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© 2016 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Electronic Resources & Tools Example Process Map………………… ........................................................................................................................ 1
Example 2 Process Map .............................................................................................................................................. 2
Example eProcess Map…………………. ..................................................................................................................... 3
Example Contact Strategy Process Map…………………. ............................................................................................ 4
Sample Sales Phone-Up Flow Chart……………….. .................................................................................................... 5
Sample Service Phone-Up Flow Chart……………… ................................................................................................... 6
Appointment Process Cycle for Sales……………… ..................................................................................................... 7
Appointment Process Cycle for Service……………… .................................................................................................. 8
Sample Client Prospect Card……………… ................................................................................................................. 9
Sample BDM Operator Log………… .......................................................................................................................... 10
Sample Operator Log…………….. ............................................................................................................................. 11
Appointment Pre-Show Checklist………… ................................................................................................................ 12
Incoming Phone-up Call Guide…….. ......................................................................................................................... 13
Unsold Follow-up Call Guide……............................................................................................................................... 14
Internet Response & Follow-up Call Guide…… ......................................................................................................... 15
Household & Manifest Prospecting Guide……........................................................................................................... 16
Orphan Owner Call Guide… ...................................................................................................................................... 17
Objection Guide – Buying Cycle................................................................................................................................. 18
Objection Guide – Machine ........................................................................................................................................ 19
Objection Guide – Money ........................................................................................................................................... 20
Sample Appointment Board…….. .............................................................................................................................. 21
Sample Concierge Board……. ................................................................................................................................... 22
Management Confirmation Call Guide (Thank you Call)……. .................................................................................... 23
Appointment No-Show Call Guide…… ...................................................................................................................... 24
PR Call Guide……. .................................................................................................................................................... 25
Already Bought Call Guide….. ................................................................................................................................... 26
90-Minute Ship Recap……. ....................................................................................................................................... 27
90-Minute Shift Recap – Individual/SC….. ................................................................................................................. 28
Daily Activity Recap…….. .......................................................................................................................................... 29
Daily Activity Recap Individual….. .............................................................................................................................. 30
Service Call Tracking Sheet ....................................................................................................................................... 31
Service Phone-up Card…… ....................................................................................................................................... 32
Service Call Back – Needs Work Not Covered….. ..................................................................................................... 33
Service PR Call Guide…… ........................................................................................................................................ 34
Declined Service Call Guide….. ................................................................................................................................. 35
Service Follow-up Call Guide (No Additional Work Recommended)….. .................................................................... 36
Service No-Show Call Guide…. ................................................................................................................................. 37
Service Overdue Call Guide…. .................................................................................................................................. 38
Recall Notice Call Guide…. ........................................................................................................................................ 39
Service Recent Purchase Call Guide…. .................................................................................................................... 40
Service Customer Status call….................................................................................................................................. 41
Sample/Example Compensation Plans for various BDC Related Roles….. ....................................................... 42 – 48
BDC/BDC/CCR/Call Agent Job Description…… ................................................................................................ 49 – 50
BDM Job Description ......................................................................................................................................... 51 – 55
SMART GOALS Sales Personnel Example…….. ...................................................................................................... 56
SMART GOALS F & I Service Writer Example…… ................................................................................................... 57
SMART GOALS BLANK for other roles…. ................................................................................................................. 58
Example Process Map
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 1Page 1
Example 2 Process Map
Business Optimization
Consulting
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 2
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 2Page 3
How
Tra
cked
Whe
reAc
coun
tabi
lity
Repo
rt/I
nspe
ctio
nFr
eque
ncy
Appo
intm
ent
Conf
irmat
ion
NO
SHO
W
Who
How
Tra
cked
Who
Rec
onci
les
Acco
unta
bilit
yRe
port
/Ins
pect
ion
&
Freq
uenc
y
Inco
min
g Ph
one
Calls
Appt
Set
Appt
not
Set
Who
How
Tra
cked
Who
Rec
onci
les
Acco
unta
bilit
yRe
port
/Ins
pect
ion
&
Freq
uenc
y
Un-
Sold
Nex
t Day
Pro
spec
t
Un-
Sold
Pro
spec
t Day
2
Un-
Sold
Pro
spec
t Day
3
Un-
Sold
Pro
spec
t Day
4
Who
Whe
nTr
acki
ngAc
cout
abili
tyRe
port
/Ins
pect
ion
&
Freq
uenc
y
Auto
Res
pons
e
Actu
al R
espo
nse
NO
N R
espo
nsiv
e
Inte
rnet
Lea
d U
nsol
d S/
V
Cont
act S
trat
agy
Map
ping
Unsold Showroom Follow UpIncoming Phone CallsInternet Leads Process
Appointment Process
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page Page 4
Incoming Sales Call Flow Chart
Call Dispositioning
___________
___________
___________
Sales Call
Dealership Phone Operator
During BDC® Shift • BDM ® directs the call • BDM coaches the salesperson • BDM records the call
After BDC® Hours • Salesperson takes incoming call • Uses the appropriate call guide • Schedules & records the appointment
• Salesperson takes incoming call • Uses the appropriate call guide • Schedules & records the appointment
If the Appointment Is Not Set • Record the Reason for not setting the
appointment • Schedule and record the next contact date • Use the PR Manager call as a “third base
coach” call
If the Appointment Is Set • Record the appointment • Have every appointment
confirmed by a manager • Record the showed appointment
No-Show Appointment • BDM to make the no-show call • Reschedule the appointment • Recontact date
Appointment Cycle Process • Reception • Concierge sign • Reception to greet • Record showed appointment on
the prospect guest card
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page Page 5
Incoming Service Call Flow Chart
Service Call
Phone Operator
SDC Open SDC – Takes call SDC Manager - Coaches
SDC Closed Service Advisor takes call
Use Incoming Service Call Guide Set and record appointment
If appointment not set: Record reason appointment not set Use PR call as third base coach
If appointment is set: Record appointment Confirm appointment
No-Show Appointment:
PR call Reschedule appointment Record appointment or set next contact
Appointment Cycle: Reception Customer reception Record showed
Business Optimization
Consulting
Page © 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 6
WOW! Schedule
Record
Confirm
Reception
22 44 66
22 44 66
22 44 66
6.5 13 19.516 32 48
4075
22
Receptionist
Sales Consultant
Sales Manager
Title
Thank You - Sincerely
Edify Sales Consultant / Manager
Meet You (if applicable)
Confirm Appointment
Prepare
Vehicle Ready
Concierge Board
Prep for “WOW!”
CULTURE!
The Sales Appointment CycleAppointment Ratio
Appts ÷ Sales Consultants ÷ Days
_________ BD Days per Month
Notification:
__________________
__________________
__________________
Introduction with _______________
1. __________________________
2. __________________________
3. __________________________
4. __________________________
__________________
• ______________
• ______________
• ______________
__________________
@ _____% Show
@ _____% Conversion
1:1
1:1
1:1
1:1
2:1 3:1
2:1 3:1
2:1 3:1
2:1 3:1
Business Optimization
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© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 7
Schedule
Record
Confirm
Reception
On the drive
Inbound Opportunities
Outbound Contacts
Ser ice A isor
Service Manager
arts eam Title
Thank You - Sincerely
i y Ser ice A isor echs
Meet You (if applicable)
Confirm Appointment
Prepare
Pre-Print RO
Review Maint. History
Prep for “WOW!”
Re-Delivery
Review RO / Work
Set Ne t Appt See
“WOW!”
The Service Appointment Cycle
Notification:
__________________
__________________
__________________
Introduction with _______________
1. __________________________
2. __________________________
3. __________________________
4. __________________________
__________________
• ______________
• ______________
• ______________
__________________
• ______________
• ______________
• ______________
Appointment Sources
• __________________
• __________________
• __________________
Business Optimization
Consulting
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 8
Tra
de
G
ue
st
Ne
ed
s
G
ue
st
Ha
nd
lin
g
Ad
So
urc
e
G
ue
st
Ty
pe
Gu
es
t In
form
ati
on
GUEST CARD
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved
Desk/Floor Manager
__________________ _______________________________________________ ___________________________
Date Company Name Sales Consultant
Mr. Mrs. Mr./Mrs. Ms.
_________________________________________________________________________________________________
Customer Name (First/Last)
_________________________________________________________________________________________________
Additional Names
_________________________________________________________________________________________________
Address
_________________________________________________________________________________________________
City State Zip
_________________________________________________________________________________________________
Work Email
_________________________________________________________________________________________________
Home Email
_______________________________________________ _______________________________________________
Best Daytime Phone Next Best Phone
____________________________________________________
Additional Phone
Advertising Source _______________________________________________
Appointment Non Appointment
Phone-Up Rebound First Visit FUFU
PR/Other Referral Owner Base Internet
Owner Internet Referral
Phone-Up FUFU PR/Other
New Pre-Owned ________________ ____________________________
Year Model
__________________ _____________________ _____________________
Make Color Stock # or VIN #
________________________________________________________________
Special Equipment Needs
TRADE
________________ _________________________________ ________________________ __________________
Year Model Make Color
AC PW PL Cruise Tilt
Auto 4x4 CD Sat. Navi.
______________________________ _______________________________________________________________
Miles VIN #
___________________________ __________________________________________ _______________________
Pay Off Lienholder Phone # ACV
Sales Consultant Notes ___________________________________________
________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Manager Notes __________________________________________________
_______________________________________________________________
Presentation Demo Service Walk Write-Up T/O Sold
Business OptimizationConsulting
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page Page 9
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.D
ate
Tim
eN
ew
Pre
-Ow
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dP
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ne
Sa
les C
on
su
lta
nt
Re
co
nc
ile
d
BD
M -
In
co
min
g C
all L
og
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
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1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.D
ate
Tim
eN
ew
Pre
-Ow
ne
dS
ale
s C
on
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BD
CC
om
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nts
Re
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OP
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OR
- I
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Ca
ll L
og
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 1Page 11
Appointment Pre-Show Checklist
Accessible (Do you know where the vehicle is and is it either pulled up in a special place or have you verified no other vehicles will need to be moved in order to get to the vehicle?)
Clean (Vehicle is clean and appears to be ready and prepared for the client to view)
Tag (Demo – make sure you have a demo tag readily available so you don’t have to ask the client to wait)
Tag (Hang – create a hang tag for the mirror that shows “Clean”, “Gas”, “Keys”, “Stock Number” and “Client Name” checkboxes)
Inspected (Someone from the management team has inspected the vehicle to make sure it is ready for the client) On concierge board (Dealership should have a concierge board at the reception area that shows the client’s first name, last initial and the sales person they will be meeting when they arrive)
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
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Page 11Page 12
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business Optimization
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Page 13
Phone-Up GuideThis is a guide and not a script. Apply these principles in your own words!
Date: _______________ Time: __________ Make ____________________ Model: _________________________
Introduction: “Hello, this is ___________________________________________ , how may I help you?”
1. Sincerely compliment their choice.
2. [RESTATE NEEDS] “...is that correct?”
3. If uncertain about vehicle availability, perform the Pattern Interrupt here. “Is it ok if I check quickly?”
4. “This is something I’d suggest we move quickly on... To respect your time and so I can make certain everything is ready when you arrive... When is the best for you and I to get together and look at the [VEHICLE NAME] and/or some of the options that you have... Today or Tomorrow?” Day / Date: ___________________________
“Do you prefer morning / afternoon / evening?” ___________________________
“Are you thinking around...” (mention two time options based on above) ____________ or ____________?
“Ok, just so you don’t end up waiting on me, can we make it around... ____________ (end in :15 or :45)
5. “I’d like to send you a meeting invite (or text) containing all this information, our address, my contact information, etc., ok? Do you prefer email or text right now? What’s that email / number? ____________________________
6. Guest First Name ______________________ Guest Last Name ____________________________________ Additional contact information if provided: _______________________________________________________7. “If something happens and you’re running late, please give me a quick call or text and if any delays happen on my
end I’ll return the courtesy. If something does happen and I can’t reach you, what’s the next best way?” _________________________________________________________________________________________
Close Intelligently: “Thank you for the opportunity. I know you will enjoy the [VEHICLE NAME] and I look forward to meetingyou.CanIconfirmthatyouhavereceivedthemeetinginvitealready?”
SPECIFIC Vehicle - (Client provides Stock # or VIN)
• Are you looking at our website now?• WhileIamconfirmingavailability,wouldyouwantmeto
rule out anything similar?• Tell me more about what you’re looking for so I can share
the right options with you:_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
NON-Specific Vehicle
• What equipment were you hoping for...
1. __________________________________
2. __________________________________
3. __________________________________
4. __________________________________
5. __________________________________
If pre-owned add: “It sounds like there may be a few options that may work for you.”
Sales Consultant: _____________________________
Appointment: Date ___________ Time _________
Confirmed by: ________________________________
If no appointment was set, why? __________________
______________________________________________
Manager Comments: ____________________________
______________________________________________
AMPM
If client says “NO” to an invite - Use the Embedded Command & Mental Drive“No problem...do you have a pen handy, if not I’ll wait?” Please note my name is [NAME], we will be meeting on [DATE] at [TIME] and my best # is [BEST #]. Where will you be coming from? So, you’ll probably want to take...”
Manager Comments: ________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Appt. Date: __________________________ Time: _________________
Confirmed by: _________________________________________________
Customer Name: _______________________________________________________
Vehicle Year:________ Make: ________________ Model: ____________________
Telephone Best Daytime: ____________________ Next best: ____________________
Additional: ____________________
Email Best: _____________________________________________
Next best: _________________________________________
• Did I catch you at a good time?
• I am calling to THANK YOU for...
1. Do you have any lingering questions? _______________________________________
_____________________________________________________________________
2. Did you like the (NAME OF VEHICLE)? _____________________________________
3. Compared to what? _____________________________________________________
_____________________________________________________________________
4. What surprised you about the (NAME OF VEHICLE)? __________________________
_____________________________________________________________________
5. If there was one thing that prevented you from moving forward the other day, what
would that one thing be? ________________________________________________
_____________________________________________________________________
_____________________________________________________________________
“One Thing” Sheet
AMPM
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 14
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
!Business Optimization
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Page 15
Internet Follow-Up GuideThis is a guide and not a script. Apply these principles in your own words!
Date: _______________ Time: __________ Make ____________________ Model: _________________________
Introduction: “Hello, this is [NAME]. Am I catching you at a good time? Thanks for the opportunity to talk.
1. Sincerely compliment their choice.
2. [RESTATE NEEDS] “...is that correct?”
3. If uncertain about vehicle availability, perform the Pattern Interrupt here. “Is it ok if I check quickly?”
4. “This is something I’d suggest we move quickly on... To respect your time and so I can make certain everything is ready when you arrive... When is the best for you and I to get together and look at the [VEHICLE NAME] and/or some of the options that you have... Today or Tomorrow?” Day / Date: ___________________________
“Do you prefer morning / afternoon / evening?” ___________________________
“Are you thinking around...” (mention two time options based on above) ____________ or ____________?
“Ok, just so you don’t end up waiting on me, can we make it around... ____________ (end in :15 or :45)
5. “I’d like to send you a meeting invite (or text) containing all this information, our address, my contact information, etc., ok? Do you prefer email or text right now? What’s that email / number? ____________________________
6. Guest First Name ______________________ Guest Last Name ____________________________________ Additional contact information if provided: _______________________________________________________7. “If something happens and you’re running late, please give me a quick call or text and if any delays happen on my
end I’ll return the courtesy. If something does happen and I can’t reach you, what’s the next best way?” _________________________________________________________________________________________
Close Intelligently: “Thank you for the opportunity. I know you will enjoy the [VEHICLE NAME] and I look forward to meetingyou.CanIconfirmthatyouhavereceivedthemeetinginvitealready?”
SPECIFIC Vehicle - (Client provides Stock # or VIN)• Are you in front of a computer now? Can you go to our
site and review with me the features that are important to you? (If not, just have them share this information)
• Iwillconfirmavailabilityandmakesurewedon’truleoutanything similar that might be a better option?
• Tell me more about what you’re hoping for so I can verify the correct vehicle availability:
___________________________________________
___________________________________________
___________________________________________
NON-Specific Vehicle
• I received your question(s) and want to review the equipment, style and price range that you arehopingforsoIcanmakesureIfindtherightoptions for you to consider? Can you share with me what you are hoping for?
• Price Range/Target: _______________________ NewCertifiedPre-OwnedPre-Owned(Circle)
• What equipment were you hoping for...
_________________________________________
If pre-owned add: “It sounds like there may be a few options that may work for you.”
Sales Consultant: _____________________________
Appointment: Date ___________ Time _________
Confirmed by: ________________________________
If no appointment was set, why? __________________
______________________________________________
Manager Comments: ____________________________
______________________________________________
AMPM
If client says “NO” to an invite - Use the Embedded Command & Mental Drive“No problem...do you have a pen handy, if not I’ll wait?” Please note my name is [NAME], we will be meeting on [DATE] at [TIME] and my best # is [BEST #]. Where will you be coming from? So, you’ll probably want to take...”
Household Prospecting Guide
Sales Consultant: _______________________________________________ Date: _____________________
Customer Name: ________________________________________________
Choose the appropriate introduction:• 3-day – Do you have any questions about the vehicle or any features since you took delivery? Let’s review your
service schedule. Have you received your survey? Can I review what information will be on the survey?• Orphan – The person who sold you the vehicle is no longer with us, so I just wanted to give you my name for
future reference.
• Service – How did your service visit go?
• Referral – I was talking with a friend of yours and we were tossing some names around...
• Already bought – Great, that is what looking for cars is all about. What did you buy?
Update Records (verify address, telephone, email, etc.)1. What other cars do you have in your household?
Make Model Year Color Mileage
Vehicle #1 __________________________________________________________________
Vehicle #2 __________________________________________________________________
Vehicle #3 __________________________________________________________________
2. What other drivers are in your household?
Name Age Birth date
Driver #1 ___________________________________________________________________
Driver #2 ___________________________________________________________________
Driver #3 ___________________________________________________________________
3. If you had to guess, who do you know that would be next in the market? _______________________________
4. Why do you say them?______________________________________________________________________
5. Do you know if they will be interested in a New/Used vehicle?_______________________________________
6. Time frame-wise, do you know when they will be ready?___________________________________________
7. Is that something you think I might be able to help with, even if it is just pointing them in the right direction?
8. Then you would recommend me, right?
9. What is the best number to reach them during the day____________________________ and their name ____________________? That is really not why I called. I just wanted to make sure your car was doing well and...
This is a guide and not a script. Apply these principles in your own words!
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 1Page 16
Orphan Owner Call Guide
Hello, this is (your name) from (dealership name).
May I speak with ___________________?
How are you today? Did I catch you at a good time?
The reason I called is because I understand that you purchased a _________________ from us in ___________.
The salesperson who sold you the _____________
• Has been promoted
• Has been assigned to another department
• Is no longer here at the dealership
• ______________________________________
My Sales Manager, ___________________, asked me to give you a call just to let you know that you still have a contact here at the dealership should you need any assistnace for anything in the future.
Just as a way of introducing myself, I would like to send you my business card and include with that some service coupons and oil change coupons that will provide you with some discounts and save you some money if you ever need to have some service work done. Would that be OK?
Let me check my records...our records show your address as ____________________________. Is that correct?
I was just thinking, if you don’t mind, I would like to send these coupons out for ALL of the vehicles you have in the household. Would that be OK?
So, what other vehicles do you have in the household?
Year Make Model MileageVehicle 1Vehicle 2Vehicle 3
And who are the drivers?
Name Vehicle driven NotesDriver 1Driver 2Driver 3
Great. Let me send these coupons out to you. When you stop in for service please ask for me. I would enjoy the opportunity to meet you and put a face with a name.
Thank you for your time.
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 1Page 17
PrinciPles:
1. Pace their decision to be a smart shopper
2. Determine where the prospect is in his/her buying cycle
3. Pace (pat on the back Pace)
4. Determine the prospect’s time frame
5. Discuss possible opportunities during their time frame
6. Determine the flexibility of their time frame
7. Establish criteria
8. Set Appointment
• “Great news...”
• Use East/West technique
• “Pen...I’ll wait” (embedded command)
• Mental Drive
• Reaffirm the appointment using the word “COURTESY”
“Buying Cycle” Objection Guide
“You should...”
“Would you say you’re more towards the beginning, middle, or end of your buying cycle?”
“You’re going about this the right way...you’ve got some momentum...”
“...weeks, months or a few days away?”
“Suppose an opportunity presented itself that might ________________ or even save you some money, would you want to know about it or should I rule it out?”
“Even if if meant adjusting your time frame a bit?”
“What should I be looking for?”
Business Optimization
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© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 18
25%
How to Have a Successful Call
• “Hello, Mr. Jones.”
• “Did I catch you at a good time? Great! This is [YOUR NAME] at [DEALERSHIP NAME].”
• (Pace) “I wanted to let you know that I appreciated the opportunity to show the [VEHICLE NAME] to you the other day. I’m curious, do you have any lingering questions?”
• “Did you like the [VEHICLE NAME]?”
• “Compared to...?”
• “What feature surprised you most about the [VEHICLE NAME]?”
• “If there was ONE THING that prevented you...what would that ONE THING be?”
• Handle the objection.
Set the appointment!
Machine Objection
• Future Pace
- consideration of other vehicles
- gathering information
- no hasty decisions
- typical purchase experiences
- how will you react?
- I’m a phone call away
• Tell... show...OK phrase
• Discuss items of interest
• Set all appointments:
- qualify when they will shop
- set appointments at other dealerships
- set convenient appointment at your dealership
Buying Cycle Objection
• Pace: you need to just look
• Additional Paces: many choices, financial considerations, need to do homework
• Buying cycle: beginning, middle, or end?
• Pace: you have momentum built up.
• Time frame: weeks, months...?
• Opportunities during time frame: if something... made sense financially... would you consider or just rule that out?
• Flexibility of time frame
• Determine key criteria
Money Objection
• 3 rounds of Pace/Lead
- Round 1 (2 Paces) - perhaps payments and lease info...
- Round 2 (3 Paces) - I know how price can make this decision a challenge... trying to keep pymts... budget
- Round 3 - I’m sorry - trade-off principle
• Create flexibility
• Reaffirm their budget
• Tell... show...OK phrase
• Discuss items of interest
• Set convenient appointment - clarify details with manager
Business Optimization
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© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 19
CUSTOMER: “It’s just too much for us to spend on a car.”
• Iunderstand.Carsaredefinitelyexpensivetoday,asisjustabouteverythingelse!Iunderstandyourneedhereistomakethiswholepurchasemakesense.Itsoundstome,likeyouhaveabudgetoratargetpriceinmind.Withoutadoubt,it’stherightwaytogoaboutthis.I’mcurious,targetprice-wise,budget-wise,whereareyouhopingtobe?Upto?Ashighas?
CUSTOMER: “I’m not sure...”
• Iunderstand.Irealizehowthiscanbeapressingissue.Ifyouweretoguessthough,approximatelywheredoesyourtargetrangeneedtofall,havingitstillmakesenseforyoutogoahead?Youknow,ifyouhadtobeflexible,howmuchflexibilitywouldyouhaveinthebudget?Yetstillhavingitmakesenseforyou?...Upto...?Ashighas...?
CUSTOMER: “Around $14,000...”
• Okay,sobudget-wise,youarehopingtostayaround(restatetheirnumber)?
CUSTOMER: “Yes...”
• Well, I certainlycanbeof thegreatesthelpknowingwhatbudget youarecomfortablewith. Thereareanumberofvehiclesherethatfityourbudget.Soit’sjustamatteroftryingtohelpyoufindtherightvehicleforyourneeds.NowthatIknowaboutwhereyouneedtobebudget-wise,letmegetwiththerightpersonhere tohelparrange fora convenient time forus toget together.By theway, regardlessofhowwell thenumberswork out, you had askedme to check into a couple of items of interest here.Regarding the (refertoaquestionorconcerntheyhadwhentheywereinthedealershipwithyou)thatyouwereaskingaboutwhenyouwereheretheotherday,letmequicklytellyouaboutthisrightnow.Justdomeafavorandremindmetoshowyouthesethingswhenyou’rehere,okay?
CUSTOMER: “Okay...”
(Now you must mention the items of interest.)
• Great,what’sgoingtobebestforyou—thisafternoonorthisevening?
(If this doesn’t seem appropriate, the alternative is to tell them you’ll get back to them in 15-20 minutes. Then call them back and create the urgency for the return visit without getting into pricing too heavily.)
“Money” Objection Guide
Business Optimization
Consulting
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 20
Pro
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© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 1Page 21
Conc
ierg
e Bo
ard
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
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PrinciPles:
• Be respectful of the client’s time
• Intro
1. Thank you
2. Edify
3. Meet You
4. onfirm time
samPle Dialogue:
Mr./Mrs./Miss _____________________ (client name), am I interrupting anything?
This is __________________ (your name and title) at ______________ (dealership) and I am
calling to say thank you for the opportunity and interest in our ___________ (vehicle).
_________________ salesperson name is terrific and very professional and I am confident you will enjoy working with them.
When you arrive, please make sure that (salesperson name) gets us introduced. I am excited to
meet you.
I see you are coming in at (mention date and time). Let us know if we need to move that around
for you. Again, thank you so much for the opportunity and I look forward to meeting you.
Manager Comments: _____________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Appt. Date: ____________________________________ Time: _____________ AM PM
onfirmed y __________________________________________________________________
Management Confirmation CallManager “Thank You” Call
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 1Page 23
PrinciPles:
1. Open the call intelligently
2. Give the prospect a reason for the call
3. Ask if there were any lingering questions
4. Set another appointment
Appointment No-Show Guide
Appointment No-Show Dialogue• (Mr./Mrs./Ms. prospect’s last name)?
• Am I getting you at a good time?
• This is (state your name). I’m the (state your position) at (state your dealership).
• I noticed you had set some time aside yesterday with (sales consultant) and I am calling to see how your visit went, as well as to see if there were any LINGERING QUESTIONS I might be able to answer for you.
CUSTOMER: “Well, actually we weren’t able to make it in yesterday.”
• You didn’t? That’s okay. I know that sometimes things come up and we can’t always predict what our schedule is going to be. That’s no problem. Let me do this for you so we can best help you in this process. What would be a better time for you to get together with (sales consultant), today or tomorrow?
arly or late? et a firm appointment.
(If the prospect says that they did come in, use the PR Manager Guide.)
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Business OptimizationConsulting
Page Page 24
• Mr./Mrs./Ms. (customer’s name)?
• Did I interrupt anything important?
• This is (your name). I’m the Public Relations Manager at (your dealership’s name). I understand you (visited/called) our dealership recently. Do you mind if I ask, did you visit our sales or our service department?
• Oh, I see, well I’m glad I called. I’m responsible for calling customers who visit the dealership to make sure that they are waited on properly. Do you mind if I ask, who was it that waited on you when you were here?
• id you find a particular vehicle that you liked?
• Did you buy it?
• hat specifically did you like a out it?
• Just out of curiosity, if you had to choose one thing that prevented you from buying the (state the vehicle they were looking at) when you were here the other day, what would that one thing be?
• Okay, so if I understnad you correctly, (repeat hat they said as this ill generate an affirmative response). (Remember to actively listen!)
• Well, if you don’t mind, I’d like to do some checking on this for you to make sure that you are getting all the attention you deserve, especially after talking about what we have thus far. Are you going to be at this number for a little while? Great! Let me do some checking and I’ll get back to you!
(Have sales consultant call back in 10-15 minutes and set the appointment with them.)
PR Call Guide
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page 21Page 25
“Already Bought” Call Guide• Mr./Mrs./Ms. (customer’s name)?
• Did I get you at a good time?/Did I interrupt anything?
• This is (your name) from (dealership name). I’m getting back to you to see if there are any lingering questions
about the (vehicle) that I could answer for you?
CUSTOMER: “I’ve already bought a car.”
• You did? We’ll that’s what looking for a car is all about, isn’t it? Well, I realize that there are a lot
of nice cars out there today! Do you mind if I ask you what you bought? Well, I think that is a very
nice car. I hope you don’t mind if I ask–was it anything against me personally? Well, okay, good.
I hope you’ll at least consider me the next time you’re in the market?
• If you don’t mind, let me just give you something that may be of help to you. I’m glad you’re happy with the
new vehicle, and maybe while I have you on the phone I can help you in another way. Let me quickly update
my records, and I’ll make sure that you receive some useful service and oil change coupons that are sent
out from the dealership. Your mailing address is..., and your home number is..., and your work is... Help me
complete my records. What other vehicles do you have in the household? Who are their drivers? Of those
drivers, who’s most likely to be next?
• Why do you say___________? Do you think they’ll be leaning towards new or pre-owned? Time frame-
wise, is this weeks, months, or years down the road? Do you think this is something that I could help them
with–even if it means just pointing them in the right direction?
• Would you feel comfortable recommending me to them? Great! How can I reach them during the day?
• Say, let me make sure you have something at your disposal. Do you have a pencil handy...I’ll wait?
(Silent close, give them something of value at this point–perhaps a coupon activation code that you will be sending or a direct line to the Service Manager for service on a different vehicle, etc.)
• Is there anything else that I can do for you? Are you sure? Anything at all? How about perhaps help for your
family or friends?
CUSTOMER: “You mean somebody who’s going to be buying a car?”
• Sure. I’d love to help in any way I can. If that would be of help to you, I’d love to be of service.
CUSTOMER: “No one is really coming to mind right now that needs a car, but if I think of somebody, I’ll let you know.”
• I didn’t think so. That’s okay. That’s usually not the case, and it really wasn’t what we were talking about
anyway. Let me ask you this: If someone were to need help, say within the next three to six months, who
would that be, if you were to guess?
ell that’s not the reason I called. he real reason initially as to find out if I could e of service in your search for a vehicle. You’ve obviously found a vehicle and seem to be set. It sounds like you’ve made a great
decision. I’ll give you a jingle in a month or so, as long as you don’t have a problem with me checking to see
if there is anything you may need. Please know you can call me at anytime. Thanks again for your time.
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
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ToTal SeT appoinTmenTSBDM® Initials Sales Manager Initials
Date Shift #
Team : to :
Time
Notes: ________________________________________________________________________________________________________________________________
AttendanceSales Consultant Sales ConsultantMinutes Minutes
# of Conf.# of Mgmt. FUFU
Total ContactsAppointments
# of No Show# of PR
Total ContactsAppointments
Total Contacts
Phone-Up Cards
Referrals
Appointments
Total Contacts
“One Thing” Sheets
Referrals
Appointments
Total Contacts
Household Updates
Referrals
Appointments
Incoming Sales Calls FUFU Owner Loyalty
Sales Consultant
90-Minute Shift Recap
Manager:__________________________________
Sales Manager BD Manager
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Business OptimizationConsulting
Page Page 27
ToTal SeT appoinTmenTSSales Consultant Initials Sales Manager Initials
DateSales Consultant
Time In: ________ : ________ AM PM Time Out: ________ : ________ AM PM
Notes: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Sales Manager
BD Manager
Total Contacts
Total Appointments
Sales Consultant
Total Contacts
Phone-Up Cards
Referrals
Appointments
Incoming Sales Calls FUFU Owner Loyalty
Total Contacts
“One Thing” Sheets
Referrals
Appointments
Total Contacts
Household Updates
Referrals
Appointments
Total Contacts
Total Appointments
90-Minute Shift Recap - Sales Consultant
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
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Date Team
ToTal Team appoinTmenTs Today!CRM Initials Sales Manager Initials
DSL = Days Since Last Appointment – Hottest Prospect = Hottest (Most Urgent) Unsold Prospect
S a l e s M a n a g e r S h o w r o o m A c t i v i t y
Mgr. FUFU Contacts
No Show ContactsNo Show Appointments
Rescheduled
Total Mgr. onfirmations
Number of Guests
Guest Cards
Sold
Delivered (if tracked separately)
B u s i n e s s D e v e l o p m e n t Sales Consultant Total
ContactsTotal
Appointments DSL Hottest Prospect(s)
D a i l y BD A c t i v i t y Daily
Activity Incoming Phone
New Internet Opportunities
Owner Loyalty Contacts
Unsold ShowroomFollow Up
Total Contacts
Call Guides / Info Sheets Collected
Appointments Set
onfirmed
Appointments Show
Deliveries / Sold
InternetFollow-UpContacts
Incoming Phone Call Follow Up
Team Activity Recap
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page Page 29
Sales Consultant Date
Time In: ____ ____:____ ____ AM PM Time Out: ____ ____:____ ____ AM PM
P e n d i n g S a l e S Date Time Customer Vehicle Status
AMPM
AMPM
AMPM
AMPM
A p p o i n t m e n t s f o r T o m o r r o w Date Time Customer Vehicle Conf Source
AMPM
AMPM
AMPM
AMPM
S h o w r o o m A c t i v i t yFresh Ups Today Guests Cards Today Deliveries Today
Appointments todAy!Sales Consultant Initials Sales Manager Initials
B u s i n e s s D e v e l o p m e n t Daily
Activity Incoming Phone
New Internet Opportunities
Owner Loyalty Contacts
Unsold ShowroomFollow Up
Contacts Made Today
Call Guides / Info
Appointments Set Today
Appointments Show Today
Deliveries Today
InternetFollow-UpContacts
Incoming Phone Call Follow Up
Daily Activity Recap
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Business OptimizationConsulting
Page Page 30
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.D
ate
Tim
e
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vice
-
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ear
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icle
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ho
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isor
/ B
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© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved. Page 31
Business OptimizationConsulting
Date: _______________ Time: __________
1. “This is _________________ , how may I help you?”
2. “Thanks for sharing that with me...” Describe Service Need: ______________________________________________________________________
_________________________________________________________________________________________
Identify Customer History (previous service visits, purchase, etc.): _________________________________________________________________________________________
Vehicle Information:
Year _______________ Make _______________________ Model ___________________________________
Mileage ____________ Last Service Date: ______________________
Repair performed: __________________________________________________________________________
3. Restate the customer’s needs.
4. “I’m going to check on our next available service opening...bringing your car in and having to wait around. It’s going to take me a few minutes, are you calling from home or work? And the number there is _______________________, and your last name is spelled _________________, and your first name is ______________. Nice to meet you!”
5. “Actually, I can check that real quick...may I place you on hold?”
6. Create Professional Urgency.
SAFETY ISSUE SYMPTOM OF SOMETHING MORE SEVERE
ROUTINE/SCHEDULEDMAINTENANCE
“ reat ne s!”“Have a priority appointment opening...”“Since this...safety-related issue...need to act, rather than...”
“ reat ne s!”“Have an appointment opening...”“Since this could be...symptom...more severe...need to act, rather than...”
“Thank you again for calling.”“Certainly is important to take care of your vehicle...”“I found an appointment opening...”
7. “When is a good time for us to get together?”
8. “Do you have a pen handy...I’ll wait? My name is...and you will be meeting with ________________________, and the appointment is for _________________.”
9. “Do you know where we are located? What part of town are you coming from? Would you like me to send you directions? What email would you like me to send that to?” __________________________________________
10. “If you’re running late, give me a call. If something happens on my end I’ll show you the same courtesy. If some-thing does happen on my end and I can’t reach you, what is the next best way to reach you?”_______________ ______________________
Service Phone-Up Cardhis is a guide and not a script. pply these principles in your o n ords!
“Today or tomorrow?”_____________________________
“Morning, afternoon,or evening?”
Time:_____________________________
Appointment set by: ___________________________
Appointment set for: ___________________________
Appointment: Date ___________ Time _________
Confirmed by: ________________________________
If no appointment was set, why? __________________
______________________________________________
Manager Comments: ____________________________
______________________________________________
AMPM
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
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Page Page 32
Call Back - Needs Work Not Covered
1. May I speak with _______________________________?
This is _______________________________________. I am the ________________________________ at
____________________________________.
2. Did I catch you a good time?
3. The reason I am calling is because we have completed inspecting your ________________________, and
wanted to let you know what we found and explain that they are not covered under warranty.
Customer: “I have to pay for this myself?”
4. I hear you. I realize how frustrating it can be when we need to have unexpected service work done. Especially
when the service work needed is not covered by warranty. It is always a lot easier for us to call a customer back
and tell them the repairs needed are covered under warranty. Everyone seems to win. The customer gets their
car fi ed e get to do the ork and the manufacturer pays the ill. nfortunately this repair is not covered
under your manufacturer’s warranty.
Customer: “How much will it cost?”
5. That is a great question. To complete this work will cost $ __________________, and...
. et me assure you that our ___________________________ ill do an e cellent o fi ing your vehicle and
getting you back on the road.
7. With your permission I will have our ________________________ start this work for you. Do we have your
permission to do this?
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Has Not Visited Service in a While
1. May I speak with __________________? This is ____________________ from _______________________.
2. Did I catch you at a good time?
3. The reason I called is because I understand that you purchased a __________________ from us. My Service
Manager, _________________, asked me to give you a call just to let you know that you still have a contact
here in the Service Department should you need any service work done in the future. We would obviously enjoy
taking care of any service work you may need.
4. Just as a way of introducing myself, I would like to send you my business card and include with that some service
coupons and oil change coupons that will provide you with some discounts and save you some money if you
ever need to have some service work done. Would that be OK?
5. Let me update our records (verify information). And how many miles do you have on the vehicle?
6. Great. Let me send these coupons out to you. Please call me if we can help you with any service needs in the
future. Do you have a pen handy...I’ll wait?
7. You did mention that you had ____________________ miles on the vehicle. Have you had the ____________
________ service done yet?
8. When would be a convenient time to bring your vehicle in? Would this week be OK or would next week be bet-
ter?
IF APPOINTMENT SET: (give your information)
Mental drive and follow record and reception process
IF NO APPOINTMENT SET: And that is OK, and it was not even the reason I called. The reason I called
is to introduce myself and let you know you have a contact here should you need any service work done
in the future.
Input household information. Communicate information with Sales Department.
(Customer Relations Call)
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
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Page Page 34
© 2016 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
Declined Service Call Guide
Time: ______________ Date: ______________ Declined Services: _______________________________________________
1. Introduction: “May I speak with _____________________________?”
“This is ____________________. I am a [your role] at ____________________________.”
2. “Did I catch you at a good time?”
Customer:
“Yes” “Now is not good”
Continue with call Ask for a better time to call and call back then
3. “The reason I called is to thank you for visiting our Service Department. We realize that there are a number of places you could go with your service needs and we appreciate you allowing us the opportunity to service your ___________________.”
a. “By the way, did you have any questions about the work that was done on your ____________________________?”
b. “Were we able to take care of the problem for you?” (small talk)
c. “Did we finish the work on time?”
4. “Thank you for sharing that information with me. That is exactly why the dealership asks me to make these calls.” 5. “I’m curious, do you recall any items your Service Advisor recommended you take care of and you elected to skip at this time?”
Customer:
“Yes, I believe it was recommended…” “No, nothing comes to mind”
Again, let the customer talk. Offer to take a moment to check for them. Mention items to them.
“Oh, that’s right…”
6. “Thanks for passing that along to me. I’m curious, if there was one thing that kept you from moving forward with the
additional recommended service items when you were here, what would that one thing be?”
Customer:
“Well, frankly…”
Let the customer talk. Pace the customer’s concerns.
7. “Did you have this work completed yet?”
IF YES: “Great! That is good to hear. We find that those customers who most closely follow the manufacturer’s suggested
maintenance schedule better enjoy the performance of their vehicle and, of course, protect their investment.”
“If there was one reason we could not help you with your future service needs, what would that one reason be?”
• Listen to the customer’s reason
• Use Pace/Lead to align with the customer
• Overcome objection whenever possible, or ask manager for advice
• Document in CRM tool
• Plant seed for next appointment
IF NO: “We would enjoy the opportunity to take care of this for you at a time that is convenient for you. When would be a
good time to bring that vehicle in for this service? Is this week OK, or would next week be better?”
• Funnel to setting convenient appointment date and time
• Send Invite or use Embedded Command o Mental drive o Best contact information
• Courtesy Close Intelligently: “Thank you for spending some time with me. Hearing from you has been helpful to us. We look forward to
our next opportunity to take care of your vehicles for you because we like to help our customers enjoy their vehicles by keeping them safe and performing well. Talk to you soon!”
This is a guide and not a script. Apply these principles in your own words!
Page 35
1. May I speak with _______________________________?
This is ____________________________________. I am the ____________________________________ at
____________________________________.
2. Did I catch you a good time?
3. The reason I called is to thank you for visiting our Service Department. We realize that there
are a number of places you could go with your service needs and we appreciate you allowing
us the opportunity to service your _______________________.
4. By the way, did you have any questions about the work that was done on your ________________________?
5. Was the repair/work completed to your satisfaction? (Small talk)
6. Was it completed in a timely manner?
7. If there was “ONE THING” that we could have done to make your service experience better/more enjoyable,
what would that “ONE THING” have been?
8. Thank you for sharing that with me. It is our objective to make our service customers’ visits as
pleasureable as possible.
Service Follow-Up Call GuideSSI/Quality Survey Call
(No additional work was recommended)
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No-Show Call Guide
1. May I speak with _______________________________? This is ________________________________. I am the _______________________________________ at ____________________________________.
2. Did I catch you a good time?
3. The reason I called was to congratulate you on the purchase of your _____________________________.
4. The reason I called is because I noticed you had an appointment to visit our Service Department
on __________________________ and my job is to call customers who have visited our dealership just to see
how their visit went.
Customer: “I couldn’t make it.”
5. ell that is . e reali e ho things can come up and sometimes it is difficult to plan. hat is not a pro lem.
6. Let me help you out. When would be a more convenient time to bring your vehicle in so we can complete your
vehicle’s service needs?
• Set appointment
• Give two choices
• Mental drive
eaffirm the appointment using the ord “ ”
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Page Page 37
Overdue Scheduled Service
1. May I speak with _______________________________?
This is _________________________. I am the Customer Relations Manager at_______________________.
2. Did I catch you at a good time?
3. The reason I called is because our records indicate that your (Year, Make, Model) is overdue for its scheduled
(mention specific scheduled maintenance).
Did you have this work completed yet?
4. IF YES reat! hat is good to hear. e find that those customers ho most closely follo the manufacturer’s suggested maintenance schedule better enjoy the performance of their vehicle, and of course, protect their
investment.
If there was ONE REASON we could not help you with your future service needs, what would that ONE REA-
SON be?
isten to the customer’s reason • Use Pace/Lead to align with the customer
• Overcome objection whenever possible
• Record information and follow appropriate process
• Set future appointment
4. IF NO: We would enjoy the opportunity to take care of this for you at a time that is convenient for you.
When would be a good time to bring that vehicle in for this service? Is this week OK, or would next week be
better?
• Set appointment
• Give two options
en handy...I’ll ait? • Mental drive
• Best contact information
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Page Page 38
Recall Notice Call Guide
1. May I speak with _______________________________?
This is _____________________________. I am the __________________________________________ at
____________________________________.
2. Did I catch you a good time?
3. The reason I called is because the (“Original Equipment Manufacturer”) recently announced that there is a recall
for all _________________. ave you received notification of this yet? (There will be some small talk here about
the recall item.)
4. Our Service Manager asked us to call everyone who owns these vehicles to let them know that we have the
necessary parts in stock to complete this work for you.
5. The (“Original Equipment Manufacturer”) is paying for this work to be done, so there will not be any expense for
this repair that you will need to pay.
6. (Create urgency – Safety, Symptom – So we probably want to take care of this quickly instead of waiting.)
7. When would be a convenient time for you to bring your ________________ in so we can take care of this for
you? (Give two options)
• Set appointment
• Pen handy...I’ll wait?
• Directions to Service Department
• Courtesy
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Page Page 39
Recent Purchase Call Guide
1. May I speak with _______________________________?
This is ______________________________________. I am the __________________________________ at
____________________________________.
2. Did I catch you a good time?
3. The reason I called was to congratulate you on the purchase of your ____________________________.
4. I also wanted to introduce myself to you because I will be your contact person in the Service
Department should you ever need to have any type of service work done.
5. We here at ______________________________ truly believe that taking good care of our customers
does not stop at the time of sale, but should continue for as long as you own your ___________________.
It is my job to make sure that this happens when you visit our Service Department.
. If you do not mind I ould like to set you up ith your first appointment. ould that e ?
Set appointment three months out. (give two options)
7. My records show that your address is _______________________________________________. Is that correct?
(verify information is accurate)
8. Do you have a pen handy...I’ll wait? (give name and appointment time)
Thank you again for your business and I look forward to meeting you when you stop in for service.
© 2014 CDK Global, LLC / CDK Global is a trademark of CDK Global, LLC. All Rights Reserved.
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Page Page 40
Service Customer Status Call
1. May I speak with _______________________________?
This is _____________________________, I am the ________________________ at
Name__(Dealership Name) ______________________.
2. Did I catch you at a good time?
3. I am calling to let you know that your vehicle will be ready for pick up any time after _______pm. Do I need to make arrangements for our shuttle to pick you up? What time should I have the shuttle pick you up? ___:___ am/pm.
4. Customer: “How much did the repairs cost me?”
5. The total of repairs is $__________________. Please ask for me on your arrival so that I can go over what repairs were made and provide you with a detail of all charges.
6. Customer: Why weren’t the repairs covered under warranty?
7. I wanted to be able to do that for you. It is so much easier for me to call a good customer like yourself and tell them that the factory is covering the repairs. As you are probably aware, warranty only covers defects in material and workmanship from the factory and for a limited time and mileage. I will be happy to go through the details on that with you when you pick up the vehicle.
8. Thank you for your time and be sure to meet with me before you pay your bill.
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Page Page 41
Compensation Plans Compensation Plan Overview These example compensation plans are made up of two key components:
1. Base (can be based on an hourly wage) 2. Variable
The critical pieces of the variable portion of the compensation plan are:
1. Target Annual Compensation (TAC) is the total compensation you are willing to pay out (Base + Variable) if certain volume and/or gross objectives are achieved. In order for the compensation to work, each month must have an objective assigned. The most effective objectives are set and communicated 30 days prior to the month they are set for. Very similarly to managing plan and forecast, any subsequent month’s objective can be modified to make up for any previous month’s shortfall when this occurs.
The percent of TAC paid out as base is determined by market and specific role factors. The remaining portion of the TAC is paid out in variable. Variable is paid based on the percent of the objective achieved.
2. Enterprise Goal(s) is the goal everyone within the business is working together to
achieve (front-end focused, fixed focused, or, overall). The Enterprise Goal can be Revenue, Volume, CSI, or a combination of these. It should be clearly definable and easily understood. Additionally, it should be publicized how the business is performing relative to this objective(s) throughout the month (at minimum on a weekly basis).
In order for the compensation to work, each month must have an objective assigned. The most effective objectives are set and communicated 30 days prior to the month they are set for. Very similarly to managing plan and forecast, any subsequent month’s objective can be modified to make up for any previous month’s shortfall when this occurs.
3. Minimum Performance Standards (MPS) qualifiers can be set (Optional), which can
dramatically affect the amount of variable paid out. See the example of minimum performance standards (MPS) below.
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All Pro and Pro Option The purpose of the Pro and All Pro compensation plan is to recognize the fact that every associate working for you is a professional. Not all professionals make it to the All Pro team, though. There will be significant performance and productivity differences between the Pro and All Pro teams. The best way to differentiate and compensate on the difference between your All Pro and Pro players is in the variable portion of the compensation. For non-commissioned roles (CSC, BDM®, etc.) this can simply be an additional 20% variable potential award providing the All Pro level is achieved. For commissioned salespeople, this can simply be an additional 5% in commission on commissionable pieces (gross, back-end, wholesale, etc.). Setting the level for All Pro should be carefully considered. All Pro players should outperform Pro players consistently and significantly. Making All Pro should require a “season” of outperforming (a 60-day period minimum). All Pros can be determined by several factors:
1. Volume of # ________ 2. Gross/Revenue of # ________ 3. Repeat/Referral Sales of # _________
Examples TAC Examples of Typical TAC Comparisons (Figures are based on a Sales Manager’s TAC of 100K):
! Assistant Sales Manager = 80% of Sales Manager ! BD Director = 100% ! BDM = 70-80% of Sales Manager ! Client Services Coordinator (Call Agents/BDC® Staff) = 40%
You can establish TACs for each role in the dealership. Only the dealership knows the fair and competitive salary for their specific market. Be careful not to set TACs too high for any role. TAC will be attainable based on realistic objectives being set, and occasionally objectives will be exceeded requiring the dealership to pay out a variable percent greater than the anticipated TAC. Enterprise Goal Dealership’s goal is to sell 120 vehicles with an average gross (front/back) of $2,000 per vehicle and maintain their 98% CSI number for June 2014. The dealership can set the Enterprise goal as a function of all three (3) variables, or roll CSI into the MPS and either combine or keep separate the volume and gross goals. Here are examples of how this Enterprise Goal could be communicated:
Option 1 June 2014 Goal – We must achieve $240,000 gross sales revenue from new and pre-owned cars while maintaining our CSI standard of 98%.
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Option 2 June 2014 Goal – We must sell 120 vehicles at an average gross of $2,000 per copy (including F & I) while maintaining our CSI standard of 98%. Option 3 June 2014 Goal – We must sell 120 vehicles at an average of $2,000 per copy (front and back).
Pro and All Pro
Option 1 All Pros sell an average of 36 vehicles in a rolling 60-day period of time while maintaining their MPS standards. Option2 All Pros generate an average of $70K revenue from sales in a rolling 60-day period of time while maintaining their MPS standards.
MPS Examples of Minimum Performance Standard (MPS) Qualifiers: (You may consult with your assigned Traver Technologies Consulting Partner on specific MPS for any role within the organization. Additionally, MPS can be modified frequently to maintain or adjust focus on key performance areas) These are strictly examples and can be modified based on the tenure and current state of your BDC processes. You should discuss the specific MPS for your dealership with your Traver Coach. MPS can change to address specific business needs as your BD processes mature. BDM MPS
1. PR & No Show Appointments - .5 X # of SC X 20 days = minimum # of PR and No Show appointments scheduled (rescheduled)
2. 60% schedule rate on incoming phone calls 3. 10% schedule rate on owner contacts 4. 60% schedule rate on Internet leads 5. 20% schedule rate on unsold follow-up 6. Other as needed
Sales Manager MPS
1. % Turnover less than 10% of the aggregate previous 12 months running average. 2. 75% Management Confirmation percent with greater than 60% show rate on
confirmed appointments. 3. 1:1 Appointment Ratio daily average (keeps them tied to the Sales Consultants and
BD culture you have created). 4. 80% Manager T.O. on all Red Line unsold showroom traffic (with 80% of all unsold
prospects tracked with the minimum Red Line information in CRM).
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5. 90% of Sales Consultants met 100% of Monthly Target (keeps them accountable to
individual performance – Lever for Coaching). 6. Other as needed
Client Service Coordinator/Call Agents/BDC Staff MPS
1. 40%/60% schedule on Internet and Sales Calls 2. 80% schedule on Service Calls 3. Travel Rate (contacts per day) at acceptable level based on skill set and client
contact assignment 4. 10% schedule rate on Owner/Referral/Orphan contacts 5. 1:1 appointment ratio (based on Sales Consultant staff for organization) 6. Other as needed
Example Comp Plans On the next three pages, we’ve provided example compensation plans by role, and repeated the possible Minimum Performance Standards for each role. These are merely example plans and should NOT be viewed as an endorsement of any particular compensation level or suggestion thereof.
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Example of Comp Plan for BDM
• TAC = $84,000 annually (this is strictly an example and not meant to suggest that BDMs be paid more or less than you are currently paying)
• Base = 50% • Variable = 50%*
Month March April May June July Base $3,500 $3,500 $3,500 $3,500 $3,500 Objective 100 Vehicles
@ average of $1500 per (front-end)
110 Vehicles @ average of $1525 per
121 Vehicles @ average of $1545 per
133 Vehicles @ average of $1560 per
146 Vehicles @ average of $1565 per
Actual Performance
100% of Objective
92% of Objective
105% of Objective
99% of Objective
122% of Objective
MPS Met YES NO (max 80% variable payable)
YES YES YES
Variable $3,500 $3500 X .8 X .92 = $2,576
$3500 X 1.05 = $3,675
$3,465 $4,270
Total Comp $7,000 $6,076 $7,175 $6,965 $7,770
*Based on percent objective achieved and by MPS qualifiers being met BDM MPS
1. PR & No Show Appointments - .5 X # of SC X 20 days = minimum # of PR and No Show appointments scheduled (rescheduled)
2. 60% schedule rate on incoming phone calls 3. 10% schedule rate on owner contacts 4. 60% schedule rate on Internet leads 5. 20% schedule rate on unsold follow-up 6. Other as needed
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Example of Comp Plan for Call Agent (CSC) • TAC = $39,600 annually (this is strictly an example and not meant to suggest that
all Call Agents be paid more or less than you are currently paying) • Base = 50% (depending on state laws you may want to pay less in base or more
in base) • Variable = 50%*
Month March April May June July Base $1,650
(11.75/hr) $1,650 $1,650 $1,650 $1,650
Objective 100 Vehicles @ average of $1500 per (front-end)
110 Vehicles @ average of $1525 per
121 Vehicles @ average of $1545 per
133 Vehicles @ average of $1560 per
146 Vehicles @ average of $1565 per
Actual Performance
100% of Objective
92% of Objective
105% of Objective
99% of Objective
122% of Objective
MPS Met YES NO (max 80% variable payable)
YES YES YES
Variable $1,650 $3500 X .8 X .92 = $1,214
$3500 X 1.05 = $1,732
$1,633 $2,013
Total Comp $3,300 $2,864 $3,382 $3,283 $3,663
*Based on percent objective achieved and by MPS qualifiers being met Client Service Coordinator/Call Agents/BDC Staff MPS
1. 40%/60% schedule on Internet and Sales Calls 2. 80% schedule on Service Calls 3. Travel Rate (contacts per day) at acceptable level based on skill set and client
contact assignment 4. 10% schedule rate on Owner/Referral/Orphan contacts 5. 1:1 appointment ratio (based on Sales Consultant staff for organization) 6. Other as needed
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Example of Comp Plan for Sales Manager • TAC = $120,000 annually (this is strictly an example and not meant to suggest
that all Sales Managers be paid more or less than you are currently paying)• Base = 50%• Variable = 50%*
Month March April May June July Base $5,000 $5,000 $5,000 $5,000 $5,000 Objective 100 Vehicles
@ average of $1500 per (front-end)
110 Vehicles @ average of $1525 per
121 Vehicles @ average of $1545 per
133 Vehicles @ average of $1560 per
146 Vehicles @ average of $1565 per
Actual Performance
100% of Objective
92% of Objective
105% of Objective
99% of Objective
122% of Objective
MPS Met YES NO (max 80%variable payable)
YES YES YES
Variable $5,000 $3500 X .8 X .92 = $3,680
$3500 X 1.05 = $5,250
$4,950 $6,100
Total Comp $10,000 $8,680 $10,250 $9,950 $11,100
* Based on percent objective achieved and by MPS qualifiers being met
Sales Manager MPS 1. % Turnover less than 10% of the aggregate previous 12 months running average.2. 75% Management Confirmation percent with greater than 60% show rate on
confirmed appointments.3. 1:1 Appointment Ratio daily average (keeps them tied to the Sales Consultants and
BD culture you have created).4. 80% Manager T.O. on all Red Line unsold showroom traffic (with 80% of all unsold
prospects tracked with the minimum Red Line information in CRM).
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BDC® Call Agent Job Description Role Overview: Your BDC® Call Agent is your voice to customers and prospects. Their role is simple; to convert opportunities into appointments that show and do business with the organization.
Unique Roles: Each organization may structure their BDC Process™ differently. Therefore, it is important to understand that each BDC® Call Agent may have specifically assigned tasks to perform each day. Some call agents may be exclusively working with sales opportunities and others may be dedicated to service or parts opportunities. In some cases, a call agent may have responsibilities that cross over from variable and fixed operations. The best utilization for BDC® Call Agents, regardless of their assignment is to be an expert at the tasks they are being asked to perform each day. It is dangerous to believe that a BDC® Call Agent can possess this expertise in every area and type of client and customer contact. Therefore, it is recommended that within any team of call agents that specific individuals are tasked with specific contacts. This will enable them to master their targeted area(s) and help the organization achieve the highest results possible. Some examples of unique roles are as follows:
- Internet lead conversion specialist - Incoming phone-up specialist - Unsold follow-up specialist - Owner retention specialist - 1st Service appointment and defector specialist - Declined service specialist - Etc
By defining unique roles allows you to associate specific individuals with clearly identified gaps in your processes and contact strategies.
It is very common for a BDC® Call Agent to be a specialist in multiple areas over time. And, a prudent way to isolate their area(s) of greatest potential is to expose them to multiple types of contacts early in their training so that you can determine where their unique strengths and passion lie. Overtime however, it is a best practice to refine their specific daily tasks to those areas where they excel and where they can contribute the most to the business.
Biggest Mistake Made:
Don’t pay them on business that does not include growing the business. Some organizations pay their call agents to set appointments only. Others incentivize them to set appointments that show. Your greatest percentage of incentive should be focused on the overall growth of the areas they are assigned to impact. If they are tasked with calling unsold customers, they should receive more incentive from unsold prospects showing up for an appointment and purchasing that they receive for merely setting and appointment that shows.
Keep the end in mind. The primary reason you employ call agents is to grow the business, not make contacts, or even just set appointments. Keep them tied in with the bigger picture.
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Also, please don’t unintentionally build or allow a silo to exist within the business. Every sales person, manager, service writer, etc. must know the personnel working behind the scene on their behalf. When you hire a new call agent, ensure that you onboard them including exposing them to the actual area of the business (sales, parts, or service) where their impact will be made. They should never be a stranger to the employees of your organization.
Daily Task: Based on their area(s) of specialization and specifically where you have tasked them to help they will have a minimum number of quality contacts to make each day. There is tremendous predictability and science behind their contribution. For each unique outbound contact the dealership will need to establish minimum quality contact targets for each day. These minimum quality contact volumes will be determined by many factors (size of organization, volume of opportunities, etc.). Here are just a couple examples of their daily tasks and targets:
Incoming Sales Calls
Schedule 60% of all calls received Show rate to exceed 50% Close rate to exceed 33% Overall Net Delivery Rate of no less than 10% from Incoming Sales Calls
Internet Lead Conversion
Schedule 42% of all Internet leads handled Show rate of no less than 60% Close rate of no less than 40% Overall Net Delivery Rate of no less than 13% from Internet Leads <10-days old
Declined Service Calls Schedule rate of 30% of all declined service contacts Show rate of no less than 80% Close rate of no less than 90% of declined returns
Every area has minimum performance standards (MPS). You can see examples and learn more about compensation best practices in the compensation recommendations for this role.
The most important and first factor (variable) to measure in determining a call agents effectiveness is their schedule rate (appointment conversion rate). This is where the rubber meets the road. Volume can convolute or corrupt overall performance when in mass. Don’t allow this common problem to exist in their performance evaluation.
Minimum Attributes Needed: Effective and professional writing and verbal skills Outgoing personality or internally driven motivation (a strong task orientation can be equally powerful as an outgoing personality) Organized A willingness to learn about the whole business A willingness to work closely with many stakeholders sharing different outcomes Ability to take direction and coaching well (a good BDC agent becomes great when coached and trained properly). Make sure they are teachable
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The Role of the Business Development Manager®
The Business Development Manager (BDM) will be your “point-man” for the business development process. You know what a “point-man” is, right? (He’s the guy who leads the charge (but doesn’t necessarily fight the battle by himself.) You may choose to employ the Business Development Coordinator (BD Coordinator) position if the thought of a full-time BDM doesn’t seem possible to you. If you decide to appoint a coor-dinator for this position he/she will need to receive the same training and support that a BDM would.
The person selected for this position needs to be trained on the “why”, the “what”, and the “how” of which your Business Development System (BDS) will operate. Suggested topics to be included in this initial training with your BDM are as follows:
Your Phone-up Management System:• How to track, handle, and get the phone-up system operating in the BDC and the dealership.• Learning the principles of the phone guides for taking the incoming sales calls.• Developing and implementing a conditioning system to reward the use of the proper skills.
Your Floor-up Follow-up Tracking System:• How to streamline your floor-up information to the sales consultant Daily Marketing Plans.• Implementing call guide training for floor-up follow-up calls including how to handle the top objections,
P.R. calling, etc.• How to implement and use a daily letter system for correspondence to prospects.
Your Owner Base Contacting and Follow-up Procedures:• Implementing call guide training for the 3-day, 10-day, and 90-day calls.• How to implement a letter system for correspondence to customers.
New Business Development Principles:• Implementing a focus on the development of new sources of business such as your off-lease customer,
off-retail customers, direct-mail, manifests, product kickoff promotions, etc.• Create a “sprinkler system” to be used to funnel fresh prospects to the sales consultant Daily Marketing
Plans.
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The Role of the Business Development Manager®
How to Introduce a Daily Work Plan for the Sales Consultant:
• What must be on the Daily Marketing Plan?
• How to set objectives for phone calls and appointments using attainable benchmarks.
Tips for Training and Interacting with Sales Management:
• How to implement a daily appointment log.
• How to automate an unsold Floor/Phone-up Report for follow up by a manager.
Developing the Daily Itinerary of the BDM:
• Developing a P.R. Manager Report for the BDM.
• Structuring a pre-shift interview with each salesperson.
• Creating a daily itinerary checklist for the BDM.
• Executing a post-shift recap with each salesperson.
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BDM® Goals
MISSION: To be proactive towards sales and to create Quality Showroom Traffic!
1a. Input of correct information/responsible for the following:a. Qualified inputter understands his/her job.b. Inputter’s ability to learn the material.c. BDM’s attention to detail on Floor-up and Phone-up cards.d. Daily reconciliation of the Operator’s Phone-up Log with up cards.e. DMP’s are ready before every shift.f. Letters are ready before every shift.
2a. Clarity in obtaining our BDC goals:a. Participation by sales and management ensuring full 90-minute BDC shifts.b. Ability to review DMP’s to ensure a good, daily work plan for the sales staff.c. One-on-one with the sales staff during the shifts.d. One-on-one with the manager in the shift.e. Appointments from each sales consultant during the shift.f. Exit interviews with each sales consultant and manager to determine the results from their
90 minutes.g. Review of the Phone-up cards to find areas for future training.
3a. Training:a. Based on reviewing Floor-up Cards/Phone-up cards/DMP’s specific training sessions.b. 15 minutes team focus before the shifts start.c. In-dealership training on handling incoming sales calls.d. In-dealership training on FUFU.e. In-dealership training on owner base calls and household prospecting.f. Management training on P.R. calls.g. Management training on appointment confirmation calls.
4a. Skills:a. Hands-on use of the phone making P.R. calls, handling incoming sales calls, FUFU, owner base.b. Calling back no-shows.c. Providing hands-on demonstrations of how to make a call.d. Ability to read a DMP and look for future training needs.
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Business Development Manager®
Job Description
Essential traits of a great Business Development Manager:
1. People Skills Positive attitude toward people. Really likes to work with people. Loves working with others and seeingemployees improve and succeed.
2. Phone Skills Believes in power of the phone as a sales tool. Doesn’t have to be great on phones, but believes the phonecan significantly improve the sales consultants’ sales and take-home pay.
3. Motivated LeaderCan lead a charge! Will take charge and direct the sales consultant.
4. Task-Oriented Gives details their full attention. Reports generated under their control are accurate, therefore, usefulto their fellow managers for coaching and counseling the sales consultants in making future business deci-sions.
DutiesThe Business Development Manager is responsible for assuring that at the beginning of each day all floor- and phone-ups have been input to the database and that all of yesterday’s deliveries are input. He/she also ensures that the sales consultant daily work plans and goal tracking sheets are complete and that the letters to walkouts and phone-ups are ready for signature and in the sales consultant mail boxes and that manager reports are completed and routed to them.
The Business Development Manager is expected to work hands-on with sales consultants during their time in the Business Development Center. The objective of the Business Development Manager is to train the sales consultants to be professionals and to be competent at producing more quality showroom traffic.
Note: The Business Development Manager is in charge of “heading up” follow up, however, he/she does not “handle” follow up alone. Sales Managers are in charge of “handling” follow up and are expected to coach and counsel in the Business Development Center during Business Development Center shifts of their sales consultants and to help them with their calls and work plans.
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The Business Development Manager® is a Management Position
The Business Development Manager needs managerial authority. He/she is an integral part of management and should be a member of management meetings. The Business Development Manager position generally is oc-cupied by high potential employees and is a “stepping stone” to higher management positions. It is considered an excellent training position. Time in the Business Development Manager position is typically 18-24 months before being promoted to other management responsibilities.
Work ScheduleThe work schedule of the Business Development Manager is generally 8:00 a.m. to 6:00 p.m. with two (2) Saturday shifts per month assisting on the showroom floor as Sales Manager.
Data InputA person, other than the Business Development Manager, should be assigned to input data. The Business Development Manager should not be responsible for the input of data. He/she will be too busy to handle this function. Data input can vary from part-time to full-time depending on the size of the sales staff.
Pay PlanThe pay plan for the Business Development Manager is similar to that of a Sales Manager. Decide what you believe the position should pay in relation to Sales Managers, then devise a pay plan made up of base sal-ary plus a percentage of the variable gross that will equal the desired level of total pay for doing a good job. Possibly 50% in base pay and 50% of pay in variable gross? Your goal is to strongly motivate the Business Development Manager to help produce appointment traffic and increase variable gross.
CandidatesYou should consider at least three (3) candidates for the Business Development Manager position. This pro-vides you with a comparison for the interviewing process. It also creates an awareness of the new position amongst the staff.
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+ __
____
_ +
____
___
= __
____
_ / 3
= _
____
__
___
____
____
___
Tot
al H
ours
Sol
d __
____
_ +
____
___
+ __
____
_ =
____
___
/ 3 =
___
____
To
tal
___
____
____
___
Set
ting
goal
s is
a fu
nctio
n of
impr
ovem
ent,
not i
mpr
ovem
ent.
A 1
0% in
crea
se is
sig
nific
ant i
f sus
tain
ed o
ver a
long
pe
riod
of ti
me.
Be
care
ful n
ot to
be
too
ambi
tious
. A g
oal a
chie
ved
is 5
00 ti
mes
mor
e po
wer
ful t
o on
e’s
attit
ude,
th
an a
goa
l mis
sed.
Ass
ocia
te’s
Sig
natu
re:
____
____
____
____
____
____
____
____
____
____
____
____
____
__
Lea
der’s
Sig
natu
re: _
____
____
____
____
____
____
____
____
____
____
____
____
____
_
Dat
e: _
____
____
____
____
____
_ D
ate:
___
____
____
____
____
___
OB
JEC
TIVE
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