Dmb paglia people-organizational development for business growth v3
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Semelhante a Dmb paglia people-organizational development for business growth v3
Semelhante a Dmb paglia people-organizational development for business growth v3 (20)
Mais de Ralph Paglia
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Dmb paglia people-organizational development for business growth v3
- 1. People: Organizational Development for Business Growth & Increased Profits Ralph Paglia President | Automotive Media Partners, LLC Ralph will present a combination of dealership case studies, strategy descriptions, tactical action items and recommended best practices all focused on providing automotive professionals with the insights and knowledge to improve the way they grow their teams and business revenues. The key focus is on people, because all research shows that in automotive retail, the key limiting constraint, or growth factor is consistently the people that are attracted to, selected by and become part of each organization.
- 2. Courtesy Chevrolet in Phoenix, AZ became the USA’s leading Internet retailer of new and certified used Chevrolet vehicles… Human Resource Development was the key
- 3. Organizational Development for Business Growth and Increased Profits • Organizational Development is the primary and most essential stumbling block that many dealers and GM’s report as the reason for their Internet Sales and/or BDC Operation’s failure or lack of growth into strategically significant levels of sales.
- 5. Create a Video that showcases why People want to Work for Your Dealership • Training • Compensation • Benefits • Supportive Team • People Matter • Career Growth
- 6. Use Video Role Play Assessment • Pre-Screen Applicants • Identify Training Opportunities • Invest Time with the Most Qualified Candidates • Use as a Recruiting Tool • Ideal for Social Media based Recruiting
- 11. Hire The Winners Assessment: and Assessment Example Hire The Winners Report Accurate Results in 20 Minutes
- 12. TARGET TRAINING FOR CURRENT TEAM MEMBERS
- 13. Growing Your Team’s Capabilities Allows Dealers to Feel More Confident about Online Ads 100,000 Courtesy Chevrolet Monthly Web Traffic; Nov. 2005 through Jan. 2007 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 BZ Results site Cobalt GM PowerShift Site Reynolds Spanish Site SEO/SEM Driven Micro-Sites AZ Central-Chevy Site ClickMotive SEM Sites Other Sites
- 14. 61,642 Leads Generated and Tracked within CRM System Courtesy Chevrolet Lead Volume by Broad Category Source Type CRM & Non-Web Generated SEM/SEO Generated Leads Leads 14,792 18,738 24% 31% Third Party Sourced Leads 26,095 42% GM Provided Leads 1,997 3% SEM/SEO Generated Leads Third Party Sourced Leads GM Provided Leads CRM & Non-Web Generated Leads
- 15. Growing Your Staff using Large Quantities of Leads will Generate Higher Volumes of Sales 4,008 eBusiness Department Sales of New & Used Vehicles in a single year Segmented by Marketing Category (Total Store Sales >11,000) Unit Sales Volume by Lead Source Category CRM & BDC Recycled SEM/SEO Generated Leads Web Generated Leads 1,075 1,695 27% 42% Third Party Sourced Leads GM Provided Leads 989 249 25% 6% SEM/SEO Generated Leads Third Party Sourced Leads GM Provided Leads CRM & Non-Web Generated Leads
- 16. Growing Your Staff using Large Quantities of Leads will Result in Closing Ratio Variations Sales/Lead Closing Ratios ranged from 5.15% to 16.64% when 18.00% segmented into categories based on Marketing Type 16.64% 16.00% 14.00% 11.76% 12.00% 9.93% 10.00% 8.00% 6.00% 5.15% 4.00% 2.00% 0.00% SEM/SEO Generated Leads Third Party Sourced Leads GM Provided Leads CRM & Non-Web Generated Leads Total Lead Source Working Completed Invalid Leads Sold Leads Leads SEM/SEO Generated Leads 14,792 591 8,252 5,652 38% 1,075 11.76% Third Party Sourced Leads 26,095 1,339 17,838 6,909 26% 989 5.15% GM Provided Leads 1,997 55 1,316 501 25% 249 16.64% CRM & Non-Web Generated Leads 18,738 1,997 15,065 1,665 9% 1,695 9.93% Totals 61,642 3983 42471 14746 24% 4008 8.55% Monthly Averages for 2006 5,137 332 3,539 1,229 24% 334 8.55%
- 17. Internet Strategy Current National Close Rate 9% Realistic Planning Potential is 18% Pains 80% of a dealer’s Phone, Lead and Showroom traffic originates from the net… What is your dealer’s current marketing strategy? Lead providers? What is submission ratio from dealer’s site? Who updates it? Dedicated people? Process? Pricing strategy? Does dealer monitor and measure visitors, leads, response rate, appt%, show%, close%, profit, CSI, etc… eBusiness training? Strategic Drive TRAFFIC to an INTERACTIVE web site that generates leads that flow into Goal dealer’s PROCESS engine which converts them into SALES. Convert Internet leads into showroom visitors that buy cars Tactical Use a predefined and consistently executed inquiry response process, Objectives customized email templates and phone scripts that result in appointments that generate increased customer visits to the dealership Process 1. Autoreply acknowledges inquiry and sets customer expectations 2. Email with price quotes on several vehicles and sets stage for phone contact is sent within 30 minutes of lead arrival (business hours) 3. Call customer on phone within 45 minutes 4. Schedule showroom visit & test drive appointment 5. Confirm Appointment via email AND 3rd party phone call Technology •Internet leads from ALL sources routed into Lead Management Tool that integrates with DMS, reducing keystroke entry of customer information •Wireless devices for ISS’s that integrate with Lead Management Tool Metrics Lead volume by ISS with response time, appointment & closing ratios
- 18. Creating Process Execution Capabilities Drives Staffing Requirements No dealership has unlimited process execution capabilities…
- 19. Growing Your Sales Team Requires that you Define what Your Lead Response Process Should Look Like Inbound Internet Lead Management Process Dealer Lead Dealer Lead Management Management Process Map Process Map
- 20. Growing Your Sales Team works best when it occurs “Organically” and is Specialized Organic Growth: Specialization = Scalability Evolution of a single point Chevy dealer into an online marketing behemoth with 3 fully staffed BDC Team’s, an eFinance Sales Team and 4 Internet Sales Teams. These 8 teams of automotive sales professionals are identified as follows: 1. New Chevrolet BDC 5. New Chevrolet Internet Sales 2. Used Car BDC 6. Used Car Internet Sales 3. Wholesale Parts BDC 7. Bell Road Internet Sales 4. eFinance Sales Team 8. Commercial Internet Sales Let’s Take a Look at How It Happens…
- 21. eBusiness Teams – Phase 1 Ralph Paglia Ralph Paglia Mike Gordon IT Director Begins at Courtesy Begins at Courtesy as eBusiness Director as eBusiness Director BDC Manager BDC Manager Internet Sales Manager Internet Sales Manager New & Used New & Used New & Used New & Used Vehicle Sales Dept. Vehicle Sales Dept. Vehicle Sales Dept. Vehicle Sales Dept. CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 11 22 33 44 55 66 77 88 Phase 1 Sales Results: Internet sales averaged 88 units per month (new & used) BDC generated sales averaged 92 units per month (new & used)
- 22. eBusiness Teams – Phase 2 Ralph Paglia Ralph Paglia CRM/eBusiness CRM/eBusiness Mike Gordon IT Director Director Director Joel Matteson Joel Matteson George Salman George Salman BDC Manager BDC Manager Internet Sales Manager Internet Sales Manager New Vehicle Sales New Vehicle Sales New Vehicle Sales New Vehicle Sales S p lit 80 sales 70 sales Slit p & G rw o & ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR Gw ro 11 22 33 44 55 66 77 88 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 Francisco Abalos Francisco Abalos 40 sales BDC Manager BDC Manager Bryan Long Bryan Long Used Vehicle Sales Used Vehicle Sales Internet Sales Manager Internet Sales Manager iio n on Po Ne w s itt w Used Vehicle Sales Used Vehicle Sales Po Ne n on Po Ne w s CSR CSR CSR CSR iitiio 40 sales os e 9 10 11 12 ISS ISS ISS ISS ISS ISS ISS ISS 99 10 10 11 11 12 12 Kelly Slaughter & Lisa Sarata Kelly Slaughter & Lisa Sarata CRM Administrators CRM Administrators •Phase 2 Team Expansion: Phase 2 Team Expansion: Internet split into new and used managed teams Internet split into new and used managed teams New New BDC split into new and used managed teams BDC split into new and used managed teams Position Position CRM administrative position added (showroom) CRM administrative position added (showroom)
- 23. eBusiness Teams – Phase 3 Ralph Paglia Ralph Paglia Mike Gordon IT Director CRM/eBusiness Director CRM/eBusiness Director Joel Matteson Joel Matteson George Salman George Salman BDC Manager BDC Manager Internet Sales Manager Internet Sales Manager New Vehicle Sales New Vehicle Sales 100 sales 90 sales New Vehicle Sales New Vehicle Sales CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR 1 2 3 4 5 6 7 8 9 10 11 22 33 44 55 66 77 88 99 10 10 1 2 3 4 5 6 7 8 9 10 Francisco Abalos Bryan Long Bryan Long Francisco Abalos BDC Manager Internet Sales Manager Internet Sales Manager BDC Manager Used Vehicle Sales Used Vehicle Sales 60 sales 50 sales Used Vehicle Sales Used Vehicle Sales CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS 11 12 13 14 15 16 11 11 12 12 13 13 14 15 16 14 15 16 Patrick Miller Patrick Miller New Courtney Daly Courtney Daly Ron Daly & Scott Daly Ron Daly & Scott Daly Internet Sales Manager New Internet Sales Manager Position eFinance Admin. eFinance Admin. Special eFinance Team Special eFinance Team Nw Position e N w e Courtesy On Bell Courtesy On Bell 35 sales Ta em Ta em 25 sales Lisa Esquivez Lisa Esquivez Omara Spriggs Omara Spriggs Designated Sales Consultants eFinance BDC eFinance BDC efinance Sales efinance Sales Certified to Handle Internet Lead Appointments •Phase 3 Team Expansion: Phase 3 Team Expansion: Kelly Slaughter & Cecy Girod Kelly Slaughter & Cecy Girod Special eFinance team Special eFinance team CRM Administrators CRM Administrators Courtesy-on-Bell ISM Courtesy-on-Bell ISM
- 24. BDC with 27 Work Stations
- 25. 90,000+ Outbound Phone Calls / Month
- 26. Dynamically Accurate Job Descriptions and Clearly Defined Pay Plans Clearly defined job descriptions that include minimum levels of performance, as Clearly defined job descriptions that include minimum levels of performance, as well as what measurements and levels will be determined as “superior” well as what measurements and levels will be determined as “superior” performance may be the single greatest missing ingredient in dealership performance may be the single greatest missing ingredient in dealership management execution today… management execution today… “It is a clear and inarguable fact that creating and maintaining precise job descriptions and detailed pay plans is a management responsibility… If you are incapable of writing a detailed job description, then you are simply not qualified to manage employees assigned to perform that job… PERIOD!” – Ralph Paglia
- 27. Document Roles and Responsibilities For All Internet Sales Positions
- 28. Document Pay Plan and Bonus Structure that reflects taller Internet sales funnel * July 2006 Interactive Marketing Budget
- 29. Use Narrative Description to describe job in “Plain English”, followed by bullet pointed and numbered lists that make future references easy and accurate
- 36. Document Pay Plan & Bonus Structure that reflects taller Internet sales funnel * July 2006 Interactive Marketing Budget
- 37. * July 2006 Interactive Marketing Budget
- 38. * July 2006 Interactive Marketing Budget
- 39. Lead Volume puts pressure on response times Lead Volume puts pressure on response times as aafactor of staffing levels! as factor of staffing levels!
- 40. Staffing and Organizational Structure Determines Process Execution Capabilities and Monitoring % of Purchase Statistical Top 4 Ways to Close Dealer Response Attributes Respondents* Purchase* Correlation among the Factor of who DID More Sales Experienced by Customers within NOT Leads who Response attribute to Leads DID Received 24 hours of Submitting an Inquiry experience the attribute Experience with Vehicle Purchase the attribute Make Direct Phone Contact with Customer #1 (after sending Email w/availability & prices) 17% 27% 11 #2 Send Price Quotes by Email to Customer 20% 27% 9 Contact Customer more than once by Email #3 and Telephone (within First 24 Hours) 21% 25% 5 #4 Make sure Customers are either Completely or Very Satisfied with the Lead Response 21% 24% 3 *Survey Participants who Purchased a Vehicle were identified via RDR data cross reference and matching with Internet Lead Data
- 41. Staffing and Organizational Structure Determines Process Execution Capabilities and Monitoring Customer goes online and submits Lead Internet Sales Specialist ISS) reviews lead, selects 4 vehicles for Price Quotes Sends email with Quotes & Cars BDC Staff makes initial phone call, collects customer info, sets up an appointment for the ISS If no appointment, ISS Contacts customer and seeks appointment and/or agreement
- 42. Lead Process Maps should be indexed to email templates, phone scripts and word tracks so that dealership employees have a “paint by numbers” guide to what is expected when a lead is received. This process map focuses on the first 12 hours after a new lead is received.
- 43. Lead Process Maps should contain brief explanations for the logic and execution tips for employees to review before actually using the email templates, phone scripts and word tracks. Actual template illustrations make it easy for dealership employees to recognize the right template or document when they see it in their CRM tool.
- 44. When Lead Process Maps are indexed to correspondingly numbered email templates, phone scripts and word tracks, the dealership is far more likely to execute the repetitious tasks that create customer experiences which correlate with higher sales closing ratios. The best process maps break down email and phone contact processes into separate flows so that they can be executed by different resources when scaling up lead volumes and organization structures.
- 45. Have a defined process for “closing out” unsold leads Although many car guys will say they believe in the concept of following up until prospects either buy or die… Large scale lead generation through highly effective marketing practices requires that scarce resources be allocated to where they will generate the most sales. Outsourcing followup on leads that have reached a designated status (dormant) or assigning them to alternate resources such as a BDC will allow ISS’s to stay focused on the 50% of the leads that buy, and do so within the first 10 days
- 46. Actual OEM Internet Mystery Shop Scoring Index LMP Scoring Index Objective Review of Dealership Employee Lead responses encourages consistency and creates a numeric accountability – an LMP Report Card for Dealer or GM review…
- 47. Nothing has more impact on results than phone and/or SMS contact with the customer! Outbound phone calls, ongoing phone and SMS follow-up and responding to emails requires adequate staffing and skill levels
- 48. Telephone Process • 85% of Web visitors who contact the dealership before coming into the showroom, use the phone • Direct Phone contact (after responding to an Internet lead by email), has the greatest impact on increasing sales closing ratios Phone Follow-Up Sales Strategy: • Focus on having a set of objectives in front of us, each time we make an email follow-up call • Word Track Forms (scripts) are used for training and collecting customer information during each call that is made immediately after sending personalized email response
- 50. Ralph Paglia Cell: 505-301-6369 RPaglia@gmail.com www.RalphPaglia.com Questions and Answers… Reference Links: http://www.ADMPC.com (AutomotiveDigitalMarketing.com) http://slideshare.net/RalphPaglia http://www.dealerELITE.net http://www.hirethewinners.com/adm
Notas do Editor
- Average monthly sales total for the combined Internet Sales and BDC teams was 180 vehicles per month…
- Split both the BDC and Internet Sales Teams from 2 to 4 managed profit centers, and increased BDC rep’s from 8 to 12, increased ISS’s from 8 to 12… Average monthly sales total for the combined Internet Sales and BDC teams rose to 220 vehicles per month… Added CRM Administration Staff of 2, and moved telephone switchboard receptionists to 2 nd floor and off of the showroom floor. CRM admin staff funded with money previously used for outside vendor’s unsold showroom follow-up USPS direct mail program and newly structured Lead Quality Program that tracks invalid leads and credits for those invalid leads from 3 rd Party Lead Providers.
- Added Special eFinance Team to handle online credit applications (720 received in July 2006 with 44 sales generated at $116,000 in gross profits), Added a Courtesy on Bell Road satellite store Internet Sales Manager to handle eLeads and set up appointments for sales staff… The Courtesy Chevrolet CRM/eBusiness Teams combined sales objectives & monthly capacity rose to 360+ CRM/eBusiness Facilitated Vehicle Sales per Month…
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Pay plans should be progressive in a manner that creates extra rewards for deals sold at the beginning of the month, based on selling incremental units during the second half of the month. Performance bonuses based on process evaluation metrics should have minimum lead volume qualifiers to ensure that those who take on more leads than others are not penalized for handling extra work load.
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
- Pay plans should be progressive in a manner that creates extra rewards for deals sold at the beginning of the month, based on selling incremental units during the second half of the month. Performance bonuses based on process evaluation metrics should have minimum lead volume qualifiers to ensure that those who take on more leads than others are not penalized for handling extra work load.
- Pay plans should be progressive in a manner that creates extra rewards for deals sold at the beginning of the month, based on selling incremental units during the second half of the month. Performance bonuses based on process evaluation metrics should have minimum lead volume qualifiers to ensure that those who take on more leads than others are not penalized for handling extra work load.
- Pay plans should be progressive in a manner that creates extra rewards for deals sold at the beginning of the month, based on selling incremental units during the second half of the month. Performance bonuses based on process evaluation metrics should have minimum lead volume qualifiers to ensure that those who take on more leads than others are not penalized for handling extra work load.
- Amongst all the attributes of a dealer’s response to an Internet Lead, the time from when a customer submits a lead to when they have received a personalized email message that directly addresses their inquiry consistently shows up as correlating with sales closing ratios… All response content equal, faster dealers will outsell slower dealers. However, Content is still King in that a poor response sent quickly will reduce sales closing rates. It is important to realize that lead response time is a qualifier, an index that determines maximum closing rate upper limits. Once again, it is what the customer experiences, not how or who does it that determines the results.
- Lead Management Process is no longer as much an art as it has become a science… Numerous studies that utilize an OEM database matching process which tracks leads and the eventual Retail Delivery Report, then correlates sales for the brand, sales by the original lead receiving dealer, with significantly large volumes of customer submitted survey responses provide a clear and objective analysis of what the customer experiences, the differences in those experiences and their correlation with likelihood of purchasing from the dealer that received the lead. This ability to actually measure what each dealer does with their leads, through the eyes of the customer, and how these activities correspond with a sale, or a lost sale, allow a scientific management approach to Lead Management Process in a manner that absolutely WILL impact sales results from a given volume of leads.
- Here is a simplified illustration of what happens at Courtesy Chevrolet in Phoenix when a new lead is received from a customer requesting a price quote on either a vehicle in stock or one that the customer has configured. Although Courtesy is fairly unique in that a BDC supports each Internet Sales Specialist with telephone follow-up, it is important to understand that this is actually a compromise in the store’s original LMP so as to enable the scalability to handling monthly lead volumes that frequently exceed 6,000 leads in a month, and over 60,000 leads a year… It is important to understand that achieving the customer experiences that impact sales closing ratios in a positive manner is a more important objective than who actually completes the tasks associated with those experiences… The customers are less concerned with who provides them with good service, than they are in actually receiving it!