Ring ring sales presentation feb 2013

How Can I Generate More Profit?

Control the flow of customers coming
into your Dealership…

© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE 1

Generating Traffic to the Store
Spend More in Become more effective
Advertising with what you already
1.Immediate Response have
2.Targeted 1.Domination of PMA
2.Develop Repeat Customers
1.Temporary 3.Condition Customers for
return visits and referrals
2.Lower ROI
4.Increased Service Business
3.Larger Target Area –
has less “Loyalty” 5.Greater ROI
(Repeat buy or service
opportunity) 1.Upfront training time and
expense

Areas of Opportunity

1. Increase Closing Percentage
a) On First Visit Floor Traffic
b) On Internet Leads
c) On Phone Calls
2. Increase number of “Be-Backs”
3. Increase number of “Referrals”


What is the easiest way to reach
people?

By Phone!
1.People answer calls, texts, and emails all from their phones.
2.Developing World Class skills on the phone, will be what
determines profit or loss for each store.
3.#1 complaint by Customers regarding their service
appointment was “Excessive attempts and time spent on
the phone when they finally got someone to answer”*

* Data taken from Toyota Survey of low CSI customers for services performed in 2012


Performance / Accountability

 How are you currently measuring telephone
performances?
 Do you know how many sales calls your receiving
on monthly basis?
 Service calls
 Parts
 Internet
 Others
 Who is responsible for listening to those phone
calls? (for each department)


Data Accumulation

20 years and over 17,000 phone calls have
been monitored and analyzed to determine
the most effective way to gain trust and
build rapport, while achieving the goal of a
shown appointment in the showroom.

Here is what we found…


Reception
Typical scenarios when calling a dealership…

 Poor “first impression” created by
receptionist – multiple rings

 Long hold times

 Multiple transfers

 Voicemail instead of a live person

 Staff that is not trained to answer your
questions

 Staff that are often rushed, unprepared and
untrained – very reactive!!


The Sales Department
 87% of sales consultants did not control
the conversation and used no specific
strategy just “Wing It”.

 70% of sales consultants did ask for the
appointment and only 17% where
successful in getting an appointment.

 82% quoted discounts, payments or price
on trade when asked.

 47% did not ask for a telephone number

 24% where successful in gaining a phone
number.


The Service Department
 77% attempted to diagnose the vehicle over the
phone rather than set an appointment

 67% of did not ask for the appointment.

 89% quoted prices higher than independent shops
and did not sell the value of the dealership

 94% did not ask for an email address

 57% told the caller to “just bring it on in” versus
scheduling a solid and specific appointment.

 Long hold times before the call is answered – lower
retention

 Staff that has not been trained on specific strategy

 Not asking for the business (order takers versus sales
professionals )

Parts Department

 55% answered the phone… “parts hold”

 94% did not ask for the sale.

 37% of calls kept the caller on hold for
more than 3 minutes.

 97% did not sell the value of the part or
the dealership… “genuine factory parts,
specifically designed and engineered
for your vehicle”


What holds you back?
 Telephone interaction for some employees
can be as much as 75% of what they do in an
8 hour work day.

 Many of these employees receive little or no
initial training and spotty, if any continuous
training.

This leads to...

 Lost opportunities in sales, service and parts. $
$$

 Inconsistent interaction with clients; leads to
lost business and lack of loyalty. Diminishing
your customer base.

 Lower employee morale and lack of happiness.


What holds you back?
 No written phone processes in place.
Employees not trained on these phone
processes and systems.

 “Tribal training” is the usual process
for training new hires.

 No inspection process in place in
order to measure, monitor, grade and
score employees performance.

 No continuous training to reinforce
best practices and build employee
skills.


Successful Usage of the Phone

Some examples of Outstanding vs. Average
performance


How much money is the typical dealership
loosing?
Sales Opportunities: The difference between
Outstanding and Average
IB Sales Calls 500 500
Name & Number 450 90% 240 40%
Appointments Set 310 62% 170 34%
Show s to Call ratio 165 33% 68 14%
Show s to Appt Set ratio 165 55% 68 40%
Sold to Appt Set ratio 74 45% 31 45%
Sold to Total Calls ratio 14.8% 6.2%

34 additional sales for every 500
inbound sales opportunities!

Longo Toyota Case Study
Before
-and After statistics – Inbound Sales Calls
Inbound Sales Calls – CallRater™

Based on 500 Phone Ups: After CallRater Before CallRater

Name & Number 470 94% 270 54%
Appt Set 315 63% 195 39%
Show s to Appt Set ratio 184 58.4% 85 44%
Sold % Per Appt Set 86.5 47% 40 47%
Sold % Per Total Calls 17.3% 8.0%

47 Additional sales per 500 phone calls!!!!!
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE

Norm
Reeves Honda - Case Study
Before and After statistics – Inbound Sales Calls
Based on 500 Phone Ups: After CallRater Before CallRater

Name & Number 445 89% 230 46%
Appt Set 295 59% 155 31%
Show s to Appt Set ratio 165 55.9% 85 44%
Sold % Per Appt Set 62.7 38% 30 35%
Sold % Per Total Calls 12.5% 6.0%

32 Additional sales per 500 phone calls!!!!!
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE

Who’s Calling you? Inbound Phone
Traffic
Today’s service departments receive
as many as 200 – 500 calls per day
to:
► Schedule a reservation

► Inquire about a specific service or
repair (mailer, coupon or e-mail)

► Shop you on price

► Check on the status of the vehicle

► Get advice about their vehicle

► Speak with their Service Advisor –
general questions


Missed opportunities in the Service Department
The average Service Department receives as many as 300 phone calls per day.

What percentage of those calls are “new opportunities”?
► Appointments = 25% -35%

► Status checks = 20% - 35%

► Calls on services / general questions= 15% - 25%

► New opportunities = 7% - 15%


Lost opportunities in Service
What not converting “new opportunities” is costing you!
Average # of inbound service calls = 150 / day
(New opportunities = 7% - 15%)
150 x 7% = 10.5 /
day
Average RO for ________ store is = $150.00
Converting at just 50%= 5 new / day
New revenue per day ($150 x 5)= $ 750 / day
Monthly revenue (25 x $750)=
$18,750.00
First visit revenue from new customers= $225,000.00

Annual revenue from new (2 visits) = $450,000.00

How to improve client interaction via the telephone.
Establish ways of measuring employee performance.
 establish all of the areas that can be measured -
 Inbound sales calls - inbound service calls, inbound
parts calls, receptionist, cashiers, F & I
 What are the key metric for each one of these positions?
 Number of appointments created
 Graded phone calls for each department
 spot check the lead follow up in the CRM
 Tracking these departments - spot checking and scoring
their inbound phone calls.
Conduct training weekly for all employees that handle the
telephone on a consistent daily basis
 Play graded phone calls to employees.
 Provide coaching on areas of improvement
 Offer incentive for those top performance employees
 Track progress by using the CallRater system.


The basic concept of CallRater
 Call Monitoring, Reporting and Employee Training

 CallRater, is a service that monitors inbound customer
phone calls and grades your staff’s performance based
on criteria that you define.

 We also send alerts whenever a call is mishandled and
provides daily and monthly reports to dealers.

 Hot Alerts that can be sent by text and / or email to
managers to alert them that an opportunity may be
missed or a customer lost forever based on a phone
call that was reviewed.

 Dealers receive a “Hot Alert” that are sent to the
management team via Text and Email whenever there
is a time sensitive customer issue. .


Easy to view dashboard


What level of support do you need?

Silver Gold Platinum
1.Call Rater 1.Call Rater 1.Call Rater
2.Manager access to 2.Management
monitor, coach, and 2.Management Training
record activity Training 3.Sales Dept / BDC
3.Monthly On Going Or training
Follow Up and 4.Service Dept /BDC
2.Sales Dept / BDC
Review training
training
Or 5.Monthly Ongoing
Follow Up
2.Service Dept /BDC
training/coaching
training


Ring ring sales presentation feb 2013

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