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Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
Automotive Internet Sales Department - growing-internetstaffv2
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Automotive Internet Sales Department - growing-internetstaffv2

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  • Courtesy Chevrolet sold over 11,000 new and used vehicles in 2006, of which over 4,000 originated from Internet generated leads (electronic and phone).
  • Average monthly sales total for the combined Internet Sales and BDC teams was 180 vehicles per month…
  • Split both the BDC and Internet Sales Teams from 2 to 4 managed profit centers, and increased BDC rep’s from 8 to 12, increased ISS’s from 8 to 12… Average monthly sales total for the combined Internet Sales and BDC teams rose to 220 vehicles per month… Added CRM Administration Staff of 2, and moved telephone switchboard receptionists to 2 nd floor and off of the showroom floor. CRM admin staff funded with money previously used for outside vendor’s unsold showroom follow-up USPS direct mail program and newly structured Lead Quality Program that tracks invalid leads and credits for those invalid leads from 3 rd Party Lead Providers.
  • Added Special eFinance Team to handle online credit applications (720 received in July 2006 with 44 sales generated at $116,000 in gross profits), Added a Courtesy on Bell Road satellite store Internet Sales Manager to handle eLeads and set up appointments for sales staff… The Courtesy Chevrolet CRM/eBusiness Teams combined sales objectives & monthly capacity rose to 360+ CRM/eBusiness Facilitated Vehicle Sales per Month…
  • Moved both the new vehicle and used vehicle BDC’s into newly constructed hi-tech call center after 6 months of contruction and development, Added a full-time F&I Manager to the eFinance Sales Team, installed 2 additional office cube’s for eFinance so they can contract deals in the eBusiness area of facility… The Courtesy Chevrolet CRM/eBusiness Teams combined sales generation capacity goes to over 445 CRM/eBusiness Facilitated Vehicle Sales per Month…
  • Moved both the new vehicle and used vehicle BDC’s into newly constructed hi-tech call center after 6 months of contruction and development, Added a full-time F&I Manager to the eFinance Sales Team, installed 2 additional office cube’s for eFinance so they can contract deals in the eBusiness area of facility… The Courtesy Chevrolet CRM/eBusiness Teams combined sales generation capacity goes to over 445 CRM/eBusiness Facilitated Vehicle Sales per Month…
  • In order to prevent head count shock when looking at Courtesy Chevrolet’s eBusiness org structure it us important to understand the nature of how the organization and its sales keep growing… The growth mechanism is organic by nature and reflects the typical practices used by the Gruwells to grow the entire dealership’s operations over time. Each team is cultivated and grown to a point where it becomes necessary to slit off another team that specializes in a particular operation, or shares the workload with the origina; team. This is similar to what many service departments do when they organize service advisors and techs inyo various “colored” teams……
  • Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
  • Pay plans should be progressive in a manner that creates extra rewards for deals sold at the beginning of the month, based on selling incremental units during the second half of the month. Performance bonuses based on process evaluation metrics should have minimum lead volume qualifiers to ensure that those who take on more leads than others are not penalized for handling extra work load.
  • Amongst all the attributes of a dealer’s response to an Internet Lead, the time from when a customer submits a lead to when they have received a personalized email message that directly addresses their inquiry consistently shows up as correlating with sales closing ratios… All response content equal, faster dealers will outsell slower dealers. However, Content is still King in that a poor response sent quickly will reduce sales closing rates. It is important to realize that lead response time is a qualifier, an index that determines maximum closing rate upper limits. Once again, it is what the customer experiences, not how or who does it that determines the results.
  • Lead Management Process is no longer as much an art as it has become a science… Numerous studies that utilize an OEM database matching process which tracks leads and the eventual Retail Delivery Report, then correlates sales for the brand, sales by the original lead receiving dealer, with significantly large volumes of customer submitted survey responses provide a clear and objective analysis of what the customer experiences, the differences in those experiences and their correlation with likelihood of purchasing from the dealer that received the lead. This ability to actually measure what each dealer does with their leads, through the eyes of the customer, and how these activities correspond with a sale, or a lost sale, allow a scientific management approach to Lead Management Process in a manner that absolutely WILL impact sales results from a given volume of leads.
  • Here is a simplified illustration of what happens at Courtesy Chevrolet in Phoenix when a new lead is received from a customer requesting a price quote on either a vehicle in stock or one that the customer has configured. Although Courtesy is fairly unique in that a BDC supports each Internet Sales Specialist with telephone follow-up, it is important to understand that this is actually a compromise in the store’s original LMP so as to enable the scalability to handling monthly lead volumes that frequently exceed 6,000 leads in a month, and over 60,000 leads a year… It is important to understand that achieving the customer experiences that impact sales closing ratios in a positive manner is a more important objective than who actually completes the tasks associated with those experiences… The customers are less concerned with who provides them with good service, than they are in actually receiving it!
  • Transcript

    • 1. Growing Your Internet Staff from 10 to 300 Cars per Month
    • 2. Courtesy Chevrolet in Phoenix, AZ has become the USA’s leading Internet retailer of new and certified used Chevrolet vehicles… Human Resource Development has been the key to this success.
    • 3. Growing Your Internet Staff from 10 to 300 Cars per Month <ul><li>Ralph Paglia - CRM / eBusiness Director </li></ul>Organizational Development is the essential stumbling block that many dealers and ISM’s report as the primary reason for Internet Sales Operations failure or lack of growth into a strategically significant level of sales.
    • 4.  
    • 5. Courtesy Chevrolet’s Internet Sales Team growth has Allowed the Dealership to Become More Aggressive with Lower Cost Online Marketing Growing Your Internet Team’s Capabilities Allows Dealers to Feel More Confident about Online Ads
    • 6. 61,642 Leads Generated and Tracked within CRM System Growing Your Internet Staff from 10 to 300 Cars per Month Requires Large Quantities of Leads
    • 7. 4,008 eBusiness Department Sales of New & Used Vehicles in 2006 Segmented by Marketing Category (Total Store Sales >11,000) Growing Your Internet Staff using Large Quantities of Leads will Generate Higher Volumes of Sales
    • 8. Sales/Lead Closing Ratios ranged from 5.15% to 16.64% when segmented into categories based on Marketing Type Growing Your Internet Staff using Large Quantities of Leads will Result in Closing Ratio Variations
    • 9. Internet Strategy Current National Close Rate 9% Realistic Planning Potential is 18% Lead volume by ISS with response time, appointment & closing ratios Metrics <ul><li>Internet leads from ALL sources routed into Lead Management Tool that integrates with DMS, reducing keystroke entry of customer information </li></ul><ul><li>Wireless devices for ISS’s that integrate with Lead Management Tool </li></ul>Technology <ul><li>Autoreply acknowledges inquiry and sets customer expectations </li></ul><ul><li>Email with price quotes on several vehicles and sets stage for phone contact is sent within 30 minutes of lead arrival (business hours) </li></ul><ul><li>Call customer on phone within 45 minutes </li></ul><ul><li>Schedule showroom visit & test drive appointment </li></ul><ul><li>Confirm Appointment via email AND 3 rd party phone call </li></ul>Process Use a predefined and consistently executed inquiry response process, customized email templates and phone scripts that result in appointments that generate increased customer visits to the dealership Tactical Objectives Drive TRAFFIC to an INTERACTIVE web site that generates leads that flow into dealer’s PROCESS engine which converts them into SALES. Convert Internet leads into showroom visitors that buy cars Strategic Goal 50% of a dealer’s Phone, Lead and Showroom traffic originates from the net… What is your dealer’s current marketing strategy? Lead providers? What is submission ratio from dealer’s site? Who updates it? Dedicated people? Process? Pricing strategy? Does dealer monitor and measure visitors, leads, response rate, appt%, show%, close%, profit, CSI, etc… eBusiness training? Pains
    • 10. Inbound Internet Lead Management Process Dealer Lead Management Process Map Growing Your Internet Sales Team Requires that you Define what Your Internet Process Should Look Like
    • 11. <ul><li>New Chevrolet Internet Sales </li></ul><ul><li>Used Car Internet Sales </li></ul><ul><li>Bell Road Internet Sales </li></ul><ul><li>Commercial Internet Sales </li></ul><ul><li>New Chevrolet BDC </li></ul><ul><li>Used Car BDC </li></ul><ul><li>Wholesale Parts BDC </li></ul><ul><li>eFinance Sales Team </li></ul>Growing Your Internet Sales Team works best when it occurs “Organically” and is Specialized Courtesy Chevrolet is a single point Chevy dealer with 3 fully staffed BDC Team’s, an eFinance Sales Team and 4 Internet Sales Teams. These 8 teams of automotive sales professionals are identified as follows: Organic Growth Let’s Take a Look at How It Happens…
    • 12. Courtesy Chevrolet CRM/eBusiness Teams as of August, 2005 Ralph Paglia Begins at Courtesy as eBusiness Director BDC Manager New & Used Vehicle Sales Dept. Internet Sales Manager New & Used Vehicle Sales Dept. CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 Phase 1 Sales Results: Internet sales averaged 88 units per month (new & used) BDC generated sales averaged 92 units per month (new & used) Mike Gordon IT Director
    • 13. Courtesy Chevrolet CRM/eBusiness Teams as of December, 2005 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager New Vehicle Sales George Salman Internet Sales Manager New Vehicle Sales Francisco Abalos BDC Manager Used Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Kelly Slaughter & Lisa Sarata CRM Administrators CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 11 ISS 12 CSR 9 CSR 10 CSR 11 CSR 12 Mike Gordon IT Director Split & Grow Split & Grow <ul><li>Phase 2 Team Expansion: Internet split into new and used managed teams BDC split into new and used managed teams CRM administrative position added (showroom) </li></ul>New Position New Position New Position 80 sales 70 sales 40 sales 40 sales
    • 14. Courtesy Chevrolet CRM/eBusiness Teams as of July, 2006 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager New Vehicle Sales George Salman Internet Sales Manager New Vehicle Sales Francisco Abalos BDC Manager Used Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Kelly Slaughter & Cecy Girod CRM Administrators Patrick Miller Internet Sales Manager Courtesy On Bell CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 CSR 9 CSR 10 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 11 ISS 12 ISS 13 ISS 14 ISS 15 ISS 16 CSR 11 CSR 12 CSR 13 CSR 14 CSR 15 CSR 16 Designated Sales Consultants Certified to Handle Internet Lead Appointments Mike Gordon IT Director Ron Daly & Scott Daly Special eFinance Team Lisa Esquivez eFinance BDC Omara Spriggs ef inance Sales 100 sales 90 sales 60 sales 50 sales 25 sales 35 sales New Team New Position <ul><li>Phase 3 Team Expansion: Special eFinance team Courtesy-on-Bell ISM </li></ul>Courtney Daly eFinance Admin.
    • 15. Courtesy Chevrolet CRM/eBusiness New BDC with 27 Work Stations Opened in September, 2006
    • 16. Courtesy Chevrolet CRM/eBusiness New BDC with 27 Work Stations Opened in September, 2006 90,000+ Outbound Phone Calls / Month
    • 17. Courtesy Chevrolet CRM/eBusiness Teams as of September, 2006 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager George Salman Internet Sales Manager New Vehicle Department Vernon Intara BDC Team Leader NEW Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Kelly Slaughter & Cecy Girod CRM Administrators Adrian Fajardo Internet Sales Manager Courtesy On Bell CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 CSR 9… CSR 12 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 13 ISS 14 ISS 15 ISS 16 ISS 17 ISS 18 ISS 19 ISS 20 ISS 21 CSR 13 CSR 14 CSR 15 CSR 16 CSR 17 CSR 18 Certified Sales Consultants Assigned to Handle Internet Leads Mike Gordon IT Director Ron Daly & Scott Daly Special eFinance Team ISS 22 CSR 19 CSR 20 125 sales 125 sales 125 sales 75 sales 50 sales 50 sales Phase 4 Team Expansion: New 26 Workstation BDC w/1 Manager supervising 2 Team Leaders; 1 New Car BDC Team Leader & 1 Used Car BDC Team Leader - Consolidate 2 BDC’s into 1 and develop new & used BDC Teams Barbara Mason eFinance Manager Judith Rodriguez eFinance Admin Cisco Abalos BDC Team Leader USED Vehicle Sales CSR 21… CSR 24 ISS 12 ISS 11 ISS 23 ISS 24 Centralized BDC In New Facilities
    • 18. Courtesy Chevrolet CRM/eBusiness Teams as of January, 2007 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager New & Used Dept.’s George Salman Internet Sales Manager New Vehicle Department Vernon Intara BDC Team Leader NEW Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Toni Hunter & Jackie Bombardo CRM Administrators Adrian Fajardo Internet Sales Manager Courtesy On Bell CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 CSR 9… CSR 12 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 13 ISS 14 ISS 15 ISS 16 ISS 17 ISS 18 ISS 19 ISS 20 ISS 21 CSR 13 CSR 14 CSR 15 CSR 16 CSR 17 CSR 18 Certified Sales Consultants Assigned to Handle Internet Leads Mike Gordon IT Director Eric Steffes, Kevin Youtsy, Omara Spriggs eFinance Sales Team ISS 22 CSR 19 CSR 20 120 sales 112 sales 120 sales 80 sales 60 sales 25 sales Steven Clemens BDC Team Leader USED Vehicle Sales CSR 21… CSR 24 ISS 12 ISS 11 ISS 23 ISS 24
    • 19. Courtesy Chevrolet CRM/eBusiness Teams as of March, 2007 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager New & Used Dept.’s George Salman ISM #1 New Chevrolet Vernon Intara BDC Team Leader NEW Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Toni Hunter & Jackie Bombardo CRM Administrators Adrian Fajardo Internet Sales Manager Courtesy On Bell CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 CSR 9… CSR 12 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 13 ISS 14 ISS 15 ISS 16 ISS 17 ISS 18 ISS 19 ISS 20 ISS 21 CSR 13 CSR 14 CSR 15 CSR 16 CSR 17 CSR 18 Certified Sales Consultants Assigned to Handle Internet Leads Mike Gordon IT Director Eric Steffes, Kevin Youtsy, Omara Spriggs eFinance Sales Team ISS 22 CSR 19 CSR 20 120 sales 70 sales 120 sales 80 sales 60 sales 25 sales Steven Clemens BDC Team Leader USED Vehicle Sales CSR 21… CSR 24 ISS 12 ISS 11 ISS 23 ISS 24 Mike Funk ISM #2 New Chevrolet ISS 15 ISS 16 70 sales
    • 20. Document Roles & Responsibilities for All Internet Sales Positions
    • 21. * July 2006 Interactive Marketing Budget Document Pay Plan & Bonus Structure that reflects taller Internet sales funnel
    • 22. Lead Volume puts pressure on response times as a factor of staffing levels!
    • 23. *Survey Participants who Purchased a Vehicle were identified via RDR data cross reference and matching with Internet Lead Data Staffing and Organizational Structure Determines Process Execution Capabilities and Monitoring #4 #3 #2 #1 Top 4 Ways to Close More Sales to Leads Received 11 27% 17% Make Direct Phone Contact with Customer (after sending Email w/availability & prices) 9 27% 20% Send Price Quotes by Email to Customer 5 25% 21% Contact Customer more than once by Email and Telephone (within First 24 Hours) 3 24% 21% Make sure Customers are either Completely or Very Satisfied with the Lead Response Statistical Correlation Factor of Response attribute with Vehicle Purchase % of Purchase* among the Leads who DID Experience the attribute Purchase Respondents* who DID NOT experience the attribute Dealer Response Attributes Experienced by Customers within 24 hours of Submitting an Inquiry
    • 24. Customer goes online and submits Lead Internet Sales Specialist ISS) reviews lead, selects 4 vehicles for Price Quotes Sends email with Quotes & Cars BDC Staff makes initial phone call, collects customer info, sets up an appointment for the ISS If no appointment, ISS Contacts customer and seeks appointment and/or agreement Staffing and Organizational Structure Determines Process Execution Capabilities and Monitoring
    • 25. Lead Process Maps should be indexed to email templates, phone scripts and word tracks so that dealership employees have a “paint by numbers” guide to what is expected when a lead is received. This process map focuses on the first 12 hours after a new lead is received.
    • 26. Lead Process Maps should contain brief explanations for the logic and execution tips for employees to review before actually using the email templates, phone scripts and word tracks. Actual template illustrations make it easy for dealership employees to recognize the right template or document when they see it in their CRM tool.
    • 27. When Lead Process Maps are indexed to correspondingly numbered email templates, phone scripts and word tracks, the dealership is far more likely to execute the repetitious tasks that create customer experiences which correlate with higher sales closing ratios. The best process maps break down email and phone contact processes into separate flows so that they can be executed by different resources when scaling up lead volumes and organization structures.
    • 28. Although many car guys will say they believe in the concept of following up until prospects either buy or die… Large scale lead generation through highly effective marketing practices requires that scarce resources be allocated to where they will generate the most sales. Outsourcing followup on leads that have reached a designated status (dormant) or assigning them to alternate resources such as a BDC will allow ISS’s to stay focused on the 50% of the leads that buy, and do so within the first 10 days Have a defined process for “closing out” unsold leads
    • 29. LMP Scoring Index Objective Review of Dealership Employee Lead responses encourages consistency and creates a numeric accountability – an LMP Report Card for Dealer or GM review… Actual OEM Internet Mystery Shop Scoring Index
    • 30. Nothing has more impact on results than phone contact with the customer! Growing Your Internet Staff from 10 to 300 Cars per Month Outbound phone calls, ongoing phone follow-up and responding to emails requires adequate staffing and skill levels
    • 31. Telephone Process <ul><li>85% of Web visitors who contact the dealership before coming into the showroom, use the phone </li></ul><ul><li>Direct Phone contact (after responding to an Internet lead by email), has the greatest impact on increasing sales closing ratios </li></ul><ul><li>Phone Follow-Up Sales Strategy: </li></ul><ul><li>Focus on having a set of objectives in front of us, each time we make an email follow-up call </li></ul><ul><li>Word Track Forms (scripts) are used for training and collecting customer information during each call that is made immediately after sending personalized email response </li></ul>

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