashighas?

CUSTOMER: “I’m not sure...”

• Iunderstand.Irealizehowthiscanbeapressingissue.Ifyouweretoguessthough,approximatelywheredoesyourtargetrangeneedtofall,havingitstillmakesenseforyoutogoahead?Youknow,ifyouhadtobeflexible,howmuchflexibilitywouldyouhaveinthebudget?Yetstillhavingitmakesenseforyou?...Upto...?Ashighas...?

CUSTOMER: “Around $14,000...”

• Okay,sobudget-wise,youarehopingtostayaround(restatetheirnumber)?

CUSTOMER: “Yes...”

• Well, I certainlycanbeof thegreatesthelpknowingwhatbudget youarecomfortablewith. Thereareanumberofvehiclesherethatfityourbudget.Soit’sjustamatteroftryingtohelpyoufindtherightvehicleforyourneeds.NowthatIknowaboutwhereyouneedtobebudget-wise,letmegetwiththerightpersonhere tohelparrange fora convenient time forus toget together.By theway, regardlessofhowwell thenumberswork out, you had askedme to check into a couple of items of interest here.Regarding the (refertoaquestionorconcerntheyhadwhentheywereinthedealershipwithyou)thatyouwereaskingaboutwhenyouwereheretheotherday,letmequicklytellyouaboutthisrightnow.Justdomeafavorandremindmetoshowyouthesethingswhenyou’rehere,okay?

CUSTOMER: “Okay...”

(Now you must mention the items of interest.)

• Great,what’sgoingtobebestforyou—thisafternoonorthisevening?

(If this doesn’t seem appropriate, the alternative is to tell them you’ll get back to them in 15-20 minutes. Then call them back and create the urgency for the return visit without getting into pricing too heavily.)

“Money” Objection Guide


Consulting


Pro

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Page 1Page 21

Conc

ierg

e Bo

ard



Page 1Page 22

PrinciPles:

• Be respectful of the client’s time

• Intro

1. Thank you

2. Edify

3. Meet You

4. onfirm time

samPle Dialogue:

Mr./Mrs./Miss _____________________ (client name), am I interrupting anything?

This is __________________ (your name and title) at ______________ (dealership) and I am

calling to say thank you for the opportunity and interest in our ___________ (vehicle).

_________________ salesperson name is terrific and very professional and I am confident you will enjoy working with them.

When you arrive, please make sure that (salesperson name) gets us introduced. I am excited to

meet you.

I see you are coming in at (mention date and time). Let us know if we need to move that around

for you. Again, thank you so much for the opportunity and I look forward to meeting you.

Manager Comments: _____________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Appt. Date: ____________________________________ Time: _____________ AM PM

onfirmed y __________________________________________________________________

Management Confirmation CallManager “Thank You” Call



Page 1Page 23

PrinciPles:

1. Open the call intelligently

2. Give the prospect a reason for the call

3. Ask if there were any lingering questions

4. Set another appointment

Appointment No-Show Guide

Appointment No-Show Dialogue• (Mr./Mrs./Ms. prospect’s last name)?

• Am I getting you at a good time?

• This is (state your name). I’m the (state your position) at (state your dealership).

• I noticed you had set some time aside yesterday with (sales consultant) and I am calling to see how your visit went, as well as to see if there were any LINGERING QUESTIONS I might be able to answer for you.

CUSTOMER: “Well, actually we weren’t able to make it in yesterday.”

• You didn’t? That’s okay. I know that sometimes things come up and we can’t always predict what our schedule is going to be. That’s no problem. Let me do this for you so we can best help you in this process. What would be a better time for you to get together with (sales consultant), today or tomorrow?

arly or late? et a firm appointment.

(If the prospect says that they did come in, use the PR Manager Guide.)



Page Page 24

• Mr./Mrs./Ms. (customer’s name)?

• Did I interrupt anything important?

• This is (your name). I’m the Public Relations Manager at (your dealership’s name). I understand you (visited/called) our dealership recently. Do you mind if I ask, did you visit our sales or our service department?

• Oh, I see, well I’m glad I called. I’m responsible for calling customers who visit the dealership to make sure that they are waited on properly. Do you mind if I ask, who was it that waited on you when you were here?

• id you find a particular vehicle that you liked?

• Did you buy it?

• hat specifically did you like a out it?

• Just out of curiosity, if you had to choose one thing that prevented you from buying the (state the vehicle they were looking at) when you were here the other day, what would that one thing be?

• Okay, so if I understnad you correctly, (repeat hat they said as this ill generate an affirmative response). (Remember to actively listen!)

• Well, if you don’t mind, I’d like to do some checking on this for you to make sure that you are getting all the attention you deserve, especially after talking about what we have thus far. Are you going to be at this number for a little while? Great! Let me do some checking and I’ll get back to you!

(Have sales consultant call back in 10-15 minutes and set the appointment with them.)

PR Call Guide



Page 21Page 25

“Already Bought” Call Guide• Mr./Mrs./Ms. (customer’s name)?

• Did I get you at a good time?/Did I interrupt anything?

• This is (your name) from (dealership name). I’m getting back to you to see if there are any lingering questions

about the (vehicle) that I could answer for you?

CUSTOMER: “I’ve already bought a car.”

• You did? We’ll that’s what looking for a car is all about, isn’t it? Well, I realize that there are a lot

of nice cars out there today! Do you mind if I ask you what you bought? Well, I think that is a very

nice car. I hope you don’t mind if I ask–was it anything against me personally? Well, okay, good.

I hope you’ll at least consider me the next time you’re in the market?

• If you don’t mind, let me just give you something that may be of help to you. I’m glad you’re happy with the

new vehicle, and maybe while I have you on the phone I can help you in another way. Let me quickly update

my records, and I’ll make sure that you receive some useful service and oil change coupons that are sent

out from the dealership. Your mailing address is..., and your home number is..., and your work is... Help me

complete my records. What other vehicles do you have in the household? Who are their drivers? Of those

drivers, who’s most likely to be next?

• Why do you say___________? Do you think they’ll be leaning towards new or pre-owned? Time frame-

wise, is this weeks, months, or years down the road? Do you think this is something that I could help them

with–even if it means just pointing them in the right direction?

• Would you feel comfortable recommending me to them? Great! How can I reach them during the day?

• Say, let me make sure you have something at your disposal. Do you have a pencil handy...I’ll wait?

(Silent close, give them something of value at this point–perhaps a coupon activation code that you will be sending or a direct line to the Service Manager for service on a different vehicle, etc.)

• Is there anything else that I can do for you? Are you sure? Anything at all? How about perhaps help for your

family or friends?

CUSTOMER: “You mean somebody who’s going to be buying a car?”

• Sure. I’d love to help in any way I can. If that would be of help to you, I’d love to be of service.

CUSTOMER: “No one is really coming to mind right now that needs a car, but if I think of somebody, I’ll let you know.”

• I didn’t think so. That’s okay. That’s usually not the case, and it really wasn’t what we were talking about

anyway. Let me ask you this: If someone were to need help, say within the next three to six months, who

would that be, if you were to guess?

ell that’s not the reason I called. he real reason initially as to find out if I could e of service in your search for a vehicle. You’ve obviously found a vehicle and seem to be set. It sounds like you’ve made a great

decision. I’ll give you a jingle in a month or so, as long as you don’t have a problem with me checking to see

if there is anything you may need. Please know you can call me at anytime. Thanks again for your time.



Page Page 26

ToTal SeT appoinTmenTSBDM® Initials Sales Manager Initials

Date Shift #

Team : to :

Time

Notes: ________________________________________________________________________________________________________________________________

AttendanceSales Consultant Sales ConsultantMinutes Minutes

# of Conf.# of Mgmt. FUFU

Total ContactsAppointments

# of No Show# of PR

Total ContactsAppointments

Total Contacts

Phone-Up Cards

Referrals

Appointments

Total Contacts

“One Thing” Sheets

Referrals

Appointments

Total Contacts

Household Updates

Referrals

Appointments

Incoming Sales Calls FUFU Owner Loyalty

Sales Consultant

90-Minute Shift Recap

Manager:__________________________________

Sales Manager BD Manager



Page Page 27

ToTal SeT appoinTmenTSSales Consultant Initials Sales Manager Initials

DateSales Consultant

Time In: ________ : ________ AM PM Time Out: ________ : ________ AM PM

Notes: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Sales Manager

BD Manager

Total Contacts

Total Appointments

Sales Consultant

Total Contacts

Phone-Up Cards

Referrals

Appointments

Incoming Sales Calls FUFU Owner Loyalty

Total Contacts

“One Thing” Sheets

Referrals

Appointments

Total Contacts

Household Updates

Referrals

Appointments

Total Contacts

Total Appointments

90-Minute Shift Recap - Sales Consultant



Page Page 28

Date Team

ToTal Team appoinTmenTs Today!CRM Initials Sales Manager Initials

DSL = Days Since Last Appointment – Hottest Prospect = Hottest (Most Urgent) Unsold Prospect

S a l e s M a n a g e r S h o w r o o m A c t i v i t y

Mgr. FUFU Contacts

No Show ContactsNo Show Appointments

Rescheduled

Total Mgr. onfirmations

Number of Guests

Guest Cards

Sold

Delivered (if tracked separately)

B u s i n e s s D e v e l o p m e n t Sales Consultant Total

ContactsTotal

Appointments DSL Hottest Prospect(s)

D a i l y BD A c t i v i t y Daily

Activity Incoming Phone

New Internet Opportunities

Owner Loyalty Contacts

Unsold ShowroomFollow Up

Total Contacts

Call Guides / Info Sheets Collected

Appointments Set

onfirmed

Appointments Show

Deliveries / Sold

InternetFollow-UpContacts

Incoming Phone Call Follow Up

Team Activity Recap



Page Page 29

Sales Consultant Date

Time In: ____ ____:____ ____ AM PM Time Out: ____ ____:____ ____ AM PM

P e n d i n g S a l e S Date Time Customer Vehicle Status

AMPM

AMPM

AMPM

AMPM

A p p o i n t m e n t s f o r T o m o r r o w Date Time Customer Vehicle Conf Source

AMPM

AMPM

AMPM

AMPM

S h o w r o o m A c t i v i t yFresh Ups Today Guests Cards Today Deliveries Today

Appointments todAy!Sales Consultant Initials Sales Manager Initials

B u s i n e s s D e v e l o p m e n t Daily

Activity Incoming Phone

New Internet Opportunities

Owner Loyalty Contacts

Unsold ShowroomFollow Up

Contacts Made Today

Call Guides / Info

Appointments Set Today

Appointments Show Today

Deliveries Today

InternetFollow-UpContacts

Incoming Phone Call Follow Up

Daily Activity Recap



Page Page 30

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.D

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Ser

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-

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Ca

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Date: _______________ Time: __________

1. “This is _________________ , how may I help you?”

2. “Thanks for sharing that with me...” Describe Service Need: ______________________________________________________________________

_________________________________________________________________________________________

Identify Customer History (previous service visits, purchase, etc.): _________________________________________________________________________________________

Vehicle Information:

Year _______________ Make _______________________ Model ___________________________________

Mileage ____________ Last Service Date: ______________________

Repair performed: __________________________________________________________________________

3. Restate the customer’s needs.

4. “I’m going to check on our next available service opening...bringing your car in and having to wait around. It’s going to take me a few minutes, are you calling from home or work? And the number there is _______________________, and your last name is spelled _________________, and your first name is ______________. Nice to meet you!”

5. “Actually, I can check that real quick...may I place you on hold?”

6. Create Professional Urgency.

SAFETY ISSUE SYMPTOM OF SOMETHING MORE SEVERE

ROUTINE/SCHEDULEDMAINTENANCE

“ reat ne s!”“Have a priority appointment opening...”“Since this...safety-related issue...need to act, rather than...”

“ reat ne s!”“Have an appointment opening...”“Since this could be...symptom...more severe...need to act, rather than...”

“Thank you again for calling.”“Certainly is important to take care of your vehicle...”“I found an appointment opening...”

7. “When is a good time for us to get together?”

8. “Do you have a pen handy...I’ll wait? My name is...and you will be meeting with ________________________, and the appointment is for _________________.”

9. “Do you know where we are located? What part of town are you coming from? Would you like me to send you directions? What email would you like me to send that to?” __________________________________________

10. “If you’re running late, give me a call. If something happens on my end I’ll show you the same courtesy. If some-thing does happen on my end and I can’t reach you, what is the next best way to reach you?”_______________ ______________________

Service Phone-Up Cardhis is a guide and not a script. pply these principles in your o n ords!

“Today or tomorrow?”_____________________________

“Morning, afternoon,or evening?”

Time:_____________________________

Appointment set by: ___________________________

Appointment set for: ___________________________


Confirmed by: ________________________________


______________________________________________


______________________________________________

AMPM



Page Page 32

Call Back - Needs Work Not Covered

1. May I speak with _______________________________?

This is _______________________________________. I am the ________________________________ at

____________________________________.

2. Did I catch you a good time?

3. The reason I am calling is because we have completed inspecting your ________________________, and

wanted to let you know what we found and explain that they are not covered under warranty.

Customer: “I have to pay for this myself?”

4. I hear you. I realize how frustrating it can be when we need to have unexpected service work done. Especially

when the service work needed is not covered by warranty. It is always a lot easier for us to call a customer back

and tell them the repairs needed are covered under warranty. Everyone seems to win. The customer gets their

car fi ed e get to do the ork and the manufacturer pays the ill. nfortunately this repair is not covered

under your manufacturer’s warranty.

Customer: “How much will it cost?”

5. That is a great question. To complete this work will cost $ __________________, and...

. et me assure you that our ___________________________ ill do an e cellent o fi ing your vehicle and

getting you back on the road.

7. With your permission I will have our ________________________ start this work for you. Do we have your

permission to do this?



Page Page 33

Has Not Visited Service in a While

1. May I speak with __________________? This is ____________________ from _______________________.

2. Did I catch you at a good time?

3. The reason I called is because I understand that you purchased a __________________ from us. My Service

Manager, _________________, asked me to give you a call just to let you know that you still have a contact

here in the Service Department should you need any service work done in the future. We would obviously enjoy

taking care of any service work you may need.

4. Just as a way of introducing myself, I would like to send you my business card and include with that some service

coupons and oil change coupons that will provide you with some discounts and save you some money if you

ever need to have some service work done. Would that be OK?

5. Let me update our records (verify information). And how many miles do you have on the vehicle?

6. Great. Let me send these coupons out to you. Please call me if we can help you with any service needs in the

future. Do you have a pen handy...I’ll wait?

7. You did mention that you had ____________________ miles on the vehicle. Have you had the ____________

________ service done yet?

8. When would be a convenient time to bring your vehicle in? Would this week be OK or would next week be bet-

ter?

IF APPOINTMENT SET: (give your information)

Mental drive and follow record and reception process

IF NO APPOINTMENT SET: And that is OK, and it was not even the reason I called. The reason I called

is to introduce myself and let you know you have a contact here should you need any service work done

in the future.

Input household information. Communicate information with Sales Department.

(Customer Relations Call)



Page Page 34


Declined Service Call Guide

Time: ______________ Date: ______________ Declined Services: _______________________________________________

1. Introduction: “May I speak with _____________________________?”

“This is ____________________. I am a [your role] at ____________________________.”

2. “Did I catch you at a good time?”

Customer:

“Yes” “Now is not good”

Continue with call Ask for a better time to call and call back then

3. “The reason I called is to thank you for visiting our Service Department. We realize that there are a number of places you could go with your service needs and we appreciate you allowing us the opportunity to service your ___________________.”

a. “By the way, did you have any questions about the work that was done on your ____________________________?”

b. “Were we able to take care of the problem for you?” (small talk)

c. “Did we finish the work on time?”

4. “Thank you for sharing that information with me. That is exactly why the dealership asks me to make these calls.” 5. “I’m curious, do you recall any items your Service Advisor recommended you take care of and you elected to skip at this time?”

Customer:

“Yes, I believe it was recommended…” “No, nothing comes to mind”

Again, let the customer talk. Offer to take a moment to check for them. Mention items to them.

“Oh, that’s right…”

6. “Thanks for passing that along to me. I’m curious, if there was one thing that kept you from moving forward with the

additional recommended service items when you were here, what would that one thing be?”

Customer:

“Well, frankly…”

Let the customer talk. Pace the customer’s concerns.

7. “Did you have this work completed yet?”

IF YES: “Great! That is good to hear. We find that those customers who most closely follow the manufacturer’s suggested

maintenance schedule better enjoy the performance of their vehicle and, of course, protect their investment.”

“If there was one reason we could not help you with your future service needs, what would that one reason be?”

• Listen to the customer’s reason

• Use Pace/Lead to align with the customer

• Overcome objection whenever possible, or ask manager for advice

• Document in CRM tool

• Plant seed for next appointment

IF NO: “We would enjoy the opportunity to take care of this for you at a time that is convenient for you. When would be a

good time to bring that vehicle in for this service? Is this week OK, or would next week be better?”

• Funnel to setting convenient appointment date and time

• Send Invite or use Embedded Command o Mental drive o Best contact information

• Courtesy Close Intelligently: “Thank you for spending some time with me. Hearing from you has been helpful to us. We look forward to

our next opportunity to take care of your vehicles for you because we like to help our customers enjoy their vehicles by keeping them safe and performing well. Talk to you soon!”

This is a guide and not a script. Apply these principles in your own words!

Page 35

1. May I speak with _______________________________?

This is ____________________________________. I am the ____________________________________ at

____________________________________.


3. The reason I called is to thank you for visiting our Service Department. We realize that there

are a number of places you could go with your service needs and we appreciate you allowing

us the opportunity to service your _______________________.

4. By the way, did you have any questions about the work that was done on your ________________________?

5. Was the repair/work completed to your satisfaction? (Small talk)

6. Was it completed in a timely manner?

7. If there was “ONE THING” that we could have done to make your service experience better/more enjoyable,

what would that “ONE THING” have been?

8. Thank you for sharing that with me. It is our objective to make our service customers’ visits as

pleasureable as possible.

Service Follow-Up Call GuideSSI/Quality Survey Call

(No additional work was recommended)



Page 31Page 36

No-Show Call Guide

1. May I speak with _______________________________? This is ________________________________. I am the _______________________________________ at ____________________________________.


3. The reason I called was to congratulate you on the purchase of your _____________________________.

4. The reason I called is because I noticed you had an appointment to visit our Service Department

on __________________________ and my job is to call customers who have visited our dealership just to see

how their visit went.

Customer: “I couldn’t make it.”

5. ell that is . e reali e ho things can come up and sometimes it is difficult to plan. hat is not a pro lem.

6. Let me help you out. When would be a more convenient time to bring your vehicle in so we can complete your

vehicle’s service needs?

• Set appointment

• Give two choices

• Mental drive

eaffirm the appointment using the ord “ ”



Page Page 37

Overdue Scheduled Service

1. May I speak with _______________________________?

This is _________________________. I am the Customer Relations Manager at_______________________.


3. The reason I called is because our records indicate that your (Year, Make, Model) is overdue for its scheduled

(mention specific scheduled maintenance).

Did you have this work completed yet?

4. IF YES reat! hat is good to hear. e find that those customers ho most closely follo the manufacturer’s suggested maintenance schedule better enjoy the performance of their vehicle, and of course, protect their

investment.

If there was ONE REASON we could not help you with your future service needs, what would that ONE REA-

SON be?

isten to the customer’s reason • Use Pace/Lead to align with the customer

• Overcome objection whenever possible

• Record information and follow appropriate process

• Set future appointment

4. IF NO: We would enjoy the opportunity to take care of this for you at a time that is convenient for you.

When would be a good time to bring that vehicle in for this service? Is this week OK, or would next week be

better?

• Set appointment

• Give two options

en handy...I’ll ait? • Mental drive

• Best contact information



Page Page 38

Recall Notice Call Guide

1. May I speak with _______________________________?

This is _____________________________. I am the __________________________________________ at

____________________________________.


3. The reason I called is because the (“Original Equipment Manufacturer”) recently announced that there is a recall

for all _________________. ave you received notification of this yet? (There will be some small talk here about

the recall item.)

4. Our Service Manager asked us to call everyone who owns these vehicles to let them know that we have the

necessary parts in stock to complete this work for you.

5. The (“Original Equipment Manufacturer”) is paying for this work to be done, so there will not be any expense for

this repair that you will need to pay.

6. (Create urgency – Safety, Symptom – So we probably want to take care of this quickly instead of waiting.)

7. When would be a convenient time for you to bring your ________________ in so we can take care of this for

you? (Give two options)

• Set appointment

• Pen handy...I’ll wait?

• Directions to Service Department

• Courtesy



Page Page 39

Recent Purchase Call Guide

1. May I speak with _______________________________?

This is ______________________________________. I am the __________________________________ at

____________________________________.


3. The reason I called was to congratulate you on the purchase of your ____________________________.

4. I also wanted to introduce myself to you because I will be your contact person in the Service

Department should you ever need to have any type of service work done.

5. We here at ______________________________ truly believe that taking good care of our customers

does not stop at the time of sale, but should continue for as long as you own your ___________________.

It is my job to make sure that this happens when you visit our Service Department.

. If you do not mind I ould like to set you up ith your first appointment. ould that e ?

Set appointment three months out. (give two options)

7. My records show that your address is _______________________________________________. Is that correct?

(verify information is accurate)

8. Do you have a pen handy...I’ll wait? (give name and appointment time)

Thank you again for your business and I look forward to meeting you when you stop in for service.



Page Page 40

Service Customer Status Call

1. May I speak with _______________________________?

This is _____________________________, I am the ________________________ at

Name__(Dealership Name) ______________________.


3. I am calling to let you know that your vehicle will be ready for pick up any time after _______pm. Do I need to make arrangements for our shuttle to pick you up? What time should I have the shuttle pick you up? ___:___ am/pm.

4. Customer: “How much did the repairs cost me?”

5. The total of repairs is $__________________. Please ask for me on your arrival so that I can go over what repairs were made and provide you with a detail of all charges.

6. Customer: Why weren’t the repairs covered under warranty?

7. I wanted to be able to do that for you. It is so much easier for me to call a good customer like yourself and tell them that the factory is covering the repairs. As you are probably aware, warranty only covers defects in material and workmanship from the factory and for a limited time and mileage. I will be happy to go through the details on that with you when you pick up the vehicle.

8. Thank you for your time and be sure to meet with me before you pay your bill.



Page Page 41

Compensation Plans Compensation Plan Overview These example compensation plans are made up of two key components:

1. Base (can be based on an hourly wage) 2. Variable

The critical pieces of the variable portion of the compensation plan are:

1. Target Annual Compensation (TAC) is the total compensation you are willing to pay out (Base + Variable) if certain volume and/or gross objectives are achieved. In order for the compensation to work, each month must have an objective assigned. The most effective objectives are set and communicated 30 days prior to the month they are set for. Very similarly to managing plan and forecast, any subsequent month’s objective can be modified to make up for any previous month’s shortfall when this occurs.

The percent of TAC paid out as base is determined by market and specific role factors. The remaining portion of the TAC is paid out in variable. Variable is paid based on the percent of the objective achieved.

2. Enterprise Goal(s) is the goal everyone within the business is working together to

achieve (front-end focused, fixed focused, or, overall). The Enterprise Goal can be Revenue, Volume, CSI, or a combination of these. It should be clearly definable and easily understood. Additionally, it should be publicized how the business is performing relative to this objective(s) throughout the month (at minimum on a weekly basis).

In order for the compensation to work, each month must have an objective assigned. The most effective objectives are set and communicated 30 days prior to the month they are set for. Very similarly to managing plan and forecast, any subsequent month’s objective can be modified to make up for any previous month’s shortfall when this occurs.

3. Minimum Performance Standards (MPS) qualifiers can be set (Optional), which can

dramatically affect the amount of variable paid out. See the example of minimum performance standards (MPS) below.



Page Page 42

All Pro and Pro Option The purpose of the Pro and All Pro compensation plan is to recognize the fact that every associate working for you is a professional. Not all professionals make it to the All Pro team, though. There will be significant performance and productivity differences between the Pro and All Pro teams. The best way to differentiate and compensate on the difference between your All Pro and Pro players is in the variable portion of the compensation. For non-commissioned roles (CSC, BDM®, etc.) this can simply be an additional 20% variable potential award providing the All Pro level is achieved. For commissioned salespeople, this can simply be an additional 5% in commission on commissionable pieces (gross, back-end, wholesale, etc.). Setting the level for All Pro should be carefully considered. All Pro players should outperform Pro players consistently and significantly. Making All Pro should require a “season” of outperforming (a 60-day period minimum). All Pros can be determined by several factors:

1. Volume of # ________ 2. Gross/Revenue of # ________ 3. Repeat/Referral Sales of # _________

Examples TAC Examples of Typical TAC Comparisons (Figures are based on a Sales Manager’s TAC of 100K):

! Assistant Sales Manager = 80% of Sales Manager ! BD Director = 100% ! BDM = 70-80% of Sales Manager ! Client Services Coordinator (Call Agents/BDC® Staff) = 40%

You can establish TACs for each role in the dealership. Only the dealership knows the fair and competitive salary for their specific market. Be careful not to set TACs too high for any role. TAC will be attainable based on realistic objectives being set, and occasionally objectives will be exceeded requiring the dealership to pay out a variable percent greater than the anticipated TAC. Enterprise Goal Dealership’s goal is to sell 120 vehicles with an average gross (front/back) of $2,000 per vehicle and maintain their 98% CSI number for June 2014. The dealership can set the Enterprise goal as a function of all three (3) variables, or roll CSI into the MPS and either combine or keep separate the volume and gross goals. Here are examples of how this Enterprise Goal could be communicated:

Option 1 June 2014 Goal – We must achieve $240,000 gross sales revenue from new and pre-owned cars while maintaining our CSI standard of 98%.



Page Page 43

Option 2 June 2014 Goal – We must sell 120 vehicles at an average gross of $2,000 per copy (including F & I) while maintaining our CSI standard of 98%. Option 3 June 2014 Goal – We must sell 120 vehicles at an average of $2,000 per copy (front and back).

Pro and All Pro

Option 1 All Pros sell an average of 36 vehicles in a rolling 60-day period of time while maintaining their MPS standards. Option2 All Pros generate an average of $70K revenue from sales in a rolling 60-day period of time while maintaining their MPS standards.

MPS Examples of Minimum Performance Standard (MPS) Qualifiers: (You may consult with your assigned Traver Technologies Consulting Partner on specific MPS for any role within the organization. Additionally, MPS can be modified frequently to maintain or adjust focus on key performance areas) These are strictly examples and can be modified based on the tenure and current state of your BDC processes. You should discuss the specific MPS for your dealership with your Traver Coach. MPS can change to address specific business needs as your BD processes mature. BDM MPS

1. PR & No Show Appointments - .5 X # of SC X 20 days = minimum # of PR and No Show appointments scheduled (rescheduled)

2. 60% schedule rate on incoming phone calls 3. 10% schedule rate on owner contacts 4. 60% schedule rate on Internet leads 5. 20% schedule rate on unsold follow-up 6. Other as needed

Sales Manager MPS

1. % Turnover less than 10% of the aggregate previous 12 months running average. 2. 75% Management Confirmation percent with greater than 60% show rate on

confirmed appointments. 3. 1:1 Appointment Ratio daily average (keeps them tied to the Sales Consultants and

BD culture you have created). 4. 80% Manager T.O. on all Red Line unsold showroom traffic (with 80% of all unsold

prospects tracked with the minimum Red Line information in CRM).



Page Page 44

5. 90% of Sales Consultants met 100% of Monthly Target (keeps them accountable to

individual performance – Lever for Coaching). 6. Other as needed

Client Service Coordinator/Call Agents/BDC Staff MPS

1. 40%/60% schedule on Internet and Sales Calls 2. 80% schedule on Service Calls 3. Travel Rate (contacts per day) at acceptable level based on skill set and client

contact assignment 4. 10% schedule rate on Owner/Referral/Orphan contacts 5. 1:1 appointment ratio (based on Sales Consultant staff for organization) 6. Other as needed

Example Comp Plans On the next three pages, we’ve provided example compensation plans by role, and repeated the possible Minimum Performance Standards for each role. These are merely example plans and should NOT be viewed as an endorsement of any particular compensation level or suggestion thereof.



Page Page 45

Example of Comp Plan for BDM

• TAC = $84,000 annually (this is strictly an example and not meant to suggest that BDMs be paid more or less than you are currently paying)

• Base = 50% • Variable = 50%*

Month March April May June July Base $3,500 $3,500 $3,500 $3,500 $3,500 Objective 100 Vehicles

@ average of $1500 per (front-end)

110 Vehicles @ average of $1525 per




Actual Performance

100% of Objective

92% of Objective

105% of Objective

99% of Objective

122% of Objective

MPS Met YES NO (max 80% variable payable)

YES YES YES

Variable $3,500 $3500 X .8 X .92 = $2,576

$3500 X 1.05 = $3,675

$3,465 $4,270

Total Comp $7,000 $6,076 $7,175 $6,965 $7,770

*Based on percent objective achieved and by MPS qualifiers being met BDM MPS

1. PR & No Show Appointments - .5 X # of SC X 20 days = minimum # of PR and No Show appointments scheduled (rescheduled)

2. 60% schedule rate on incoming phone calls 3. 10% schedule rate on owner contacts 4. 60% schedule rate on Internet leads 5. 20% schedule rate on unsold follow-up 6. Other as needed



Page 41Page 46

Example of Comp Plan for Call Agent (CSC) • TAC = $39,600 annually (this is strictly an example and not meant to suggest that

all Call Agents be paid more or less than you are currently paying) • Base = 50% (depending on state laws you may want to pay less in base or more

in base) • Variable = 50%*

Month March April May June July Base $1,650

(11.75/hr) $1,650 $1,650 $1,650 $1,650

Objective 100 Vehicles @ average of $1500 per (front-end)





Actual Performance

100% of Objective

92% of Objective

105% of Objective

99% of Objective

122% of Objective

MPS Met YES NO (max 80% variable payable)

YES YES YES

Variable $1,650 $3500 X .8 X .92 = $1,214

$3500 X 1.05 = $1,732

$1,633 $2,013

Total Comp $3,300 $2,864 $3,382 $3,283 $3,663

*Based on percent objective achieved and by MPS qualifiers being met Client Service Coordinator/Call Agents/BDC Staff MPS

1. 40%/60% schedule on Internet and Sales Calls 2. 80% schedule on Service Calls 3. Travel Rate (contacts per day) at acceptable level based on skill set and client

contact assignment 4. 10% schedule rate on Owner/Referral/Orphan contacts 5. 1:1 appointment ratio (based on Sales Consultant staff for organization) 6. Other as needed



Page Page 47

Example of Comp Plan for Sales Manager • TAC = $120,000 annually (this is strictly an example and not meant to suggest

that all Sales Managers be paid more or less than you are currently paying)• Base = 50%• Variable = 50%*

Month March April May June July Base $5,000 $5,000 $5,000 $5,000 $5,000 Objective 100 Vehicles

@ average of $1500 per (front-end)





Actual Performance

100% of Objective

92% of Objective

105% of Objective

99% of Objective

122% of Objective

MPS Met YES NO (max 80%variable payable)

YES YES YES

Variable $5,000 $3500 X .8 X .92 = $3,680

$3500 X 1.05 = $5,250

$4,950 $6,100

Total Comp $10,000 $8,680 $10,250 $9,950 $11,100

* Based on percent objective achieved and by MPS qualifiers being met

Sales Manager MPS 1. % Turnover less than 10% of the aggregate previous 12 months running average.2. 75% Management Confirmation percent with greater than 60% show rate on

confirmed appointments.3. 1:1 Appointment Ratio daily average (keeps them tied to the Sales Consultants and

BD culture you have created).4. 80% Manager T.O. on all Red Line unsold showroom traffic (with 80% of all unsold

prospects tracked with the minimum Red Line information in CRM).



Page Page 48

BDC® Call Agent Job Description Role Overview: Your BDC® Call Agent is your voice to customers and prospects. Their role is simple; to convert opportunities into appointments that show and do business with the organization.

Unique Roles: Each organization may structure their BDC Process™ differently. Therefore, it is important to understand that each BDC® Call Agent may have specifically assigned tasks to perform each day. Some call agents may be exclusively working with sales opportunities and others may be dedicated to service or parts opportunities. In some cases, a call agent may have responsibilities that cross over from variable and fixed operations. The best utilization for BDC® Call Agents, regardless of their assignment is to be an expert at the tasks they are being asked to perform each day. It is dangerous to believe that a BDC® Call Agent can possess this expertise in every area and type of client and customer contact. Therefore, it is recommended that within any team of call agents that specific individuals are tasked with specific contacts. This will enable them to master their targeted area(s) and help the organization achieve the highest results possible. Some examples of unique roles are as follows:

- Internet lead conversion specialist - Incoming phone-up specialist - Unsold follow-up specialist - Owner retention specialist - 1st Service appointment and defector specialist - Declined service specialist - Etc

By defining unique roles allows you to associate specific individuals with clearly identified gaps in your processes and contact strategies.

It is very common for a BDC® Call Agent to be a specialist in multiple areas over time. And, a prudent way to isolate their area(s) of greatest potential is to expose them to multiple types of contacts early in their training so that you can determine where their unique strengths and passion lie. Overtime however, it is a best practice to refine their specific daily tasks to those areas where they excel and where they can contribute the most to the business.

Biggest Mistake Made:

Don’t pay them on business that does not include growing the business. Some organizations pay their call agents to set appointments only. Others incentivize them to set appointments that show. Your greatest percentage of incentive should be focused on the overall growth of the areas they are assigned to impact. If they are tasked with calling unsold customers, they should receive more incentive from unsold prospects showing up for an appointment and purchasing that they receive for merely setting and appointment that shows.

Keep the end in mind. The primary reason you employ call agents is to grow the business, not make contacts, or even just set appointments. Keep them tied in with the bigger picture.



Page Page 49

Also, please don’t unintentionally build or allow a silo to exist within the business. Every sales person, manager, service writer, etc. must know the personnel working behind the scene on their behalf. When you hire a new call agent, ensure that you onboard them including exposing them to the actual area of the business (sales, parts, or service) where their impact will be made. They should never be a stranger to the employees of your organization.

Daily Task: Based on their area(s) of specialization and specifically where you have tasked them to help they will have a minimum number of quality contacts to make each day. There is tremendous predictability and science behind their contribution. For each unique outbound contact the dealership will need to establish minimum quality contact targets for each day. These minimum quality contact volumes will be determined by many factors (size of organization, volume of opportunities, etc.). Here are just a couple examples of their daily tasks and targets:

Incoming Sales Calls

Schedule 60% of all calls received Show rate to exceed 50% Close rate to exceed 33% Overall Net Delivery Rate of no less than 10% from Incoming Sales Calls

Internet Lead Conversion

Schedule 42% of all Internet leads handled Show rate of no less than 60% Close rate of no less than 40% Overall Net Delivery Rate of no less than 13% from Internet Leads <10-days old

Declined Service Calls Schedule rate of 30% of all declined service contacts Show rate of no less than 80% Close rate of no less than 90% of declined returns

Every area has minimum performance standards (MPS). You can see examples and learn more about compensation best practices in the compensation recommendations for this role.

The most important and first factor (variable) to measure in determining a call agents effectiveness is their schedule rate (appointment conversion rate). This is where the rubber meets the road. Volume can convolute or corrupt overall performance when in mass. Don’t allow this common problem to exist in their performance evaluation.

Minimum Attributes Needed: Effective and professional writing and verbal skills Outgoing personality or internally driven motivation (a strong task orientation can be equally powerful as an outgoing personality) Organized A willingness to learn about the whole business A willingness to work closely with many stakeholders sharing different outcomes Ability to take direction and coaching well (a good BDC agent becomes great when coached and trained properly). Make sure they are teachable



Page Page 50

The Role of the Business Development Manager®

The Business Development Manager (BDM) will be your “point-man” for the business development process. You know what a “point-man” is, right? (He’s the guy who leads the charge (but doesn’t necessarily fight the battle by himself.) You may choose to employ the Business Development Coordinator (BD Coordinator) position if the thought of a full-time BDM doesn’t seem possible to you. If you decide to appoint a coor-dinator for this position he/she will need to receive the same training and support that a BDM would.

The person selected for this position needs to be trained on the “why”, the “what”, and the “how” of which your Business Development System (BDS) will operate. Suggested topics to be included in this initial training with your BDM are as follows:

Your Phone-up Management System:• How to track, handle, and get the phone-up system operating in the BDC and the dealership.• Learning the principles of the phone guides for taking the incoming sales calls.• Developing and implementing a conditioning system to reward the use of the proper skills.

Your Floor-up Follow-up Tracking System:• How to streamline your floor-up information to the sales consultant Daily Marketing Plans.• Implementing call guide training for floor-up follow-up calls including how to handle the top objections,

P.R. calling, etc.• How to implement and use a daily letter system for correspondence to prospects.

Your Owner Base Contacting and Follow-up Procedures:• Implementing call guide training for the 3-day, 10-day, and 90-day calls.• How to implement a letter system for correspondence to customers.

New Business Development Principles:• Implementing a focus on the development of new sources of business such as your off-lease customer,

off-retail customers, direct-mail, manifests, product kickoff promotions, etc.• Create a “sprinkler system” to be used to funnel fresh prospects to the sales consultant Daily Marketing

Plans.


Consulting


The Role of the Business Development Manager®

How to Introduce a Daily Work Plan for the Sales Consultant:

• What must be on the Daily Marketing Plan?

• How to set objectives for phone calls and appointments using attainable benchmarks.

Tips for Training and Interacting with Sales Management:

• How to implement a daily appointment log.

• How to automate an unsold Floor/Phone-up Report for follow up by a manager.

Developing the Daily Itinerary of the BDM:

• Developing a P.R. Manager Report for the BDM.

• Structuring a pre-shift interview with each salesperson.

• Creating a daily itinerary checklist for the BDM.

• Executing a post-shift recap with each salesperson.


Consulting


BDM® Goals

MISSION: To be proactive towards sales and to create Quality Showroom Traffic!

1a. Input of correct information/responsible for the following:a. Qualified inputter understands his/her job.b. Inputter’s ability to learn the material.c. BDM’s attention to detail on Floor-up and Phone-up cards.d. Daily reconciliation of the Operator’s Phone-up Log with up cards.e. DMP’s are ready before every shift.f. Letters are ready before every shift.

2a. Clarity in obtaining our BDC goals:a. Participation by sales and management ensuring full 90-minute BDC shifts.b. Ability to review DMP’s to ensure a good, daily work plan for the sales staff.c. One-on-one with the sales staff during the shifts.d. One-on-one with the manager in the shift.e. Appointments from each sales consultant during the shift.f. Exit interviews with each sales consultant and manager to determine the results from their

90 minutes.g. Review of the Phone-up cards to find areas for future training.

3a. Training:a. Based on reviewing Floor-up Cards/Phone-up cards/DMP’s specific training sessions.b. 15 minutes team focus before the shifts start.c. In-dealership training on handling incoming sales calls.d. In-dealership training on FUFU.e. In-dealership training on owner base calls and household prospecting.f. Management training on P.R. calls.g. Management training on appointment confirmation calls.

4a. Skills:a. Hands-on use of the phone making P.R. calls, handling incoming sales calls, FUFU, owner base.b. Calling back no-shows.c. Providing hands-on demonstrations of how to make a call.d. Ability to read a DMP and look for future training needs.


Consulting


Business Development Manager®

Job Description

Essential traits of a great Business Development Manager:

1. People Skills Positive attitude toward people. Really likes to work with people. Loves working with others and seeingemployees improve and succeed.

2. Phone Skills Believes in power of the phone as a sales tool. Doesn’t have to be great on phones, but believes the phonecan significantly improve the sales consultants’ sales and take-home pay.

3. Motivated LeaderCan lead a charge! Will take charge and direct the sales consultant.

4. Task-Oriented Gives details their full attention. Reports generated under their control are accurate, therefore, usefulto their fellow managers for coaching and counseling the sales consultants in making future business deci-sions.

DutiesThe Business Development Manager is responsible for assuring that at the beginning of each day all floor- and phone-ups have been input to the database and that all of yesterday’s deliveries are input. He/she also ensures that the sales consultant daily work plans and goal tracking sheets are complete and that the letters to walkouts and phone-ups are ready for signature and in the sales consultant mail boxes and that manager reports are completed and routed to them.

The Business Development Manager is expected to work hands-on with sales consultants during their time in the Business Development Center. The objective of the Business Development Manager is to train the sales consultants to be professionals and to be competent at producing more quality showroom traffic.

Note: The Business Development Manager is in charge of “heading up” follow up, however, he/she does not “handle” follow up alone. Sales Managers are in charge of “handling” follow up and are expected to coach and counsel in the Business Development Center during Business Development Center shifts of their sales consultants and to help them with their calls and work plans.


Consulting


The Business Development Manager® is a Management Position

The Business Development Manager needs managerial authority. He/she is an integral part of management and should be a member of management meetings. The Business Development Manager position generally is oc-cupied by high potential employees and is a “stepping stone” to higher management positions. It is considered an excellent training position. Time in the Business Development Manager position is typically 18-24 months before being promoted to other management responsibilities.

Work ScheduleThe work schedule of the Business Development Manager is generally 8:00 a.m. to 6:00 p.m. with two (2) Saturday shifts per month assisting on the showroom floor as Sales Manager.

Data InputA person, other than the Business Development Manager, should be assigned to input data. The Business Development Manager should not be responsible for the input of data. He/she will be too busy to handle this function. Data input can vary from part-time to full-time depending on the size of the sales staff.

Pay PlanThe pay plan for the Business Development Manager is similar to that of a Sales Manager. Decide what you believe the position should pay in relation to Sales Managers, then devise a pay plan made up of base sal-ary plus a percentage of the variable gross that will equal the desired level of total pay for doing a good job. Possibly 50% in base pay and 50% of pay in variable gross? Your goal is to strongly motivate the Business Development Manager to help produce appointment traffic and increase variable gross.

CandidatesYou should consider at least three (3) candidates for the Business Development Manager position. This pro-vides you with a comparison for the interviewing process. It also creates an awareness of the new position amongst the staff.


Consulting


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