Plan Yes, Worry No Volume 6 Issue 5

AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24

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Page 1: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24

Plan Yes, Worry No

Volume 6 • Issue 5

Page 2: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24

This honor says a lot. It says that car dealers appreciate our service. It says that we help generate business. And as the only company to earn these awards for both new and used car services, it says that we keep improving our service. That’s something we will continue to do. We want to thank our dealers for helping us earn these awards. They’re more examples that show What We Do Works.


“Highest in Dealer Satisfaction With OnlineBuying Services For New Vehicle Leads”


For information, call 877-261-9418 or visit awards.autotrader.com today.

©2007 AutoTrader.com, Inc. All Rights Reserved. “AutoTrader.com” is a registered trademark of TPI Holdings, Inc. used under exclusive license. AutoTrader.com received the highest numerical score for used vehicle leads in the proprietary J.D. Power and Associates 2006–2007 Dealer Satisfaction with Online Buying Services Studies.SM 2007 study based on 1,758 dealer evaluations in May–June 2007. AutoTrader.com received the highest numerical score for new vehicle leads in the proprietary J.D. Power and Associates 2007 Dealer Satisfaction with Online Buying Services Study.SM Study based on 1,758 dealer evaluations in May–June 2007. Your experiences may vary. Visit jdpower.com.

“Highest in Dealer Satisfaction With Online BuyingServices For Used Vehicle Leads, Two Years in a Row”

62651_AT_AT7-109_4C.indd 1 9/27/07 12:59:17 PM

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The Driving Force BehindAutomotive Advertising




















Free pizza: Valid for Dealers, GMs and GSMs only. Subject to local pizza restaurant’s policies. Offer valid one time only per dealership. Current customers do not qualify. Copyright © 2007 Turn-Key Events and it’s licensors. Restrictions apply.

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Page 6: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24

Patrick Luck, Editor & [email protected]

Hebrews 12:1 - Let us run with endurance the race that is set before us.

AutoSuccess Magazine is published monthly at 3411 Pinnacle Gardens Drive, Louisville, Kentucky, 40245; 502.588.3155, fax 502.588.3170. Direct all subscription and customer service inquiries to 877.818.6620 or [email protected]. Subscription rate is $75 per year. AutoSuccess welcomes unsolicited editorials and graphics (not responsible for their return). All submitted editorials and graphics are subject to editing for grammar, content and page length. AutoSuccess provides its contributing writers latitude in expressing advice and solutions; views expressed are not necessarily those of AutoSuccess and by no means reflect any guarantees. AutoSuccess accepts no liability in respect of the content of any third party material appearing in this magazine or in respect of the content of any other magazine to which this magazine may be linked from time to time. Always confer with legal counsel before implementing changes in procedures.© All contents copyrighted by AutoSuccess Magazine, a Division of Systems Marketing, Inc. All rights reserved. Reproduction in whole or part is prohibited without express written consent from AutoSuccess. AutoSuccess may occasionally make readers’ names available to other companies whose products and/or services may be of interest; readers may request that names be removed by calling 877.818.6620. Printed in the USA. Postmaster: Send address changes to AutoSuccess Magazine, 3411 Pinnacle Gardens Drive, Louisville, Kentucky 40245.

3411 Pinnacle Gardens Drive | Louisville Kentucky 40245 | phone: 877.818.6620 | fax: 502.588.3170 | www.SellingSuccessOnline.com

God is the source of all supplyDave Davis, Creative Strategist & [email protected]

Thomas Williams, Creative [email protected]

Susan Givens, Vice [email protected]

on the cover

Brian Ankney, Sales-improvement [email protected]

God is the source of all supplyhelping to support...

Brian Balash, Sales-improvement [email protected]

Scott Schaeffer, Sales-improvement [email protected]

















Eliminate Enemies of Success and Happiness

DaymondDeckerStep Back and Look Forward

Body Language Buying Signs

Getting it Right:The Search for the Optimal Internet Marketing Mix








Talk-Talk-Tell-Tell is No Way to Sell

Business Development Centers:The Misunderstood “Blank Check” In the Automotive Retailing



Weaving Your Own Spider Web


What is Your Online Value Package Proposition

Making the Most of Your Media Interview, Part 6Tips and Checklist for Radio and Webcast Interviews


Power Your Dealership Through the Next Decade

How Will Radio-Frequency Identifi cation Technology Affect UsFind Out Why You Need to Know About It


Micro Site Generates Major League ResultsLanding 25,000 Unique Visitors

Trigger Enthusiasm for Every Prospect

Keep Things in Order: Sequencing PaulH.Webb

MarkTewartI Want to Think About It

JimmyVee & TravisMillerBeware of Best Business Practices

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Page 8: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24




Eliminate Enemiesof Success and Happiness





The greatest enemies of success and

happiness are negative emotions. Negative emotions hold you down, tire you out and take away all your joy in life. Negative emotions, from the beginning of time, have done more harm to individuals and societies than all the plagues of history.

One of your most important goals, if you want to be truly happy and successful, is to free yourself from negative emotions. Fortunately, you can do this if you learn how. The negative emotions of fear, self pity, envy, jealousy, inferiority and anger are mostly caused by four factors. Once you identify and remove these factors from your thinking, your negative emotions stop automatically. When your negative emotions stop, the positive emotions of love, peace, joy and enthusiasm fl ow in to replace them, and your whole life changes for the better, sometimes in a matter of minutes or even seconds.

Stop JustifyingThe fi rst of the four root causes of negative emotions is justifi cation. You can be negative only as long as you can justify to yourself and others that you are entitled to be angry or upset for some reason. This is why angry people are continually explaining and elaborating on the reasons for their negative feelings. However, if you cannot justify your negativity, you cannot be angry.

Refuse to Rationalize andMake ExcusesThe second cause of negative emotions is rationalization. When you rationalize, you attempt to give a “socially acceptable

explanation for an otherwise socially unacceptable act.” You rationalize to explain away or put a favorable light on something that you have done that you feel bad or unhappy about. You excuse your actions by creating an explanation that sounds good, even though you know that you were an active agent in whatever occurred. You often create complex ways of putting yourself in the right by explaining that your behavior was really quite acceptable, all things considered. Rationalization keeps your negative emotions alive. Rationalization and justifi cation always require that you make someone or something else the source or cause of your problem. You cast yourself in the role of the victim, and you make the other person or organization into the oppressor or the “bad guy.”

Rise Above the Opinions of OthersThe third cause of negative emotions is an over concern or a hypersensitivity about the way other people treat you. For some people, their entire self-image is determined by the

way other people speak to them, talk to or about them, or look at them. They have little sense of personal value or self-worth apart from the opinions of others. If those opinions are negative for any reason, real or imagined, the “victim” immediately experiences anger, embarrassment, shame, feelings of inferiority, depression, self pity and/or despair. This explains why psychologists say that almost everything you do is to earn the respect of others or at least to avoid losing their respect.

Realize ThatNo One Else is ResponsibleThe fourth cause of negative emotions, and the worst of all, is blaming. Imagine negative emotion as a tree. The trunk of the tree is the propensity to blame other people for your problems. Once you cut down the trunk of the tree, all the fruits of the tree (all the other negative emotions) die immediately, just as the lights go out instantly when you jerk the plug out of the socket that lights up the bulbs on a Christmas tree. The antidote for negative emotions is for you to accept complete responsibility for your situation. You cannot say the words, “I am responsible” and still feel angry. The very act of accepting responsibility short-circuits and cancels out any negative emotions you may be experiencing.

Brian Tracy is the chairman and CEO of Brian Tracy International. He can be contacted at 866.300.9881, or by e-mail at [email protected].

When your negative emotions stop ... your whole life changes for the better, sometimes in a matter of minutes or even seconds.

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the #1 sales-improvement magazine for the automotive professional






Step Back and Look Forward

Have you ever been told that you needed

to step back and take a look at the bigger picture? You don’t need to be a nuclear physicist to be a big picture thinker. Any individual in any profession can benefi t from it. It’s the ability to see trends as they form — instead of in the rearview mirror.

When a dealer tells a dealership employee that the development of the ongoing relationship with the customer is just as — if not more — important than the profi t on the deal or the sale itself, he’s instilling the bigger picture into the employee’s mind. The underlying goal is to maximize revenue by taking profi table customers and turning them into more loyal customers.

There are many big picture thinkers in this world that are not leaders, but there are very few successful leaders in this world who are not big picture thinkers. Having the wisdom to see the broad spectrum is a crucial element of leadership. Becoming a big picture thinker allows you to lead by helping you to clearly formulate a vision for your team and keep them on target to accomplish your organization’s desired results. By enlarging the window through which you see things, you not only expand what you can see, but what you are able to do with it. Donald Trump once commented, “You have to think anyway, so why not think big?”

The expression “can’t see the forest for the trees” means that most people focus on the short term. We tend to get overwhelmed by all the little things in our workday — all of the trees around us — that the long-term bigger picture gets away from us. For

example, in this business it’s easy to go from hero to zero. We tend to get caught up in just making the next sale rather than focusing on building customers for life.

Thank goodness for the intuitive and broad-minded vision of the likes of Leonard Kleinrock, J. Licklider, Larry Roberts, Bob Kahn and Vint Cert, who possessed the mentality to “think outside the box,” resulting in the creation of a global network from the evolutionary technology that would eventually become the basis for the Internet. Successful “big picture thinkers” have the ability to see trends as they are forming, instead of in the rearview mirror.

Let’s test your ability to see the bigger picture. Take a look at the illustration in the middle of this page. Count the number of squares that you see. Do you see 16, maybe 17, or even 21?

In his book, Thinking for a Change, author John C. Maxwell contends that big picture thinkers never lack ideas that can build an organization, and they always have hope for a better future. Average leaders focus on maintenance — successful leaders focus on progress. A person who knows how may always have a job; but the person who knows why will always be his boss.

By the way, if you saw past the obvious and counted 30 squares through multiple combinations that actually exist, congratulations.

Daymond Decker can be contacted at 866.507.9577, or by e-mail [email protected].

We tend toget caught up in just making the next sale rather than focusing on building customersfor life.

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When it comes to recognizing body

language clues from your prospective clients, you must be like a detective. You ask questions relating to their situation, their needs, their likes and dislikes. But it is so important that you not only listen to what they are saying and how they are saying it, but are also aware of what they’re telling you with their body language as you talk with them.

In selling, body language works in both directions. You “speak” with it, using your own body language to get your message across and you “hear with your eyes” when you watch the body language of the clients.

In using it to speak, for example, when you want to be listened to, make strong eye contact. If you look at a person eye-to-eye, he or she will intently focus on what you are saying. Many people in sales don’t have good eye contact. The more you look around and away from the client, the more they’ll do the same. Without that eye-to-eye connection, few sales will be made.

In establishing eye contact, if you have two people at the vehicle or at your desk, be sure you are not giving one of them too much attention — or too much eye contact. Spread the eye contact between both parties. In most cases, you need “buy in” from both parties before a purchase decision can be made. If you alienate one by giving too much attention to the other, no matter how much they like the vehicle, they may not like you well enough to consummate the sale.

What if the person does not make eye contact? What’s happening is that he or she either doesn’t like you, doesn’t like something you’ve just said, or you’ve struck a nerve which may have triggered a past fear.

What should you do about it? Smile. Try to gain eye contact and reiterate the last point by asking if it bothers him or her. Get them

talking by asking questions about their past car buying experiences. Relate your desire to fulfi ll their needs and to make them happy with their vehicle purchase.

If you notice that your clients tend to lean on the vehicles you’re showing them or lean against an outside wall or railing, adopt a similar posture of relaxation. There are times we can mirror our potential clients in order to relate to him or her. It has been proven to be a simple method for connecting with your clients — a posture of common ground, if you will.

It’s critical to your demonstration of any vehicle to get your clients’ hands on it. This includes opening and closing the doors, hatches, windows; adjusting the seats and mirrors; playing with the radio or “experiencing the sound system.” A buying cue is when they do it a second or third time. Their actions are telling you that they’re trying to get comfortable in the vehicle. If they do eventually settle, that’s a buying sign.

What do you think the body language cue is if the client who is now sitting in a chair at the table scoots their chair in closer? What if they put their elbows on the desk or table? What’s happening is that their trust is increasing. He or she is ready to come to an agreement. It’s time to review the fi nancial details of exactly what needs to happen for them to drive away in that vehicle they

enjoyed so much on the lot or test drive. If they suddenly sit back in their chairs or cross their arms, you need to brace for an objection. Sit back yourself, relieve pressure and ask questions about the point you just covered. It could be they don’t like the numbers. It could just be that they don’t understand some of the terminology you just used. It’s so critical that you watch to “hear” what they’re saying.

If the clients are facing you directly and intently, following what you’re saying, even if they tilt their heads or touch their chins, they’re with you. They’re taking it all in. When you see these body language cues, don’t change your pacing or abruptly move on to closing. Just smoothly transition to a test closing question directed at the more favorable party, if there are two parties in the decision. For example, you might say, “John, how are you feeling about all of this so far?” If John is excited and is ready to own the vehicle, Mary will either go along with him or try to slow things down with a question or comment. Either way, you’re still in charge and moving toward the sale. Body language plays a big part in the selling process. We might not be experts in that fi eld, but by studying and trying to understand people’s emotions through body language, we can help them overcome or work through any areas of concern they may be having, but not expressing verbally.

Mastery of body language will help you put more bodies into the vehicles you sell.

Hear how to build new clients’ trust right from the beginning in your initial greeting at http://www.tomhopkins.com/ASEauto.htm.

World-renowned master sales trainer Tom Hopkins is the chairman of Tom Hopkins International. He can be contacted at 866.347.6148, or by e-mail at [email protected].

Buying Signs

The more you look around and away from the client, the more they’ll do the same. Without that eye-to-eye connection, few sales will be made.

Body Language

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Both statistically and anecdotally, it’s clear that many dealers are diverting portions of the money they had targeted for traditional media — radio, TV and print — to the Internet. This makes perfect sense: Most online marketing practices offer a higher ROI along with greater certainty about its accuracy. What’s more, dealers are making these revisions to their advertising budgets with greater and greater confi dence, as online marketing continues to grow in effectiveness, and successful models for online marketing become more commonplace.

Look deeper into the Internet ad spend itself, however, and things become murkier. Online marketing is an evolving fi eld comprised of many different practices — some quite familiar, such as third-party leads and organic and paid search; others, new and not yet fully established, such as dealer blogging and customer reviews. Some dealers venture only so far into this fi eld, unsure of how to move beyond the basics; others hop from trend to trend without achieving real success with any one practice.

Moving away from traditional advertising requires some courage and guidance, but it’s obvious that making this leap marks the beginning of careful analysis and decision-making, not the end. In this article, we

examine some basic principles for fi nding the perfect Internet advertising mix.

The Secret: There’s No SecretThe fi rst thing to emphasize: There’s no one secret recipe for success. That’s the conclusion Jared Hamilton and Trevor Hill reached in making their forthcoming documentary, entitled The Master’s Series: Automotive eCommerce. The product of Accelerate Automotive, which Hamilton and Hill founded, the fi lm focuses on the structures and practices driving the online success of the nation’s most accomplished dealerships.

“Everywhere we looked,” says Hamilton, “we found highly successful dealers employing a wide range of approaches to Internet marketing.” These conversations lead Hamilton and Hill to identify a number of key principles and insights into Internet marketing within a dealership.

Principle 1: Start at the BeginningSounds too obvious to mention, doesn’t it? But “starting at the beginning” means a couple of different things, both very important. One, it means not getting ahead of yourself. If you dive into a complex Internet technique before establishing basic processes and a sound structure, your effort

will fail. Two, it means picking the low-hanging fruit before climbing the tree.

The main benefi t is that the most basic Internet marketing practices can pay off right away, while more advanced techniques — even if they’re perfectly implemented — may take months to gain traction. Hamilton and Hill identify two practices as no-brainers for absolutely any dealership: (1) buying third-party leads, and (2) listing inventory on a Web site that aggregates and publishes inventory for many dealers. The fi rst requires only a solid lead-management process — something you should have in place, and if you don’t, you need to build that as soon as possible. And, the second doesn’t require anything that a well-run dealership doesn’t already have.

Principle 2: Remember, You’reBuilding a Strategy The object of the game isn’t to reach the fi nal practice on the list of Internet marketing practices. Instead, it’s to build a strategy comprised of the practices that make sense for your market and your dealership. This means mastering a collection of these practices and making them work together, not discarding old ones in favor of new ones.

Third-party leads, for example, are not only

vital to your dealership’s Internet success but can be easily integrated into your dealership. They can also quickly bring in sales while you craft other aspects of your overall approach to online automotive sales. They should not be viewed as temporary or stop-gap measures.

Principle 3: No One Lead Source Represents All Potential CustomersThis is a very important principle and underscores why you need a mix of tactics, not just one effort. If there were an online marketing practice that gave you effective access to all your potential customers, it would be perfectly reasonable to build towards it and ultimately rely on it alone. But the fact is that different practices capture different groups of customers — something that doesn’t seem to be changing. As long as this is the case, its imperative that you evaluate and choose techniques based on their ability to connect you with these different groups.

According to Hamilton, a common misconception among dealers is that they can eventually drop third-party leads in favor of paid search and still connect with the same consumer base. But this isn’t the case, he says: “The customers dealers reach through third-party leads are the ones who prefer to

the #1 sales-improvement magazine for the automotive professional

Getting itRight:

The Search for the OptimalInternet Marketing Mix

fi nd a dealer using an independent resource. Paid search can deliver a lot of leads, but it simply doesn’t touch a big piece of the population. A dealer who drops third-party leads in favor of paid search is leaving plenty of money on the table.” With the majority of automotive Internet shoppers visiting third party sites during the buying process, there are few — if any — dealers in the US who fi nd that paid search can give them all the sales volume that they can handle.

Principle 4: Use the Right Perspective for Evaluating CostIt’s ironic. Dealers who spend, month after month, $500 per sale on traditional advertising can bristle at the thought of spending half that on third-party leads. This phenomenon is really just a refl ection of how attached we can be to what’s familiar, even after it ceases making economic sense. While it is true that generating leads via your Web site can result in the lowest cost-per-sale, both online sources will cost you 50 percent less than newspaper, television and radio advertising, and they should be evaluated accordingly.

According to Hamilton, “The most successful dealerships take cost-per-sale very seriously, and track return on investment carefully for each of their

online marketing practices,” he said. “The ones that prove themselves will remain in play as long as these dealers still have cars to sell, and the resources to sell them.”

Some ReassuranceIf you are disappointed that there’s no single way to achieve the right Internet marketing mix, take comfort in the fact that you have room to address your dealership’s particular needs and strengths.

If you are worried that the Internet seems too complex and constantly changing, take comfort in the fact that your strategy will always be a work in progress, with various components operating smoothly while others are still being thought out.

Most importantly, if you are concerned about cost, sit down and calculate your cost-per-sale for traditional advertising. By integrating online marketing into your strategy, you can reach more customers, achieve greater ROI and be reminded that things can continue to get better and better.

Kevin Hunt is the vice president of sales for Dealix. He can be contacted by e-mail at [email protected].

Moving away from traditional advertising requires some courage and guidance, but it’s obvious that making this leap marks the beginning of careful analysis and decision-making, notthe end.

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Call today to register. Seating is limited. Speakers and times subject to change. toll free: 866.739.2096 web: www.autosuccessonline.com



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Your Media Interview, Part 6Tips and Checklist for Radio and Webcast Interviews

Being interviewed as an expert in your

fi eld is a great way of getting your name out to the public, and it gives you the opportunity to educate the public on topics you are passionate about. In this series, we’ve looked at the ways to prepare for radio and Webcast phone interviews. In this fi nal installment, we’ll look at what to do after the interview is over.

Follow up After the InterviewSo you’ve had a great interview. Now what? You can rest on your laurels, or you can use this success to your advantage. Here are some ideas for making the most of your success:

1. Send a two- or three-sentence thank you note (using the contact information you gleaned previously from e-mails). If the show went well and you have ideas for other interviews, make a few suggestions, saying you would like to talk again sometime.

2. Consider sending a small gift to your contact and the interviewer. It shouldn’t be much — a book, if you have one, or a box of candy. Don’t include a marketing piece, let it simply be a gift. Attach your business card with a handwritten “thanks!”

3. Mention the interview in your next

press release. Now that you have been on one show, you are more marketable to others, especially if you’re on a nationwide show or on one in a big market.

4. Send outs bits of your recording to prospects and clients, or put sound bites on your Web site. If it was a particularly great interview, you may want to mail copies of parts of the recording (as long as you have written permission from the station) to other top venues with a suggestion that they consider booking you as well. Make sure you always give full credit, including the name of the station, its location, the interviewer’s name and the name of the shows. Finally, you may want to send a copy to your mom.

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5. Keep your contact list updated. As you add to the list of contacts, make sure you keep them updated with notices of what you’re up to. Contact them only two or three times a year. That way, your mail is a treat.

6. Evaluate yourself. Honestly critique how you did, and write down the questions you were asked, especially if you are asked an unusual question. For example, I know I will be asked if, as a body language expert, I make people nervous. So I have a few short anecdotes about that, including a funny story about my boyfriend.

7. Ask a media coach to listen to one of your tapes. You’ll get better over time by following the advice of someone who teaches people how to be great interviewees.

8. Celebrate your success. When you’re done with your interview, treat yourself to something special. You have worked hard. Congratulations on making the most of your media interview.

Patti Wood, MA, CSP is a professional speaker, author and coach at Communications Dynamics. She can be contacted at 800.849.3651, or by e-mail at [email protected].








Making the Most of

Evaluate yourself. Honestly critique how you did, and write down the questions you were asked, especially if you are asked an unusual question.

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What is Your OnlineValue Package Proposition

You need to differentiate your

dealership from all of the competitors that are out there. On average, more than 87 percent of America goes online before they ever step foot into a dealership.

Of these customers, 46 percent are visiting three to fi ve other Web sites, and 22 percent of these prospects visit seven to nine Web sites, before they ever decide on your dealership.

The average window period of an Internet customer is about 45 to 55 days. So, please think about this and what it means for your dealership. Take a look at your dealership’s Web site. What does it say or do to differentiate yourself from your competition and everyone else in the market? What is your unique value package?

You need to understand that today’s prospect is armed with a lot of information,

and it’s a heck of a lot more than just price. They are armed with multiple resources of information, from pricing, their trade, fi nancing, aftermarket and other value ads. For example, please take a look at these Web sites:

www.continentalaudi.com www.crevierbmw.com www.duvalhonda.com

What do all of these Web sites have in common? They paint a vivid picture of why to purchase from them, they talk about more than just price and payments. They give multiple upon multiple of reasons why a person should consider their dealership.

Let’s take a look at Continental Audi. On their site, they have a button that says “VIP” program; when someone clicks it, it then tells all of the amazing things that they would receive as a valued client of that dealership.

Crevier BMW makes it clear as day with their button “Why Us.” You click that and they build value in Crevier, not just the BMW.

Duval Honda, knowing that women have over 70 percent buying power for their Honda products, basically created a button on the left side of their navigation for “Ladies Only.” When someone clicks that button, it goes on to explain how they value and respect the female shopper /buyer, and — to make it more convenient for those ladies that prefer to work with another female — here are a list of females

in sales, service and management that are available for them. Very strong, indeed.

The point here is that you want to understand what your value is to a customer, and clearly be able to articulate it to them. Because if you can’t, why in the world would you ever expect them to?

Most dealerships say the same old and exact thing that every other dealership says: “We are family owned for X years” or “we have a great service department,” “we have the lowest prices,” “we have good customer service,” “We are Blue Oval,” or “Blah, Blah Blah certifi ed”…. No offense — I am sure you are very proud of your certifi cation or that you are No. 1 in the region or you have the highest volume in the country or whatever. But, do your prospects really care? Maybe. Maybe not. I would at least consider what they do care about. What is on their minds? As Covey says, “Seek fi rst to understand before being understood.” In business, we try to strive to exceed our customers’ expectations. But, fi rst we need to know what their wants, wishes and expectations are.

Here are the top fi ve reasons why people are going online:

• Price• Availability• Convenience• They hate car salesmen, or are looking

for a different type of experience• Research

I suggest that you create a value package for your Internet prospects that takes those things into consideration. And once you have created your online value package, post it on your Web site, create e-mail templates with your value package and incorporate your value package into your phone script and voicemail script. You want to make sure that you have a powerful message and that that message is being delivered effectively.

For free examples of value packages, e-mail me.

Sean V. Bradley is the CEO and founder of Dealer Synergy. He can be contacted at 866.893.1394, or by e-mail at [email protected].

IMN Loyalty Driver™ is a turnkey e-marketing service that drives interest, sales and customer loyalty. Customized, trackable email communications provide tangible results for dealerships acrossthe country. A couple of examples:

• 15 test drives scheduled within the first hour after an IMN Loyalty Driver e-newsletter was sent.

• Web traffic spiked to 2.5 times its normal rateafter a dealership’s first e-newsletter.

Looking for results like these? Call 866.964.6397, ext. 214 oremail [email protected].

Drive customers in…For sales, for life.

866-964-6397 imnLoyaltyDriver.com

> Scott Haynes, Penske Chevrolet and Honda

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Own Spider WebRegardless of what you sell and to whom,

the Internet — particularly the Web — is becoming a more critical tool to your sales success. You cannot simply erect a static Web site any more and expect it to begin generating sales. Once your Web site is up and running, you need to start driving traffi c to it from other sites where your clients and prospective clients are likely to spend time. You essentially have to weave your own mini spider web on the global Web to snare clients.

It’s all about making contacts — building strategic contact points on the Internet wherever your clients and promising prospects tend to gather, and then cross-promoting these contact points (your Web sites, blogs, and social networking pages). As you spin your web within the Web, your mini web begins to expand organically and exponentially. The most effective salespeople create multiple participation points — places where clients and prospects want to interact and engage.

Grasping the SocialNetworking ConceptAs a salesperson, you are already well aware of the fact that relationships generate sales. If you have a strong reputation in your industry as the go-to guy or gal for a particular service or product, you are going to be much more successful than another salesperson who is just starting out. In fact, once you have established strong relationships, the products and services seem to sell themselves.

The same is true, and perhaps even more so, on the Internet. With so many companies and individuals peddling their products and services, you can never be sure which merchants are legitimate. Some companies may be set up solely to steal credit card information and other sensitive data. This is why people fl ock to well-known online merchants, such as Amazon.com, even though they may have to pay more for the same products.

To gain an edge on the Web, you can use social networking to establish yourself as a trusted source in various online communities that are likely to buy your product or service. In terms of a consumer base, these communities are no less real than brick-and-mortar communities. You simply have

to reach out and appeal to them through different media.

BloggingOne of the fi rst steps to take in order to establish yourself as a trusted resource on the Web is to create your own blog. A blog (short for “Web log”) is an online diary of sorts that allows you to post content simply by fi lling out and submitting a form. The blog handles all the formatting to make your content look attractive and consistent. All you have to do is supply content.

Several companies offer their own blogging software and services that are industry-specifi c; for example, Blogging Systems (www.bloggingsystems.com) offers blogs specifi cally for real estate professionals.

You don’t need a premium service to set up and maintain your blog, however. Several companies can host your blog and provide the software you need to set it up in a hurry. At Bluehost (www.bluehost.com), for example, you can purchase your own domain name, such as www.yourname.com, install the blogging software (using a tool called “Fantastico”), and have your blog up and running in a matter of minutes rather than hours.

Promoting Your BlogAs long as you post fresh, interesting content to your blog once or twice a week, it promotes itself. Web search engines, such as Google, automatically identify your blog and add it to their search results. As visitors post comments in response to your posts, your blog naturally rises in the search rankings and becomes more prominent.

Tip: Although search engines are going to discover your blog, you can speed up the process by registering your blog with blog directories, including Technorati (at www.technorati.com) and Blogarama (www.blogarama.com).

Another excellent way to promote your blog is to add links from your blog to other related Web sites and blogs and request that they offer the same courtesy to you. This not only raises your blog’s search ranking, but it also drives traffi c from other blogs to yours.

Rubbing Elbows on Social Networking SitesSocial media and networking take the “mass”

out of “mass marketing.” With social media, you reach niche markets, where people gather to share very focused interests, such as automobiles, real estate investing, home theater, and so on.

TV, radio, magazines, and newspapers are no longer the media that rule the roost. Online video, podcasting, blogs, e-mail drip campaigns, Wikipedia, and Second Life are the media of choice.

To reach out to prospective clients, you no longer run an ad on TV or in the local newspaper. You get involved in online communities, such as:

• MySpace (www.MySpace.com)• Facebook (www.Facebook.com)• ActiveRain (www.ActiveRain.com)

for real estate professionals• CarSpace (www.CarSpace.com) or

MotorAddicts (www.MotorAddicts.com) for automobile afi cionados

Tip: Your prospects and clients need to feel empowered to search and fi nd the information they are looking for without being pressured. They need interaction, participation, and the approval of the online community to buy your products from you. Social networking provides them with all this and more.

Building Credibility and TrustIn a way, little has changed in the world of sales. Salespeople have always been in the business of selling themselves fi rst and their products and services second. Think about it: Would you rather purchase products and services from an expert you trust or from someone you never met?

Keep this in mind when marketing yourself and your products and services on the Internet, especially when you’re marketing through social media and networking sites. Your goal is to establish yourself as the trustworthy expert. Once you do that, your products and services will practically sell themselves.

Ralph R. Roberts is a nationally recognized sales coach, author and offi cial spokesperson for Guthy-Renker Home. He can be contacted at 866.470.5181, or by e-mail at [email protected].

Weaving Your

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Tell is No Way to SellQuestions SELL.

Better questions have radically increased revenues, and can redefi ne your business. Here is wisdom: Selling is NOT about CLOSING. It’s NOT about having all the ANSWERS, which can often lead to ARROGANCE (know anyone like this?).

Selling today is art and science; it is philosophy and credibility and hospitality and more, all rolled into what amounts to a single objective. MAKING THE SALE? NO. It’s helping someone to buy. And while most common practices in the profession of selling focus on “statements” or prepared scripts or presentations, very few focus on better questions.

“Let me EDUCATE you about our products or service or quality or…”Ever heard this one? Ever said it? How do you ask more engaging questions and put the prospect at ease in the fi rst 30 seconds?

More wisdom: Education is for YOU, not for the prospective buyer. After 30 years of buying and selling, I no longer have the inclination or the patience of being EDUCATED about YOUR PRODUCT. I want you to ask some better questions and the ultimate objective for us both should be to MAKE MY LIFE EASIER.

I speak and write and encourage others to become STUDENTS of life and work and your profession and (fi ll in the blank). You can engage in the learning (more) process about most anything you want.

My friend and legendary author and speaker Charlie “Tremendous” Jones will tell you it matters little what you have LEARNED, but what you are LEARNING is what’s most important. Whatever anyone tells you about the NEW economy is old by the time it’s published or makes the rounds. What’s important is what’s happening in the “NOW Economy.” How can you win NOW? What are you LEARNING NOW?

Most people can’t answer that question because they’re too busy trying to tell you what they KNOW, blah, blah, blah… Be still (grandma would just say SHUT UP) and listen; you might actually learn something.

There is so much whining about “I’m so busy” and “I don’t have the time” and “I

wish I could…” Pulleezze. Snap out of it. You have right now at your disposal the same amount of time as anyone you consider wealthy, or successful, or special: 24/7. That’s it; you can’t get anymore time. Why aren’t you learning how to get more life and results from the time you have now?

Personal development is personal. And commitment is the key. You personally must commit to improving some of the conditions that you feel you’ve been locked into.

One of my favorite stories is of Harry Houdini. Most everyone who has heard of Houdini might think of him fi rst as a magician. It is less-known that Houdini was actually a master locksmith. So much so that he made the bold claim that no jail cell in the world could hold him. If allowed to enter in only his street clothes, it would be but a matter of minutes before he would free himself.

So came the day a small town in the British Isles had built a new facility they were extremely proud of and issued the challenge to Houdini that they now had the cell that not even the great Houdini could free himself from.

Surprising many, he accepted the challenge and the big day came. It was, for that time in history, a “media event” that had attracted throngs of people from near and far.

At the appointed time, Harry Houdini was escorted under heavy guard through the massive crowd and in nothing but his street clothes he was placed in the cell, the door

closed behind him and a large curtain was drawn across the cell so as not to give away his master escape.

Unknown to the onlookers, Houdini had secreted away in his belt a long piece of steel. Flexible, durable, practically a key in the hands of this locksmith, and he went to work on the iron lock of the cell. A few minutes passed and nothing. Ten, then 20 minutes and Houdini began to perspire and become more frantic in his movements.

This had never happened before. He began to question his skill, his ability. Was this the one lock from which he could not free himself? After almost 45 minutes, his clothes drenched, his strength almost gone he could feel himself giving up. Mentally fi rst, and then the fatigue becoming more and more physical which in turn sapped his confi dence and his concentration.

Finally near exhaustion he collapsed against the door of the cell — and the door opened!Because, in reality, the door had never been locked. In Houdini’s mind, the door was chained, bound, a fortress worthy of his master skills. But, in reality, even you or I could have escaped from that cell with simply a push of the door.

What a great lesson for us all: Always to try. To attempt, even in the simplest ways. And even for the most complex challenges. Often, the simple basic fundamentals are the answers to the biggest questions. Likewise the answers to the biggest questions can be found in asking better, even smaller questions, along the way. And doing so with positive expectations.

Want to fi nd the combination for the vault? Want to know where the treasure is buried? Then get busy LEARNING to ask better questions. That’s where all the answers lie.

If you’d like my short list of UNCOMMON QUESTIONS to help you get started, e-mail me at the address below.

Michael York is an author and professional speaker. He can be contacted at 800.668.5015, or by e-mail at [email protected], or visit www.MichaelYork.com.


Personal development is personal. And commitment is the key. You personally must commit to improving some of the conditions that you feel you’ve been locked into.

Page 22: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24

Yes, it’s true. My name is Mark

Tewart and I am a consultant and

trainer for many top perform-

ing dealerships nationwide. I

have discovered a new revenue

stream for dealerships that I guarantee to increase your net profi t by $250,000 or more or I will pay you $10,000!

I wish I could tell you that I was

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Simply, this amazing new rev-

enue stream has created results

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Now here’s where it gets even better…After having tested this new

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Because of the rush of new

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These dealerships will be select-

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I Guarantee the Following…• No Contracts• No Up-Front Money• You Don’t Have to Sell Any Additional Vehicles to Experience the Profi ts• You Don’t Have to Service Any Additional Vehicles to Experience the Profi ts• You Will Increase Your Bottom Line by $250,000 or more or I Will Pay You $10,000! “I love this new revenue stream. It’s the best way to immedi-ately increase front end gross I have ever seen. On top of the gross profi t increase, we have increased our bottom line net profi t from between $40,000-$60,000 per month that is directly attributed to this pro-gram. I wish I would have had the program years ago.”Seth Silger, General Manager

- Ward Chrysler – Carbondale, IL

Mark Tewart, PresidentTewart Enterprises Inc &

Tewart Management Group Inc.

MARK TEWARTIndustry Consultant

New Revenue Stream Increases Illinois Dealers Net Profi t by Over $700,000!

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To Dealers OnlyCall 888 2TEWART (888 283-9278) or 513 932-9526 or email us at [email protected]

to receive more information.

P.S. Respond by November 30 and receive my Free eBook – “How to Become a Sales Superstar”

See my article on page 33

Page 23: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24







Power Your Dealership Through the Next Decade

In today’s marketplace, we are

dealing with a smarter, more conservative consumer, and it takes being a lot more resourceful and creative to get them to respond. There are some powerful, creative tools that can help you turn the tide in a tough retail climate. To tap into those powerful, creative tools, start with a plan.

Be sure you are targeting the right consumer with the right product. Is your offer right? Did you have time to run that ad past your legal counsel? Is your ad compliant in the eyes of your local Attorney General? Is it compliant with your manufacturer?

Plan at Least 90 Days in AdvanceSounds easy, but it takes some work. The actual budget is just a small part of the plan. Call your banks. Line up innovative fi nance terms. Sit with your used car buyer. Find out what used cars sell well for you and plan your used vehicle purchases around your marketing. Advertising the right vehicle to

the correctly targeted consumer with the right offer works.

Know Your Primary MarketWhen was the last time you took a look at your customer database to fi nd out which ZIP codes have been the most effective and produced the most return on your investment? Do you have a local ZIP code map posted on your wall? If you don’t, get one. Focus your “conquest” efforts in those areas with the right client profi le.

Demand New CreativeChallenge your ad agency or marketing person to have 90 days worth of “creative” campaigns ready for you. Again, knowing your campaigns in advance allows you to purchase the right inventory and adjust schedules to make the most of the increased traffi c. Buy a subscription to an idea source. Avoid getting stuck in a rut of the “same old ad.” Keep your message fresh and consistent.

Utilize New Technology ToolsChallenge your ad agency or marketing


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person to search out the most innovative marketing tools available. Are you employing the most innovative marketing measurement tools available? What lists are you using for conquest mailings? Did you know that 24 states have made their vehicle registration lists available again for marketing? What do you know about variable data marketing? Do some research. It’s one of the most powerful marketing techniques you can use today. Does your online marketing plan include more than your Web site? The majority of consumers are now online shoppers. Is your Web site a wimpy electronic brochure, or is it a powerful consumer sales tool?

For a list of the 24 states that have made their vehicle registration lists available again for marketing, e-mail me.

Michael Nealy is the president at Big Ideas Direct. He can be contacted at866.492.9373, or by e-mail [email protected].

Page 24: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24


the #1 sales-improvement magazine for the automotive professional






I get asked this question all the time:

What’s the difference between a micro site, a landing page, and a dealer’s normal Web site? First off, let me say that, for all practical purposes, every micro site contains a landing page, but not all landing pages are part of a micro site. Additionally, both landing pages and micro sites are distinctly separate and in addition to a dealer’s primary full-featured Web site.There are three relevant digital marketing campaign objectives that micro sites and landing pages are used for within the car business today:1. Generate high-converting sales leads

in the form of completed online forms, incoming phone calls and showroom traffi c;

2. Attract unique visitors using highly specifi c and limited subject matter content, indexed by search engines as relevant to keyword searches related to the site’s subject matter; and

3. Generate online traffi c to other dealership Web sites through the use of linked objects displayed within the micro site.

If you are like me, seeing a few examples really helps to clarify a concept. If you visit www.2008ChevyMalibu.com you will see a micro site that is focused on the all-new 2008 Chevrolet Malibu and nothing else. It has lots of rich content relevant to the all-new Malibu, including an interview with Courtesy Chevrolet’s New Vehicle Director, Scott Gruwell. At the bottom of the landing page are links to content within HouseofCourtesy.com, the store’s primary, highly converting Virtual Dealership. Within three months after being launched, a search for “2008 Chevy Malibu” returned a world wide front page listing as follows:

2008 Chevrolet Malibu from your Phoenix Arizona Chevy Dealer...2008 Chevy Malibu. Come and fall in love with the all new 2008 Malibu

from Chevrolet. Courtesy Chevrolet in Phoenix offers the best pricing and fi nancing on...www.2008chevymalibu.com/ - 18K - Cached - Similar pages

To see the model-specifi c micro site that has outperformed any other micro site I have ever seen in generating incremental eLeads and unique visitors to the primary Web site operated by the dealership, visit www.2008ChevyCamaro.com. A Google search for “2008 Chevy Camaro” returns the following Web site listing at the very top of the search results:

The All New 2008 Chevrolet Camaro from Courtesy Chevy in Phoenix...2008 Chevy Camaro. Your Valley Chevy Camaro Dealer located in Phoenix, Arizona, The New 2008 Chevy Camaro, Courtesy Chevrolet Camaro, 2008 New Chevy Camaro.www.2008chevycamaro.com/ - 15k -Cached - Similar pages

In July 2007 the Camaro micro site attracted over 25,000 unique visitors, of which more than 1,800 of them submitted an online lead form. This micro site also generated more than 2,500 unique visitors to the store’s other Web sites, which resulted in more than 50 additional leads. Courtesy Chevrolet operates the 2008ChevyCamaro.com micro site and spends less than $100 a month hosting it. There was no paid advertising used to generate traffi c, although the “Transformers” movie seemed to generate a big hike in Camaro-related searches.

Ralph Paglia is the CRM/eBusiness director at Courtesy Chevrolet. He can be contacted at 866.883.9250, or by e-mail at [email protected].

Micro Site GeneratesMajor League Results

Landing 25,000 Unique Visitors

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STSMichaelOvery Business

Development Centers:The Misunderstood “Blank Check” In Automotive Retailing

How can so many savvy dealers

and sales managers not see such a ripe opportunity for boosting their sales? It’s like low-hanging fruit.

These are men and women who run moderately successful stores. They have years of training and experience. Yet they still spend staggering amounts of money searching for new ways to improve their fl attened sales, energize their sluggish workforce or turn those seemingly stale leads into new business. And in so many cases, their efforts are fruitless.

The phenomenon described isn’t what is so surprising. It’s what many of these otherwise-astute individuals say when asked if they’ve ever considered a Business Development Center (BDC):

“Oh, yeah … we already have a phone room.”

Ladies and gentlemen — herein lies “the rub.” Although the BDC concept has been well embraced and leveraged by thousands of dealerships (boosting their sales anywhere from 15 to 200 percent), the majority of automotive retailers in this country still don’t understand what a Business Development Center really is. They don’t understand how it works, or its immense potential for revitalizing their operations. It’s clear that the BDC is one of the most misunderstood concepts in automotive retailing.

So Exactly What is a BDC?The fi rst step towards developing a successful BDC is to understand what it isn’t. It’s not a phone room, where salespeople spend their downtime or receptionists double up as CSI callers. Nor is it a place where other

employees spend their lunch hour reading and waiting to answer the phone.

First and foremost, a BDC is an internal, operational component of the dealership. It’s an in-house, centralized department that is professionally managed — with its own dedicated, full-time manager — and a staff of trained telephone specialists who are always hard at work.

In order for it to be successful, a BDC must be taken just as seriously as the sales, service or F&I departments. Thousands of dealer business cases now support the fact that a BDC can be the highest-octane, pure-profi t booster for any store. But it’s got to be a meticulously organized, high-energy business center. Based on this defi nition alone, it’s clear that a BDC transcends the bounds of a mere “phone room.”

What Distinguishes a BDC From a “Phone Room”?Its functions are very specifi c, strategic and focused on measurable success.

If I could isolate the one concept that defi nes the emerging, “model BDC” and separates it from outdated notions, it would be specialization. It’s an age-old concept that’s being rediscovered. Why? Because the solution to maintaining consistent, long-term performance is allowing employees to specialize — thus becoming more productive in their area of responsibility.

What a BDC really does is place a highly focused, specialized business unit in your store to ensure consistent contact and follow-up with ALL customer opportunities available to your dealership. This ship must be steered by a well-trained “captain.” This BDC Manager is a specialist in his or her own right, and oversees a thoroughly trained staff of specialists.

These BDRs (Business Development Representatives) fulfi ll some critical roles that are too often ignored by many dealerships. This includes: tracking inbound and outbound communications (via the phone, the Internet, and the showroom); handling incoming calls; making outbound prospecting and follow-up calls; developing new sales leads; collecting prospect information; and generating appointments with new prospects and existing customers. These are the primary functions of the BDC. And while they’re all very critical to the success of any store, they’re often given little priority or overlooked completely.

So Just What can be Expected From a “Model BDC”? What is its Output?The net result of a well-planned and effi ciently run BDC is the ensuring of consistent contact and follow-up with all customers, and the maximizing of all opportunities — regardless of their source. Most dealerships that follow a proven formula for BDC development and management reap benefi ts seldom realized from the conventional phone room model. These include the elimination of wasted opportunities, measurable increases in dealership gross and CSI, and often times a sharp reduction in employee turnover. Any dealer principal or sales manager who has not yet explored this proven concept is certainly missing out on a potentially explosive sales propellant for his or her store. When properly planned, laid out, staffed and managed, a BDC will nearly always yield undeniably winning results. For a free BDC Opportunity Analysis, call me.

Michael Overy is the president of Proactive Dealer Solutions. He can be contacted at 866.480.8581, or by e-mail at [email protected].


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Credit cards, driver’s licenses, corporate

and college IDs, speed passes and passports now contain Radio Frequency ID (RFID) tags. Why should you care? Because criminals have discovered that electronic devices known as Radio Frequency Readers (or Remote Frequency Readers), readily available on the Web for less than $100, can scan and “skim” your personal information from you — without your knowledge.

Recently, my local ABC station (WPLG, Miami) aired a disturbing, eye-opening report. Without any diffi culty, the WPLG investigative reporter purchased one of the RFR devices on the Web and began her journey to fi nd out just how easily she could steal her co-workers’ personal information.

First, she armed and activated her device with an audible alarm in order to allow the viewers, and her intended targets, to hear an audible signal each time the device successfully “skimmed” a target’s data. Her targets would not immediately know why an annoying beeping noise was emitting from the reporter’s purse…at least not until it was too late.

Carrying her purse, the reporter nonchalantly walked by an unsuspecting employee’s desk, and suddenly, a beeping noise emanated from the reporter’s bag. She then set her purse on another co-worker’s desk — again, more beeping could be heard. She proceeded to walk casually down the offi ce hallway past another co-worker — beep, beep, beep. Each audible beep meant she had successfully hacked an unsuspecting target’s private information — information the target believed was safe and sound.

Keep in mind, the devices used by criminals won’t be equipped with an audible alarm designed to warn us they’re about to attack our purses, wallets or businesses, as this investigative reporter’s device was equipped to do. The reporter also warned viewers that criminals will often work in teams. While one crook is skimming your information, the other is busy snapping a picture of you on his/her cell phone. In a few short seconds, for all intents and purposes, they’ve just stolen you, or at least your identity.

It’s hard to imagine just how much sensitive

information can be “skimmed” at airports, shopping malls, grocery stores, sporting events, universities, and so on without anyone noticing. And how much damage — or how many doors — will that stolen data open everyone up to? Could confi dential information stored on personnel badges or key cards, if stolen, provide a thief entrance or access to pass-protected computers, corporate or government facilities, college campuses or classifi ed information? Yes — if it’s not properly secured and protected.

Since avoiding identity theft has become a routine part of our lives these days, given the sharp rise in data breaches, computer hacking, telephone scams, online credit card predators and fraud, this latest technology isn’t something we can afford to ignore. The days of simply worrying about keeping our wallets in our “physical” possession are long gone. Having “physical” possession of our wallets and credit cards does not in any way immunize us from fraud.

With radio-frequency identifi cation (RFID) tags being embedded in everything from quick-pay credit cards to the new U.S. passports, “skimming” has now become a popular method for criminals to perpetrate identity theft and other more dangerous crimes. Innovative criminals have installed RF readers on ATMs, embedded them in carpets, and hidden them on store shelves. Criminals may be disguised as your pleasant waiter or friendly cashier, just waiting to swipe more than your credit card with one of these hidden devices. When you’ve been “skimmed” and “scammed,” the odds are you won’t know about it — until the damage has already been done.

What Can You do to Minimize Your Risk or Thwart These Attacks?Aside from using tin foil or duct tape to hide your identifying information, there are some Web sites and products that can help you avoid this new form of identity theft.

• RFID Blocking Wallets are readily available on the Web to ensure that cards with RFID tags within the wallet cannot be read while the wallet or passport is closed, giving you the ability to control when, how and by whom your cards are accessed.

• For more information about radio-

frequency technology and to read the RFID Position Statement of Consumer Privacy and Civil Liberties Organizations visit privacyrights.org.

“People whose identities have been stolen can spend months or years and thousands of dollars cleaning up the mess the identity thieves have made of their good name and credit record.” — Federal Trade Commission

Detecting fraud: Here are fi ve warning signs you, your employees and customers should always be on the lookout for. If you:1. Fail to receive bills or other monthly fi nancial statements, contact your creditor immediately. This could mean a thief has changed your address.

2. Have a sudden and unexplained spike in your interest rates or charges you don’t recognize on your credit card statements, this is a clear warning sign.

3. Receive account statements for loans that you did not apply for, don’t just throw them away. Contact the creditor immediately.

4. Get a phone call from a bill collector, or you receive a collection notice for medical services you didn’t receive, fi nd out the dates of service and contact your insurance company to fi nd out if you are responsible for the debt or if an imposter has obtained services under your name.

5. Are denied a loan for no apparent reason when you thought your credit rating was excellent, contact the credit bureaus and request your credit reports. If denied credit, you are entitled to a free credit report, above and beyond the annual free credit report we are all entitled to.

Denise Richardson is a member of the National Association of Consumer Advocates and an author. She can be contacted at 866.439.9242, or by e-mail at [email protected].

How Will Radio-Frequency Identifi cation Technology Affect Us

Find Out Why You Need to Know About It

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Page 29: AutoSuccess Magazine; Ralph Paglia on Microsites - Page 24






How did you learn the alphabet? Some

people get a picture in their mind and see the letters written above the blackboard in kindergarten or fi rst grade. Others remember the song — which is really to the tune of “Twinkle, Twinkle Little Star” — and start to sing “A, B, C, D…” So, what does this have to do with selling cars?

Everything. So, you know the alphabet, right? OK — start saying the letters. Ready?

Start with the letter “L,” and go backwards. Go ahead. You know the letters. But you can’t do it. Why? Because you learned in order — from the letter “A” going forward. Did you just feel confused? You bet you did. Why? Because you learned in order. Why do customers say, “I want to think about it”? I’ll tell you why: because they’re confused. And who confused them most of the time? We did.

The technique you’re about to learn will eliminate 85 percent of the people saying, “I want to think about it.” They’ll say “Yes” or “No” — but you won’t have customers saying, “I want to think about it.” Personally, I’d much rather have a “Yes” or “No” from a customer, then to hear them say, “I want to think about it.”

Sequencing:Making a list of the customers needs. Sell Them In Order!

Sequencing is one of the most effective techniques in selling, and is extremely easy to do. It will eliminate most instances of your customers wanting to “think about it.” Sequencing Selling is simply making a list of the customer’s needs. You must write things down in a logical format and in the order your customer gives them to you. Then repeat the list to the customer during the interview. This will focus the customer and yourself.

If the customer doesn’t know what he or she wants, this will help them get on track and bring them to a logical conclusion.

One important point to remember is to never take the list out of order. Write the list down and let the customer review it frequently. It is even more effective to let the customer write the list. People fi nd it hard to argue with their own list. Remember, this is a list of their needs, not yours.

Your brain likes things in order. When you ask a customer, for example, “What do you feel is important in a vehicle?” and they might respond, “four doors.” Your new technique is to write down what the customer wants and make a list.

“Is there anything else?” you ask. “Yes,” says the customer, “I need an automatic.” “Wonderful,” I say, as I write down “automatic.” For the ease of learning the Sequencing Technique, let’s say this



customer only wants two things – a four door that’s automatic. The list is now set.

Presenting the Vehicle:When you take the customer to the vehicle, what is the fi rst thing you’re going to show them? That’s right, the four doors — you sell in order. Once you sell the customer on the four doors — go to the next item on the list: automatic. (In the real world, continue with this process down the list. Obviously, customers will have more than two items.)

Why? Start at the letter “L” and go backwards — you can’t do it. Same with the customers; they get confused if you take things out of order.

Summary:When you get a list of a customer’s needs on a vehicle, write it down. When you show the vehicle, present the features and benefi ts — in the same order the customer gave it to you. It eliminates confusion in the customers’ mind and the chance they might say, “I want to think about it.”

Call or e-mail for a free two-day login and password for a virtual training on this topic.

Paul H. Webb is a principal of Street Smart / I.T.S., Inc. He can be contacted at 866.500.5827, or by e-mail [email protected].

Order: SequencingKeep Things in

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Think About It“I want to think about it.”

Baloney. If you believe and allow this excuse from customers, you and your family will be eating Ramen Noodle soup your whole career. When customers tell you they want to think about it, they are really telling you they either have an unspoken objection or they are not convinced that you or your product and service is right for them.

The next time a couple tells you that they want to think about it, watch them as they get out of earshot of you. They will turn to each other and begin to talk about why they are not buying. Whether it’s an objection or a concern, it’s going to boil down to Money, Me or Machine. Money can be price, terms, payments etc. The ‘Me’ portion can be you, the business or service reputation or ability. The Machine segment is your product or service.

First you have to identify the customer’s possible thoughts and emotions. Customers have three forms of spoken and unspoken communication when they say, “I want to think it over.”

• What they are saying• What they are trying to say• What they really mean

To get past the smokescreen of “I want to think about it,” you must listen to and understand what they are saying and onto what the customer is trying to say and what they really mean.

When you hear the dreaded stall or objection phrase, don’t do what the majority of salespeople do. Do not ask the customer, “What is it that you want to think over?” With that phrase you create a “Turtle Customer.” They are going to feel threatened or embarrassed and pull into their shell. You will force them to feel scared, embarrassed or intimidated and they are going to run like rabbits.

When you hear the objection, the fi rst step is to agree with them by saying, “Sure, I understand, it’s a big decision so you should take your time.” Next, move your customer to the future. The future does not carry the pressure that today does. “Mr. Customer, if it were a week or a month from now and you had given everything consideration and

were ready to make a decision, do you think the No. 1 consideration or thing that had held you up from buying would have been the machine or the money?” Notice, I didn’t mention the “you” portion because the customer would usually be too embarrassed to say you were the problem. Most likely if they are still with you, the problem is the product/service or the money.

If it’s the product or service, it’s easy to suggest alternatives that might fi t what they are looking for. A salesperson without alternatives fails by a lack of alternatives. If money is the issue, then break the money portion down — Price, Payment, Down Payment, Monthly Payment, Term, Rates etc. Ask, “Mr. Customer what part of the money is the most important to you?” and then give the possibilities.

Next you must move them to close. “Mr. Customer, in the future, when you are making your decision to purchase and feel good about the payments, would the payments be ____, ______ or ______?” Give stair stepped based options on whatever it is that is their main concern. Customers feel less threatened about options and feel like they are in control. The customer will feel less embarrassed in sharing with you what they can and are willing to do.

When you get the answer from the customer, use the “Up to” and “No more than” phrases to raise the customer’s thinking and commitment. Example — “$500 up to?”“Now if you really had to, no more than?”

Notice that the art of closing this sale is not about closing, but about opening possibilities. You must open to be able to close. To get past the “I’ll think it over” objection, you must listen closely and try to really understand what the customer is communicating. You must move the customer forward in a manner that lessens the customer’s anxieties, rather than increases them. All of these steps must be performed with confi dence and with an attitude of TLC – “Think Like a Customer.”

Mark Tewart is the president of Tewart Enterprises. He can be contacted at 866.429.6844, or by e-mail [email protected].


the #1 sales-improvement magazine for the automotive professional

I Want to

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JimmyVee & TravisMiller






Success doesn’t happen by accident. It

has nothing to do with luck. It’s not a magic pill someone swallows or a wand someone waves which immediately manifests a revolutionary change in status and bank balance. Success requires strategic planning, action and commitment.

Success also takes an additional ingredient most people overlook: the ability to thumb your nose at conventional wisdom and so-called “best practices” about achieving success. You’ve heard the lines: “It’s luck,” or “You have to be in the right place at the right time,” or “It’s all about who you know,” and the big one, “It’s about how hard you work.” Those lines just aren’t true.

These statements make up much of the conventional wisdom about what it takes to become a success. However, conventional wisdom is not always the best wisdom, and can frequently be detrimental if followed. The term “conventional,” by defi nition, should send up a red fl ag. According to www.dictionary.com it means, “Conforming or adhering to accepted standards,” and in another defi nition, “Ordinary rather than different or original.” Accepted standard? Ordinary? Do those sound like the building blocks of success to you?

Extraordinary results come from doing something different — from challenging the status quo and shaking things up. So what can you do to get on a path to innovation, extraordinary progress and extreme success? Here are fi ve things the ultra successful do differently that you can implement now:

Exploit Your UniquenessThe ultra-successful companies and entrepreneurs know what it is that makes them different and they use it to their full advantage. Most businesses try to be all things to all people, trying to please everyone. They are afraid that being polar will alienate their market. The truth is, real success comes from being “for” a specifi c group of people and “not for” others. Specialization and customization win the day, garner more attention and, ultimately, attract the most success.

Every consumer believes his or her situation or problem is somehow different and unique, and they believe there’s a custom solution needed to fi x it. They don’t want a one-size fi ts all, “canned” solution; they want a

customized solution from an expert person or company that specializes in helping people in their circumstances, understands exactly what they are going through and can relate directly to them.

Ask Better QuestionsMany people think the super successful have all the answers. That may be true, but they didn’t get them from divine intervention or random guessing. They got the answers from asking better questions of themselves, their business, their industry, and their employees, co-workers, customers, peers and family.

Average people tend to shy away from asking the tough questions, because they fear the answers they might get. The successful people face new challenges head-on, ask the tough questions and tackle them, regardless of the answers.

ReadThe ultra-successful realize a need to continue educating themselves. School is never out for the pro. According to the Jenkins Group, 80 percent of U.S. families did not buy or read a book last year, and 42 percent of college graduates never, ever read another book after school. Successful people devour information, read books constantly, listen to tapes and audio programs and attend seminars on a regular basis. They are addicted to information, positive thinking and improvement.

Jim Rohn, world-famous motivational speaker, philosopher and entrepreneur, sums this point up brilliantly, saying, “Poor people have big TVs, rich people have big libraries.”

Take RisksRisk tolerance is a success trait that’s hard to ignore. Super-successful people understand that with risk comes reward and they are willing to take chances. But they aren’t stupid — they hedge their bets with high-quality information and research. They put in the work and time necessary to plan for and research the viability of a risky decision. It’s still a risk, but it’s a calculated one.

The hyper-success minded also understand with every failure comes a learning experience. They know how to gain valuable information from their mistakes and failures, analyzing situations and extracting as many lessons as possible from disasters. They synthesize this information and create better plans for moving forward.

FightThe average person tries to avoid confrontation at all costs. People hate to cause trouble, make a scene or get in someone’s face, even to the point of missing out on something to which they are entitled. They’re happier practicing avoidance than strength. The overachievers, on the other hand, don’t follow that thinking. They engage in battle to get what they want, deserve or are passionate about, and are not afraid to hurt feelings by being open, honest and blunt about their passions.

Leverage TimeWe all have the same amount of time in a day. Some people just do more with it than others. The “Trumps” of the world know the value of time, and how to leverage it to get more accomplished. The average person thinks about time as a renewable resource, not a precious raw material. This thinking delivers standard returns and mediocre wages.

The successful know how to leverage time and stop trading it for dollars. They don’t buy into a tit-for-tat mentality when it comes to the exchanging of time for money; rather they create systems that work for eternity. They seek out and get involved in opportunities that deliver returns for long periods of time.

When you follow the crowd and do what everyone thinks is right — for instance, “best practices” — you’re going to duplicate their results. Those results are typically mediocre. The norm isn’t extraordinary.

Instead, a normal day usually consists of frustration from businesses and people who are just getting by, limping along and trying to keep it together. That’s what conventional thinking and “best practices” deliver.

To learn more about how to drastically increase traffi c now, like the small used car dealer in a tiny Mississippi town who had to install a deli counter (take a number) in his single-wide trailer to control the fl ow of traffi c, request our FREE special automotive business advisory for auto dealers and managers, a 32-page industry bulletin titled, “How To Uncover The Hidden Wealth Buried In Your Used Car Dealership” by visiting www.RichDealers.com/success.

Jimmy Vee and Travis Miller are the founders of Used Car Marketing Center. They can be contacted at 866.852.0145, or by e-mail at J&[email protected].

Beware of BestBusiness Practices

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The key to your success is to raise

your own energy and enthusiasm; when you do, people will automatically be attracted to you and what you have to offer. Enthusiasm and energy attracts.

You have a tremendous responsibility to your organization to always be ON. When you step into your offi ce, walk into a sales meeting or meet with a prospect, you are on stage. Just as an actor walks onto a stage, you need to be ON every time your audience is watching you. Your prospects are your audience. They can always tell if you are ON or just acting the part. Your attitude, energy and enthusiasm play out your results. Make every effort to be ON during every moment you actually communicate with your potential customers.

So how do you get ON when you’re feeling OFF? If you fi nd yourself in a slump, it’s a pretty good bet that you put yourself there on your own. Therefore, you can move out of that slump on your own, too.

Emotion is created in the sale by your enthusiasm for what you have to offer. Enthusiasm is contagious, and your positive emotion will be transformed to the prospect. Selling is — and always will be — a conveyance of feeling. If you can get the prospect to feel the same way about your product as you do, they’ll buy it. Greater passion and enthusiasm leads to greater sales — it’s really that simple. You express your passion and enthusiasm by the intensity of your voice, your body language, and your facial expressions. Be aware of these things, and use them as another tool to create more sales.

Effective selling is about creating emotion and ownership in your client’s mind fi rst.

How can you create energy, enthusiasm, and optimism as needed on demand? You create it by building vividly imagined, meaningful, exciting and worthwhile goals.










for Every ProspectBefore going to sleep at night, line up the resources, thoughts, ideas, know-how and confi dence you need. You have every reason and right to anticipate successful results.

The belief you have in your product, service and pricing — and in yourself — is what creates enthusiasm. The deeper your belief, the more you believe that what you have is the very best, the greater and more genuine your enthusiasm. When you present yourself as relaxed, energetic and confi dent, your prospects feel that security, too. It enhances trust and makes decision-making comfortable.

Motivate yourself to ACTION. Selling can be a lonely business — so get yourself motivated. All motivation is really self-motivation. Get moving and fi nd something to get excited about every day. What motivates you? Are you motivated by reading self-help books, by attending a great seminar or simply by calling a friend or family member who brings you back to reality?

Make Optimism a HabitOptimism is massively misunderstood. Most people believe incorrectly that being optimistic means always feeling cheerful, happy and “positive,” never acknowledging adversity, problems or setbacks. This sets up an impossible standard. Certainly, no human can go through life having only positive experiences, and no salesperson can go through life without experiencing set-backs either.

Why develop optimism as a habit? Because negative habits of blaming undesirable experiences or outcomes actually can make you physically sick. Pessimistic feelings or a “poor me” attitude creates the same ill behavior. On the other hand, when you develop the habit of optimistic thoughts and responses, you might not only enhance your emotional well-being, you also might enhance your physical health.

If you don’t enjoy dealing with people and helping them to discover solutions to their problems, then being a successful salesperson is not for you. Your attitude determines your outcome everyday in your business.

Create “I CAN DO IT” optimism habits. You can be inspired and motivated to seek new opportunities, to correct your course and to rise above any sales frustration. You make this choice. No one makes it for you. Follow these four steps to develop optimistic habits.

Four Steps to DevelopingOptimistic Habits1. Care about something passionately

and make it part of your everyday life. What inspires you, motivates you and makes you happiest?

2. Get excited about what you are selling and share with sincere enthusiasm. Feel the joy and the difference you make by offering real value to your customers.

3. Enjoy life to the max and create a life balance that brings you peace and tranquility. Relieve stress by spending time in nature or through daily meditation.

4. See life as a kid would see it. Keep on learning, growing, and enjoying.

Enthusiasm can give you the energy you need to take action. It motivates everyone around you, your sales team, your organization, your customers and your business associates. Enthusiasm often can carry you far beyond any talent or skill you may be lacking because enthusiasm is contagious. It shows that you are exciting and open to learning more. It is a sincere positive attitude fl owing out of you. Others naturally gravitate toward this kind of energy.

Debbie Allen is an author and professional speaker. She can be contacted at 866.467.4104, or by e-mail at [email protected].

Trigger Enthusiasm

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See our article on page 32

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