Automotive crm dp-lsi-fs solutions features grid

Reynolds and Reynolds
Reynolds Customer Management Solutions Management
Contact
Solutions by Profit Leak Capabilities & Features and Training Bundles
Consulting
Contact By Business Development Area
Management Dealerpoint LSI Footsteps
Application Features Support the Profit Leak Indicated to the degree of Optimization shown
on a 1 - 10 Index, with 10 being maximum optimization and focused features
Incoming Showroom Traffic Management: 10 5 4 5
Incoming Telephone Opportunities: 10 5 4 5
Incoming Internet Lead Management: 7 9 1 10
S/T/I Unsold Follow-Up Processes: 10 6 8 7
Sold Customer Follow-Up Processes: 9 5 9 5
Service & Maintenance Follow-Up Process: 10 1 2 1
Non-Customer List Prospecting: 5 1 9 1
Process Engineering Requirement Index: 10 4 8 6
Sales Staff Utilization Index: 9 7 5 8
Management Utilization Index: 8 6 7 6
BDC or Specialist Utilization Index: 10 8 9 7
*Total CRM Process Support Index: 98 57 66 61

Solution Characteristics
ASP, Server-Based LAN or PC based: ASP ASP LAN or PC ASP
DMS "Push" Integration: NO
DMS "Pull" Integration: NO
Real-Time DMS Integration: NO
Receive Email Capabilities: YES
Send Email Capabilities: YES
Email Templates: YES
Telephone Scripts: NO
Timeline Process Automation: NO
Results Based Process Flow: NO
Telephone Tracking System Integration: NO
Requires Consulting Services: NO
Seminar Training Available: YES
REPORTS YES
Customer Online Activity Tracking NO NO NO YES

Copyright 2002 - Reynolds and Reynolds - All Rights Reserved

Contact Management
Consulting and Training Bundle:
Inbound Showroom Opportunities

CRM Showroom Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote

8.2: Showroom Process Development Meetings & CM
Skills Requirement Definition by Position: 1 3 5 Custom Quote

8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 2 4 6 Custom Quote

8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Showroom Solution: 4 8 12 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Showroom CRM Package*


Contact Management
Consulting and Training Bundles:
Inbound Telephone Opportunities

CRM Telephone Solution: RCS Delivery Components

8.2: Phone Process Development Meetings & CM

8.5: Telephone Process Introduction Meetings &
Execution Skills Development Workshops: 1 2 3 Custom Quote


CRM Telephone Solution: 4 6 8 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Telephone CRM Package*


Contact Management
Inbound Internet Opportunities

CRM Internet Solution: RCS Delivery Components
8.2: Internet Process Development Meetings & CM
8.6: Internet Process Development: Map, Document,
Templates & Scripts Customization: 0 1 1 Custom Quote
8.5: Internet Process Introduction Meetings &
8.7: CM Technology Utilization, Skills Management
and Process Integration: 0 1 1 Custom Quote

CRM Internet Solution:
4 6 8 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Internet CRM Package*


Contact Management
Outbound Unsold Opportunities

CRM Unsold Follow-Up Solution: RCS Delivery Components
8.2: Unsold Follow-up Process Development & CM
8.6: Unsold Follow-up Process Mapping, Document,
8.5: Unsold Follow-up Process Introduction &

CRM Unsold Follow-Up Solution:
4 6 8 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Unsold Follow-Up CRM Package*


Contact Management
Outbound Sold Opportunities

CRM Sold Follow-Up Solution: RCS Delivery Components
8.2: Sold Follow-up Process Development & CM
8.6: Sold Follow-up Process Mapping, Document,
8.5: Sold Follow-up Process Introduction & Execution
Skills Development Workshops: 0 1 1 Custom Quote

CRM Sold Follow-Up Solution:
4 5 6 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Sold Follow-Up CRM Package*


Contact Management
Outbound Service Follow-up Opportunities

CRM Service Follow-up Solution: RCS Delivery Components
8.2: Service Follow-up Process Development & CM
8.6: Service Follow-up Process Mapping, Document,
8.5: Service Follow-up Process Execution &

CRM Service Follow-up Solution:
4 5 6 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Service Follow-up CRM Package*


Contact Management
Outbound Prospecting Opportunities

CRM Prospecting Solution: RCS Delivery Components
8.2: Prospecting Processes Development & CM Skills
Requirement Definition by Position: 1 1 1 Custom Quote
8.6: Prospecting Processes Mapping, Document,
8.5: Prospecting Processes Introduction & Execution
Skills Development Workshops: 0 1 1 Custom Quote

CRM Prospecting Solution: 4 5 6 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Prospecting CRM Package*



CRM Process Assessment & Strategy Day - Dealer Visit Timeline
Contact Management Process Assessment & Strategy Development
Each dealership must have their Pre-Visit Assessment and Data Collection forms completed prior to day of visit
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7 Start Finish
Time Time
Dealership Drive-Through "Kodak" location & site assessment 8:00AM 8:15AM

Meeting and Interview with Dealer Principal or General Manager 8:15AM 9:00 AM
Clarify essential building blocks for CRM & Outline Program Objectives
Create an understanding of the unique value proposition offered to the dealer from CRM process assessment
Re-Confirm Information collected prior to visit and note any changes
Interview Dealer/GM using CRM Process Assessment Kit format & complete "Process Owner" questionnaire

Management Team Meeting 9:00 AM 9:30 AM
Clarify understanding of value received by the Management Team from the CRM Process Assessment
Re-Confirm Interview Agenda and time slots for each Manager Interview
Review the outline and agenda for CRM Process Assessment - Key Objectives

Meeting and Interview with General Sales Manager 9:30 AM 10:15 AM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire

Meeting and Interview with New Vehicle Sales Manager 10:15 AM 11:00AM

Meeting and Interview with Used Vehicle Sales Manager 11:00AM 11:45 AM

Lunch 11:45 AM 12:30 PM

Meeting and Interview with Fixed Operations Manager 12:30 PM 1:15 PM

Interview with Manager who has "Ownership" of the CRM Business Development Process 1:15 PM 2:00 PM

Interview Relevant Dealer Staff that execute the CRM Business Development processes 2:00 PM 2:45 PM

Meeting and Interview with Dealership Finance & Insurance Manager 2:45 PM 3:30 PM

Management Team Meeting to Review Findings and Establish initail CRM Strategy 3:30 PM 5:00PM

Facilitate development of Dealer's CRM Strategy with Management Team, by Profit Leak, and establsih
sequence for Process Development and Installation
Document Strategic Action Plan for CRM Process Development as agreed by Management Team

Dealer/General Manager Exit Meeting with Questions & Answers session 5:00PM 6:00 PM
Review of Day's Meetings, Interviews and CRM Strategic Action Plan
Review of Data and Information gathered during visit
Obtain signature from dealer acknowledging visit and accuracy of information gathered

Copyright 2002 - Reynolds and Reynolds - All rights reserved


CRM Process Development - Dealer Visit Timeline
CRM Process Mapping by Profit Leak using Contact Management as Supporting Technology
Dealership must have had their Process Assessment by Profit Leak and Management Strategy Meeting completed prior to day of visit
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7 Start Finish
Time Time
Meeting and Interview with Dealer Principal or General Manager 8:30 AM 9:00 AM
Clarify process directives established during Strategy Day by Profit Leak
Clarify Dealer's understanding of unique value proposition offered from CRM process development supported by CM
Confirm identity of who will "own" each Profit Leak's supporting process definition & be responsible for execution
Outline what will and will not be accomplished during Process Development within the time included in the CM contract

Meetings with Process Stakeholder(s) 9:00 AM 12:00 Noon
Create Process Maps. Using preprinted sample Flowcharts to clarify avenues of implementation for Process Stakeholder to define
Clarify understanding of value received by the Management Team from CRM Process Development
Identify training needs for owners of each specific process

Lunch 12:00 Noon 1:00 PM

Meetings with Process Stakeholder(s) 1:00 PM 4:00 PM
Create or select template and scripts to be customized.
Email Templates: Sequence, Content, Triggers
Telephone scripts: Word tracks, Determine Use
Create training document for each employee that will be fulfilled by CEP

Meeting with Dealer Principal and/or General Manager 4:00 PM 5:00 PM
Inform GM what was achieved today and where you stand for launch
Explain Process Maps form and function
Clarify CM Training Needs by Job Category - Set stage for CEP training visits
Explain ownership of CEP's time efficiency and how to use
Process Maps as a management tool
Discuss Continous Improvement Process Maintenance and "Plant Seed" for enrollment
Review of Day's Meetings and status of CRM Strategic Action Plan
Review of Data and Information gathered during visit
Obtain signature from dealer acknowledging visit and accuracy of information gathered



CRM Integrated Process+Technology Launch
Contact Management Supported CRM Implementation Within Daily Business Processes
Each dealership must have received their Customer Education Professional in-dealership CM training prior to day of visit
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7
Start Finish
Daily Agenda for Catalyst visit to dealership with timeline and Catalyst process steps outlined
Time Time

Process Launch Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM
Clarify essential business processes that must be executed by dealer's staff to enable processes to work
Map out sequence of who will be coached on process execution and in what sequence based on dealer guidance
Identify unique challenges that have arisen since CM application launch tha may effect process implementation
Establish dealer exit meeting day and time to review Catalyst CIP and next steps to be taken to assure success

Process+Technology Launch Management Team Meeting: 9:30 AM 10:30 AM
Clarify Management's understanding of value received rom the CRM Process & Technology implementation
Re-Confirm training/coaching sequence & time slots for each staff/group session with Catalyst
Review the processes being implemented, how technology is utilized and outline Key points of execution

Group Sesson with Tier 1 Contact Management Users: 10:30 AM 12:00 Noon
Review log-in procedures, Data Entry, Client look-ups and handle questions that have arisen since the CEP visit
Transfer Knowledge: New Client creation vs. Adding new prospects to existing clients in ERA
Transfer Knowledge: Within the dealership's defined processes, when to push deals to ERA F&I and known issues

Lunch Break 12:00 Noon 1:00 PM

Individual One-On-One Sessions with Tier 2 Contact Management users: 1:00 PM 2:30 PM
Review Daily Activity Completion procedures, Determining results & questions that have arisen since the CEP visit
Transfer Knowledge: Client account maintenance strategies and how they tie in with Daily Activity Schedules
Transfer Knowledge: Sales posted in ERA and associating with correct prospects in Contact Management
Transfer Knowledge: Within the dealership's defined processes, when to push deals to ERA F&I and known issues

Work with Manager #1 who has "Ownership" of a CRM Business Development Process 2:30 PM 3:30 PM
Review all aspects of CRM Process+Technology Launch & address issues & concerns using a solutions approach
Work shoulder-to-shoulder with manager to ensure they understand relevant CM utilization within processes
Knowledge Transfer: Ensure that manager is comfortable enough with CM to supervise daily task completion

Work with Manager #2 who has "Ownership" of a CRM Business Development Process 3:30 PM 4:30 PM
Review all aspects of CRM Process+Technology Launch & address issues & concerns using a solutions approach
Work shoulder-to-shoulder with manager to ensure they understand relevant CM utilization within processes
Knowledge Transfer: Ensure that manager is comfortable enough with CM to supervise daily task completion

Dealer/General Manager Exit Meeting with CIP Report Review & Sign-off: 4:30 PM 5:30 PM
Review of Day's consulting & training results; identify most significant accomplishments
Establish progress to date assessment relative to original implementation planning & strategy
Review Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when
Signatures acknowledging visit results and understanding of Continuous Improvement Process recommendations



Continuous Improvement Process for Customer Relationship Management
Contact Management Utilization Within CRM Process Execution Assessment & Improvement
This category of visit occurs after initial CRM program launch
Start Finish
Time Time

Results Review Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:00 AM
Review reports & metrics on daily execution of essential business processes that utilize CM by dealer's staff
Establish current issues of importance to Dealer/GM and outline their priority
Identify process & technology challenges that have effected dealership's results

Management Team Meeting to Review Process+Tachnology Results: 9:00 AM 10:00 AM
Identify Management's perception of key points of failure/success for the CRM Process+Technology initiative
Establish agreement on training & coaching needs, or process adjustments that must be implemented
Review processes evolution, how technology is utilized and outline improvements needed in Key areas of execution
Review performance metrics and reports that outline process execution of tasks within CM

Small Group Sessons with Tier 1 Contact Management Users: 10:00 AM 12:00 Noon
Review all challenges to effective execution of Data Entry, Client look-ups and entering prospect records
Work through solutions to issues and challenges regarding process execution
Coach Users on solutions to known process execution issues… develop understanding of task requirements


Individual One-On-One Sessions with Tier 2 Contact Management users: 1:00 PM 3:00 PM
Review all challenges to effective execution of Daily Tasks in CM, identify areas that need solutions
Work Shoulder-to-Shoulder w/users on Review of historical Daily Activity Completion and results entries
Managing accounts, using Client Groups, assigning different schedules and how to enter contact exceptions
Work with users to develop customized templates for Phone, Email and Letters
Develop and refine schedules and processes to better suit dealership's operations and strategies

Work with Managers who have "Ownership" of CRM Business Development Processes 3:00 PM 5:00 PM
Review all aspects of CRM Process+Technology day-to-day execution
Address individual manager's issues & concerns using a solutions development approach
Work shoulder-to-shoulder with manager to develop improved CM utilization within CRM processes
Develop approaches and solutions to ensure that manager can better supervise daily CM utilization task completion

Establish "progress to date" assessment relative to original implementation planning & strategy



CRM Process Introduction & Skills Development
Orientation for Staff on Details of New Daily Processes that Utilize Contact Management
Each dealership must have had CRM strategy defined by Profit leak & detailed process development prior to day of visit
Start Finish
Time Time

Planning Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM
Clarify essential staff that must buy into CRM business processes that rely on CM for tactical execution
Map out sequence of who will be trained on process execution and what performance metrics will be used to assess
Have dealer identify what issues should be anticipated that may effect process execution capabilities

Dealership Management Team Meeting: 9:30 AM 10:30 AM
Clarify understanding of which Profit leaks that the Catalyst will be working with them & their people on improving
Detailed Review of process work flows that will be implemented & how technology will be utilized
Identify Key points of process execution by Profit Leak & Department processes that will be effected
Facilitate discussion by managers that will produce list of key people, process adjustments & contingency plans

Group Sessons with Dealer Staff: 10:30 AM 12:00 Noon
Clarify which Profit leaks that the Staff will be responsible for implementing new processs
Detailed Review of step-by-stepprocess work flows that will be implemented & how technology will be utilized
Specific roles and responsibilities by each staff & how they will be measured in regards to job performance evaluation


Group Sessons with Dealer Staff: 1:00 PM 2:30 PM
Clarify which Profit leaks that the Staff will be responsible for implementing new procedures
Detailed Review of process work flows that will be implemented & how technology will be utilized
Specific roles and responsibilities by each staff & how they will be measured in regards to job performance evaluation

Individual One-On-One Sessions with Dealer Staff: 2:30 PM 5:00 PM
Clarify which Profit leaks that the individual has responsibilities for tactical execution of new processes
Detailed Review of process work flows that the emloyee must implement, how technology will be utilized
Establish clear understanding of when the new processes will go into effect that the employee is responsible for
Identify Key process execution steps that the employee will be responsible for using the Profit Leak reference points
Specific exact roles and responsibilities how the employee will be measured in regards to job performance evaluation




Contact Management Schedules, Process, Activity & Template Customization
Create Email, Letter & Telephone Word Track Documents that Support Process Maps
Each dealership must have had CRM Processes clearly defined by Profit Leak prior to day of visit
Start Finish
Time Time

Planning Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM
Discuss and establish which processes, by Profit Leak, are to be mapped out and documented
Identify the message content that best reflects the dealer's CRM communication strategy
Have dealer identify which communication issues should be built into CM's process execution capabilities

Manager Meetings: 9:30 AM 10:30 AM
Review recommended processes by Profit Leak and map out which communication points are to be templated
Detailed Review of recommended template examples that will be implemented within process maps & input gathered
Get manager edits, notes & comments in preparation of completing the template installation in CM
Establish which users will be trained on using what templates for specific process execution
Facilitate discussion by managers that will produce list of key people, template adjustments & alternative uses

Individual One-On-One Sessions with Dealer Staff: 10:30 AM 12:00 Noon
Install/Customize templates that user is responsible for and show how they are organized, retrieved & best utilized
Detailed Review of step-by-step process execution along with use of specific customized templates
Identify points within daily processes that may require individual customized approach using modified templates
Establish clear understanding of the messages within, and the communication objective for each template


Install/Customize templates that user is responsible for and show how they are organized, retrieved & best utilized
Detailed Review of step-by-step process execution along with use of specific customized templates
Identify points within daily processes that may require individual customized approach using modified templates
Establish clear understanding of the messages within, and the communication objective for each template




Technology Utilization Management and Process Integration
Managing the variable skill sets of staff members and process requirements
Each dealership must have had CRM Processes clearly defined by Profit Leak prior to day of visit
Start Finish
Time Time

Dealer Principal and/or General Manager Meeting: 8:30 AM 9:30 AM
Discuss which staff have taken ownership of CRM business processes that rely on CM for tactical execution
Using performance metrics & feedback, Identify departments that need increased tactical execution skills
Have dealer comment on any known issues that may be effecting process execution skills

Manager Meetings: 9:30 AM 10:30 AM
Clarify & document process execution performance motivators that manager can provide to staff
Detailed Review of process work flows and the specific skill sets needed by category of each department employee
Identify weak points within daily business processes that are the result of inadequate execution skill sets
Let managers discuss key people, any process adjustments needed & timelines to implementation

Individual One-On-One Sessions with Dealer Staff: 10:30 AM 12:00 Noon
Clarify tactical process execution challenges and issues for each individual
Have CM users map out process work flows and identify what process points are working well & which are not
Re-establish which process steps that the employee is responsible for & how performance is measured
Review Process Execution motivators and the impact they have, or could have, on employee satisfaction
Work with users on a shoulder-to-shoulder basis & develop greater comfort with CM utilization for process execution


Clarify tactical process execution challenges and issues for each individual
Have CM users map out process work flows and identify what process points are working well & which are not
Re-establish which process steps that the employee is responsible for & how performance is measured
Review Process Execution motivators and the impact they have, or could have, on employee satisfaction
Work with users on a shoulder-to-shoulder basis & develop greater comfort with CM utilization for process execution



Contact Management
Consulting and Training Bundles
By Business Development Area

Process Growth
Dealer Visit Timeline - Day Six
Inbound Showroom
Start Finish
Time Time

Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"

Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops

Process Growth 9:30AM 12:00 PM
Observe how staff is utlizing technology and clarify any misconceptions
Lead training by example
Technology "Live" Implementation on the Showroom

Lunch 12:00PM 1:00PM

Continue Process Growth 1:00PM 5:00PM
Integrated Process
Technology "Live" Implementation on the Showroom


Contact Management
Consulting and Training Bundle:
Inbound Showroom Opportunities

Process Growth
Telephone Solution
Start Finish
Time Time


Clarify questions

Telephone Process Presentation Skills
Technology "Live" Implementation of Phone Process


Integrated Process
Technology "Live" Implementation of Phone Process


Process Growth
Internet Solution
Start Finish
Time Time


Clarify questions

Telephone Process Presentation skills
Technology "Live" Implementation of phone process


Integrated Process
Technology "Live" Implementation of phone process

Contact Management
Inbound Telephone Opportunities

Process Growth
Unsold Follow-Up
Start Finish
Time Time


Clarify questions

Unsold Process Meetings
Skills Development


CM Technology Management
Utilization skills
Process Execution Integration


Contact Management
Outbound Service Follow-up Opportunities

Process Growth
Sold Follow-Up
Start Finish
Time Time


Clarify questions

Sold Process Meetings
Skills Development


Utilization skills


Contact Management
Inbound Internet Opportunities

Process Growth
Service Follow-up
Start Finish
Time Time


Clarify questions

Fixed Operations Process Meetings
Skills Development


Utilization skills


Contact Management
Outbound Unsold Opportunities

Process Growth
Prospecting
Start Finish
Time Time


Clarify questions

Prospecting Process Meetings
Skills Development


Utilization skills


Contact Management
Outbound Sold Opportunities

Process Growth
Dealer Visit Timeline - Day Seven
Inbound Showroom
Start Finish
Time Time

Continue Process Growth 8:00AM 12:00 PM
Integrated Process Implementation
Technology Live Implementation


Live workshops with staff on Process and Technology
Implementation

Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis


Process Growth
Telephone Solution
Start Finish
Time Time

Technology Live Implementation


Live workshops with staff on Process and Technology
Implementation


Contact Management
Outbound Prospecting Opportunities

Process Growth
Internet Solution
Start Finish
Time Time

Live Lead Response Execution


Live workshops with staff on Process Implementation
Live Lead Response Execution



Process Growth
Unsold Follow-Up
Start Finish
Time Time

Integrated CRM Process Implementation
Live Unsold Follow-Up Execution


Integrated CRM Process Implementation
Live Unsold Follow-Up Execution


Process Growth
Sold Follow-Up
Start Finish
Time Time

Live Sold Follow-Up Execution


Live Sold Follow-Up Execution


Process Growth
Service Follow - Up
Start Finish
Time Time

Live Fixed Operations Process Execution


Live Fixed Operations Process Execution


Process Growth
Prospecting
Start Finish
Time Time

Integrated Technology Implementation
Live Prospecting Process Execution


Integrated Technology Implementation
Live Prospecting Process Execution


Automotive crm dp-lsi-fs solutions features grid

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