LEAD MANAGEMENT PROCESS
IMPROVEMENT &
IMPLEMENTATION
Results Focused eBusiness Workshops
ATTRACT
INTERACT
RESPOND
SELL
SER...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
© Copyright 2005 Ralph Paglia - All Rights Reserved1/29/2015 6:07 AM 68
Thursday, January
29, 2015
68
0.00%
5.00%
10.00%
1...
A: Increasing Closing Ratios is not
“Just About” Response Times…
Q: Why the variations?
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
Morning Break
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
•Appointment Welcome Board
•Agenda review upon arrival
•Vehicles Pre-selected & made
ready for inspection & Test drive
•On...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
© Copyright 2005 Ralph Paglia - All Rights Reserved1/29/2015 6:07 AM 100
Thursday, January
29, 2015
100
0.00%
5.00%
10.00%...
© Copyright 2005 Ralph Paglia - All Rights Reserved1/29/2015 6:07 AM 101
Thursday, January
29, 2015
101
A: Increasing Clos...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
9/13/2003 10:44 AM
I am a car buyer… I see one of Jay Wolfe Honda’s ads inviting me to
visit www.JayWolfeHonda.com for the...
9/13/2003 10:45 AM
I click on “New Cars” and then select “Vehicle Search”…
9/13/2003 10:46 AM
I then use the site’s Inventory search engine to look for a
Honda Accord EX sedan within the $20K to $2...
9/13/2003 10:47 AM
When I open up the details screen for this car, I start to get
excited… It is pretty close to what I ha...
9/13/2003 10:48 AM
I then use the Dealer’s customized
online (XML based) form to provide
my contact information and expres...
9/13/2003 10:49 AM
As I scroll down to complete the
“I’m Interested” form for the Accord,
I am noticing that the informati...
9/13/2003 10:51 AM
I receive a confirmation…
Then go back to doing work
related stuff on my PC…
Dear Ralph,
Thank you for expressing an interest in allowing Jay Wolfe this opportunity to earn your
business. We have suc...
9/13/2003 11:54 AM
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
“In September, our eleven stores in the Kansas City area combined to sell less
than fifty units that we could attribute to...
Results-Based Lead Management Process
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A ...
Key Findings:
(Lead Sales as a Percentage of Total Retail
Sales)
• Web Lead Sales have risen
from 2% of Total Retail Sales...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
Afternoon Break
LEAD MANAGEMENT PROCESS
IMPROVEMENT &
IMPLEMENTATION
Results Focused eBusiness Workshops
ATTRACT
INTERACT
RESPOND
SELL
SER...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0.00 5.00 10.00 15.00
Response Time (hours)
ClosingRatio
Correlation...
A: Increasing Closing Ratios is not
“Just About” Response Times…
Q: Why the variations?
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
PROCESS
Person
2 Person
Keyboard
2 Keyboard
SALES
Technology Assisted Selling
1. TAS Process methodology is designed to en...
2. Lead Management Process Improvement begins with
an eBusiness Assessment of existing procedures using
Process Mapping Ga...
© 2003. Reynolds Consulting Services - All Rights Reserved
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E...
© 2003. Reynolds Consulting Services - All Rights Reserved
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E...
Mystery Shop; Dealer Response Attributes
956 Mystery
Shops
Completed
During
Summer 2003
Leads
Submitted to
Dealers
Dealers...
© 2003. Reynolds Consulting Services - All Rights Reserved
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
Sales Reps
Customer
Leads
3. eBlueprinted Optimized Process
design w/Templated Steps
ensures accountability for
consistent...
INCREMENTAL SALES
SALES
4. Incremental sales and profits are the direct result of dealer
integration of marketing strategy...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
© Copyright 2005 Ralph Paglia - Al...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
© Copyright 2005 Ralph Paglia - All Rights Reserved
Lead Management Process
Process
Improvement
Implementation
A T T R A C...
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
Ahm lmp day 1 11 05-03
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  • Ahm lmp day 1 11 05-03

    1. 1. LEAD MANAGEMENT PROCESS IMPROVEMENT & IMPLEMENTATION Results Focused eBusiness Workshops ATTRACT INTERACT RESPOND SELL SERVICE RETAIN Professional Development Programs for Dealerships and their Management teams designed to build the understanding, knowledge, skill sets and expertise required for success in today’s eBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts from Reynolds Consulting Services to supplement and leverage AHM eBusiness Programs, TAS Strategy provides dealers with process improvement solutions proven to increase sales.
    2. 2. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 2 Lead Management Process Seminar “Winning On The Web” MISSION: To supply dealers with the knowledge and understanding of specific tasks and skill sets needed to improve their Internet closing ratios, improve their response quality to customers, and meet customer expectations for the Honda and Acura brands. Intro Video
    3. 3. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 3 • Please Silence Your Mobile Phones • Breaks Are limited to 15 Minutes, and Lunch is 45 Minutes • Please Return To The Class Promptly at the End of Each Break or Lunch • If You Return from a Break Late, You Must Read the next section out loud (real loud!) to the class… • Locations of Restrooms and Break Area For Everyone’s Benefit…
    4. 4. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 4 “Winning On The Web” Approach & Content based on 2 Key Resources: 1. The “Best Practices” that have been documented and gathered from dealers who consistently sustain the highest Sales Closing Ratios 2. Market Research focused on thousands of sold customers resulting from shoppers submitting leads… Then, back-tracking those Internet Leads to analyze and categorize the specific dealer responses and actions that correlated with a sale
    5. 5. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved • Define eBusiness Success in your Dealership • Business Case for LMP Improvement: The Facts • Recruiting, Hiring & Training ISM's: Who Gets Results? • Job Descriptions & Pay Plans; Driving Process Execution & Results • Performance Accountability; Proven Management Processes • Key Metrics; How to Inspect what you expect •Which Metrics Matter? •Why & When - Actual Dealership Results • Response Times; How they impact sales results • Response Content; What Sells More Cars? (continued on next slide) Day 1 (AM) Workshop Agenda:
    6. 6. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved (continued) • LMP Best Practice Examples and Demonstration • Case Studies: Best Practice LMP's proven by sales results • How to Implement "Best Practices" in Your Dealership • Implementing Effective Lead Management Processes • Empowering Your ISM to Sell More Cars in Less Time • Managing Effective Execution of LMP after initial 10 days • DP/GM Defined Action Plan for Dealership (strategy/tactics for ISM) • LUNCH (12:15 – 1:00 pm) Day 1 (AM) Workshop Agenda: Before we break for lunch, you will have redefined your sales management strategy for handling “Up’s” that come in through the e-Door to your dealership. Your strategy and direction will be left in this room for use by your Internet Managers in developing their action Items for use when they return to the dealership.
    7. 7. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved • Understanding Customer Experience •Managing Expectations •Turning Convenience into Profits • Obstacles Faced by ISM’s: •Within the Dealership •Customer Generated • Opportunity Response Time - What’s it Worth? •How they impact closing rates •Techniques for Improvement • Response Content; What Sells More Cars • ISM Toolkit CD; •Process Maps •Email Templates (continued on next slide) Day 1 (PM) Workshop Agenda: •Phone Scripts •Metrics Analysis Spreadsheets
    8. 8. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved (continued) • Four Key Elements to Web Brand Management • The 5 Key Metrics for Managing Success • Current Performance Ratios - Analyze Your Numbers • Targeting your weakest link to improve sales results • Prepare Internet Sales Action Plan • Response Review – Assessing Actual Examples Day 1 (PM) Workshop Agenda: Before leaving, you will have acquired a complete set of sales management tools that include email templates, telephone scripts and face-to-face word tracks that have been proven to sell more cars in less time. You will have acquired the an understanding or what activities yield results, versus those that “spin your wheels”. You will know how to spot the obstacles to fast and efficient sales process, whether internal or external… Along with how to overcome them. You will go back to the dealership KNOWING what needs to be done to streamline and accelerate your sales process.
    9. 9. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved • Response Review; Emails that help/hurt sales • The "Good", The "Bad" and The "Ugly" • Overview of Lead Management Process (LMP) Mapping • LMP Performance Metrics: • Measurement Techniques – Get the Numbers! • Analyzing Your Metrics – Results Based Management • LMP Improvement Case Studies: • Jay Wolfe Honda • Ourisman Honda (continued on next slide) Day 2 Workshop Agenda:
    10. 10. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved (continued) • What to do when a Sales Opportunity (Lead) comes in; •How Important is Speed to the Top Performing Dealers? •What is our first Results-Driven Priority? •How do we Neutralize Obsession with Pricing? •Why do we want to “Take ‘em out of the market” • Communication - Understanding what's Important • Vehicle Selection - Targeting Process Objectives • Managing Customer Expectations • Creating Customer Desire to have direct contact • Overcoming Roadblocks to Effective Response Process • LUNCH (12:15 – 1:00 PM) Day 2 (AM) Workshop Agenda:
    11. 11. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved • Streamlining Internet sales processes with templates • Using the ISM Toolkit CD to build your template toolbox • Pricing Strategy: How to get past price to focus on value • How To: Email+Telephone=Sell More Cars in Less Time • Telephone Techniques: • Managing your calls – Timing is Everything • Targeting Call Objectives – Visualizing Success • Using Phone Scripts – Why Professionals do it • Customizing and using phone scripts as a sales tool • Call Tracking Services – Are they worth it? (continued on next slide) Day 2 (PM) Workshop Agenda:
    12. 12. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved (continued) • Phone Role-Play; Executing Phone Scripts • Group Discussion: Objectives-Focused Phone Scripts • Overview of Resources at your Dealership • Measurement Techniques – Get the Numbers! • Analyzing Your Metrics – Results Based Management • Completing Your Sales Process Action Plan • Review Action Plans w/Group • Statement of Goals and Objectives • Group Discussion: Implementing Improved Sales Process • Recap of Seminar Accomplishments - Key action items • Seminar Evaluations - Depart Facility Day 2 (PM) Workshop Agenda:
    13. 13. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved Day 2 Workshop Results: 1. Before leaving, you will have developed an action plan for how to sell more cars to the customers currently coming in to your dealership through the e-Door… And, how to get opportunities from Lead to Phone to Face-2-Face to Sale… Faster! 2. You will be leaving with a Sales Process Toolkit, along with the knowledge of how to use it. Plus, you will be able to measure the results of your improved sales process and see exactly where to focus on further improvements 3. You will have seen what the most successful dealers in America are doing to get more results from each minute and dollar they invest into eBusiness 4. When you get back to your dealership, you will have an Action Plan to refer to and track how well you are implementing what you have learned today
    14. 14. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 14 Introduction to LMP: Relationship Between People & Processes
    15. 15. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 15 TIPS eBusiness Strategy
    16. 16. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 16 Winning on the Web - Strategy TRAFFIC INTERACTIVE WEB PLATFORM PROCESS TRANSFORMATION* HOLISTIC ho·lis·tic: adj. emphasizing the importance of the whole System and the interdependence of its Partners and their Processes. SALES *Increased Close Rates, Faster & More Profitable Sales Dealers Dealers Honda/Acura Honda/Acura
    17. 17. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 17 T.I.P.S. is an eBusiness Strategy used by highly successful Dealers to Implement Results-Based eBusiness Processes and Marketing Tactics Blueprinted Lead Sourcing & Management = ALL Participants* Held ROI Accountable TAS Lead Management Workflow = Increased Showroom Appointments T raffic I nteractive Web Site/Buying ServicesS ales P rocess TAS Confirmation Process = More Showroom Visits TAS Showroom Reception = Higher Closing Ratios Integrated eBusiness Marketing Optimization = Increased Car Buyers to Dealer’s web site *Participants = 3rd party lead providers, OEM referrals & Dealer web site leads + Managers and Sales Staff TAS Process Performance Metrics Review = Lead Response Execution Accountability
    18. 18. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 18
    19. 19. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 19 Business Case for Lead Management Process Improvement…
    20. 20. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 20 Lead Management Process Improvement Results: 2 6 20 23 31 42 72 44 51 69 67 84 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug LMP Improvement Program Honda Dealer Case Study: Monthly Internet Sales TIPS Program Begins
    21. 21. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 21
    22. 22. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 22 People & Pay Plans
    23. 23. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 23 People & Pay Plans Right People + Right Job + Right Pay RESULTS equals
    24. 24. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 25 People Who are the Right People? Which departments are going to be effected by a Lead Management Process? - Sales - Body - Service - Paint All of the above? - Parts - Rental Who will need to be involved in the strategy?
    25. 25. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 26 People Who are the Right People? - Dealer - General Manager - General Sales Manager - Used Car Manager - Service Manager - Parts Manager - Body Shop Manager -Other Dealership personnel Internet Manager
    26. 26. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 27 Brick Success Click Success People “The same thinking that created success on the brick will help you on the click” The Right People? =
    27. 27. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 28 People The Right People? Committed VS. Involved
    28. 28. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 29 People The Right People? Designated VS. Dedicated Part Time Full Time Part Time Effort Equals Part Time Results!
    29. 29. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 30 Managing Leads is a Big Job New Leads Carry Over Lost Sales October November December 9 16 20 100 100 100 165 20 91 10 0 0 Total Working 91 165 230
    30. 30. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 31
    31. 31. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 32 Dealership Receives Lead Dealership’s ISM or ISR writes a Customized E-mail response using a pre-designed template and sends to customer within 30 minutes of receiving lead After Hours Business Hours Internet Sales Rep E-mail Contact No response To E-mail Reached By E-mail E-mail 24 Hours Later E-mail Follow-up 5th Day Reached By Phone Not Reached By Phone Internet Sales Process Voice Mail 30 Minutes Later Schedule Appointment Sale & Delivery E-mail 24 Hours Later E-mail 5 Days Later Phone Contact Auto Responder Internet Sales Process Internet Sales Rep Internet Administrator Voice Mail 48 Hours later E-mail Follow-up 10th Day
    32. 32. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 33 People The Right People? 65 - 85 leads per Internet Manager
    33. 33. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 34 People The Right People? The Profile of an I-Manager: •Characteristics? •Previous Experience? •Skills?
    34. 34. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 35 People The Right People? Internet Manager Profile: - Computer literate - “Likeable” selling style - Highly organized - Outstanding writing skills - Good Phone skills - High CSI
    35. 35. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 36 People What is the Right Job?  Creating Traffic?  Updating Interactive Site?  Executing the Process?  Creating Internet Sales?  Reporting & Performance Measurement?  Service Appointments?  Parts Sales?
    36. 36. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 37 People What is the Right Pay? What are the characteristics of a good pay plan? Simple Within control of employee Easy to measure Drives Business Objectives
    37. 37. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 38 People What is the Right Pay? What are some different Pay Plans that work? Review Sample Pay Plans
    38. 38. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 39 What is the Value of Training? Imagine what would happen if he skipped training… A - Turnout Helmet. NFPA Certified turnout helmet, complete with shell, face shield, neck protector and liner with adjustable headband and chinstrap. Available in white, yellow and red. B - Turnout Coat. Features include 260gsm, blue flame- resistant Nomex IIIA Rip Stop outer shell and Thermalite inner liner quilted to aramid scrim.Two deep front pockets with Velcro fasten flaps, silver reflective tape around the sleeves and hem, and zippered front with storm flap and exposed blast clips. C - Firefighter Gloves. NFPA Certified, structural fire fighting glove, made of leather and includes a moisture barrier. D - Turnout Overtrousers. Features include 260gsm, lime flame-resistant Nomex IIIA Rip Stop overtrousers with Proban treated inner cotton liner provided. Two deep front pockets with Velcro fasten flaps, gold reflective tape around the ankles and Velcro front fastener with press-studs and leather backing for attaching braces. Inner liner has Velcro tapes at the waist and ankles to secure the garment to the inside of the overtrousers. E - Turnout Boots – Warrington Pro 2008. NFPA Certified Warrington Pro 2008 is a leather ‘top boot’ with steal capped toes, Gore-Tex lining and pull on straps. Y - Style Braces (not shown). Red flame retardant webbing with leather attachment tabs and leather backing. Trained & Qualified Untrained, But has equipment Which of these two would you want to rely upon?
    39. 39. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 40 Enter Your “Next Steps” Into the Action Plan Workbook eople & Pay Plans
    40. 40. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 41
    41. 41. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 42 Internet Manager Job Description raffic •Integrated Marketing Strategy •www.ABCHonda.com •Brand Dealership URL rocess •Process & Pricing •People & Pay Plans •Performance Measurement ales •Managing the Customer Experience when prospects arrive at dealership •Streamlined Sales process •Service & Sales Retention •Drive lower Costs per Vehicle Sold nteractive Web Site • Set Up • Maintain • Improve
    42. 42. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 43 • Execute actions that increase the TRAFFIC to your site • Manage the development and maintenance of an INTERACTIVE SITE that helps turn traffic into showroom visits, telephone calls and requests for information • Establish and manage PROCESSES for turning requests for information into relationships that generate appointments which result in sales • Close more SALES with all customers regardless of how they enter the dealership by building better relationships that improve gross profits Internet Manager’s Job Performance Objectives
    43. 43. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 44 Internet Manager Job Description Traffic: Create traffic using targeted marketing on/off the web Site marketing is also a big key to the process. Leads to the web site, Time spent by the customer on the web site and percentage of quotes vs. unique users. Responsible for creating and maintaining a smart marketing strategy that includes being in alignment with leads from the manufacturer, working with 3rd party lead providers and aggressively branding the dealerships own URL with in the market through traditional advertising and through web based banners and associations. We should always be studying the web trends stat package and look at user secessions. The key is 4 ½ min or longer per visit. New ideas should be brought up for creating longer visits. The percentage of unique visitors to request for quotes has to be constantly reviewed. We must get to a 10% ratio as a goal. Site marketing ideas must be shared with the group and we must always strive to get new people to visit our site. As web hub administrator it is our duty to create new ways to draw traffic. Reports should be provided no later than the 5th of every month as to traffic count, unique user secessions and request for quotes and include the average cost per sale for each lead provider. Monthly meeting should be held to share ideas with ISM’s and the GM’s to boost traffic.
    44. 44. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 45 Internet Manager Job Description Interactive Site: Maintain the design & update content of dealership web site so that it gives the customer all the information they need to facilitate doing business with the dealership and buying a car. The result should transform site visitors into quality leads. The Internet Sales Manager should be responsible for making sure that dealership web site visitors get a world-class experience. • Update inventory • Update Used vehicle pictures • Update web site pages including specials, staff photos, dealership pictures, navigation, and other items that make the site more interactive
    45. 45. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 46 Internet Manager Job Description Process: The goal is to design & Implement a customer friendly process to transform leads into appointments, then ensure that appointments show up at the dealership and are the store is prepared to turn them into sales. Tracking results and generating reports are an important part of the ISM’s job. •Setting up a lead management tool, BDC processes (if applicable) and any supporting tools (including 2-way pagers) •Managing the utilization of the dealer’s Honda Certified lead management tool •Updating the auto responders, custom e-mail templates and phone scripts •Receiving, sourcing, responding, organizing, managing, and reporting on lead activity •Creating quality appointments that show up to the dealership •Making confirmation calls to all appointments •Handling all pre-visit work including gathering the customers finance and trade information, inputting it into the stores operating system. •Updating the Welcome board daily with the days appointments •Handling all face-face interaction with the customer up to and in some cases including F&I •Performing a positive delivery where we enroll the customer on to their personal web page at delivery •Conduct all customer follow up fo rthose customers who did not make an appointment, show up for an appointment, did not buy and the sold customer base Continued on Next Slide (page)
    46. 46. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 47 Internet Manager Job Description Service Retention & Repeat Sales: Service Appointments and Process, Parts/Accessories sales & fulfillment Processes Process: The goal is to design & Implement a customer friendly process to transform leads into appointments and appointments into sales. Reports and Tracking Metrics: A report should be provided no later than the 5th of every month showing closing ratios of each store and each individual Internet sales person. Not just leads to sales but a tracking process for appointments as well. This will help us identify the strengths and weaknesses of our staff. A tracking report monthly should also be provided on the 5th showing the cost of each 3rd part provider and the cost of our web sites. This should be compared to the profits from each as well. Data Management: Create and maintain a data base of all of your customers email addresses. Follow up on all unsold e-mail leads twice a month. Once on the 1st with a newsletter campaign or link to a newsletter web page and on the 15th with a specific e-mail offer on the vehicle line make they have originally requested. Follow up with sold customers electronically with vehicle anniversary, recalls and request for referrals. Follow up with sold customers and customers who purchased from other dealers but could use the benefit of our service department. We know when they will need a 15,000 mile service, an oil change, 30,000 mile service a set of tires and so on. Follow up electronically with lease term customers and anticipate when others may re-enter the market. Example; a Taurus sale goes out on a 5 year loan the customer will most likely re-enter the market in 27 months.
    47. 47. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 48 Internet Manager Job Description Sales: (Showtime) The goal is to streamline the sales process and customer experience for customers who have provided information via the Internet and have scheduled an appointment to visit the dealership. Proper preparation and set up improves shows/sales closing ratios and customer satisfaction with the sales process once the customer arrives at the dealership: • Pre-Selected Vehicles ready to show • Appointment Reception Process • Review Visit Agenda • Vehicle Presentation • Test drive • Revisit Numbers • F&I Introduction • Delivery • Pre-Completed Documentation (credit app’s, ATFI, worksheets, etc.) • Streamlined Sales Process completed in leas than 1.5 Hours from time of arrival to vehicle delivery
    48. 48. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 49 Internet Manager Job Description Sales Reporting and Performance Metrics: The Internet Sales Manager has reporting responsibilities that include the reports listed below, which are to be presented on a monthly basis to the Dealer Manager and the store’s management team. Create and distribute reports on the departments results for the day, week, month and year-to-date that include the following information and ratio analysis: •Number of unique visitors to Dealer Sites •Site Visitor to leads submitted ratio •Number of leads generated from dealer’s web site •Number of leads generated from Honda web sites •Number of leads generated from 3rd Party lead providers •Average Response time (Overall and by individual ISS) •Appointments Scheduled/leads ratios (Overall and by individual ISS) •Appointment shows/scheduled ratios (Overall and by individual ISS) •Closing ratios: Leads/Sales, Shows/Sales (Overall and by individual ISS) •Average grosses (front and back end): •PNVR/PUVR (Overall and by individual ISS) •PNVR by Model line (Store, Internet department, Individual ISS) •Percentage of trade-ins to transactions (Store, Internet department, ISS)
    49. 49. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 50
    50. 50. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 51 Sample Reports
    51. 51. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 53 Date 1 2 3 4 5 6 7 Number of Leads 2 3 2 5 7 5 4 Number of leads MTD 2 5 7 12 19 24 28 Number of appointments made today 1 1 2 1 3 2 1 Appointments mtd 1 2 4 5 8 10 11 Number of appointments due today 1 1 2 1 3 2 1 Number Shown 1 1 1 1 2 2 1 shown mtd 1 2 3 4 6 8 9 Number Sold 1 1 1 1 2 2 1 Sold MTD 1 2 3 4 6 8 9 apptment ratio 50 40 57.14 41.67 42.11 41.67 39.29 show ratio 100 100 75 80 75 80 81.82 show to close ratio 100 100 100 100 100 100 100 closing ratio 50 40 42.86 33.33 31.58 33.33 32.14 Excel Spread Sheet
    52. 52. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 55 Metrics Analysis: Where does this store have the greatest opportunity for improving their overall Internet Sales Closing Ratio? What will it take to turn all the metrics GREEN? What will happen to the store’s sales when all 5 Process Metrics Points are GREEN?
    53. 53. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 56 Metrics Analysis: What is happening when this store’s ISM gets an appointments and the appointment shows up? Why would the showroom close ratio on New Car Leads be less than on used car leads when the appointment shows up? Used Car Leads New Car Leads
    54. 54. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 57
    55. 55. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 58
    56. 56. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 59
    57. 57. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 60
    58. 58. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 61
    59. 59. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 62
    60. 60. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 63
    61. 61. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 64
    62. 62. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 65
    63. 63. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 66 Enter Your “Next Steps” Into the Action Plan Workbook
    64. 64. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 67
    65. 65. © Copyright 2005 Ralph Paglia - All Rights Reserved1/29/2015 6:07 AM 68 Thursday, January 29, 2015 68 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 0.00 5.00 10.00 15.00 Response Time (hours) ClosingRatio Correlation Between Internet Lead Response Time and Sales Close Ratios Content + Speed = Increased Sales Closing Ratios
    66. 66. A: Increasing Closing Ratios is not “Just About” Response Times… Q: Why the variations?
    67. 67. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 70 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 Average Minutes to Answer Email 2 AverageMinutestoAnswerEmail1 MDX TL Zone 3Zone 2 Zone 5 Zone 6 Zone 4 Zone 1 Zone 3 Zone 2 Zone 6 Zone 5 Zone 1 Zone 4
    68. 68. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 72 PROCESS Person 2 Person Keyboard 2 Keyboard SALES Technology Assisted Selling 1. TAS Process methodology is designed to engage a customer continuously throughout the buying cycle, Using Multiple Channels… Email… Phone… Meetings. Face 2 Face
    69. 69. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 73 2. Lead Management Process Improvement begins with an eBusiness Assessment of existing procedures using Process Mapping Gap Analysis & Appreciative Inquiry customer PROCESS Sales Manager Internet Leads Lack of consistent lead follow-up monitoring limits Sales Rep accountability and tracking of process performance metrics ? Email Contact Sales Reps ?? ? ? Random lead assignment procedures Individual sales reps managing their own leads… Each doing it differently than the other! SALES eBusiness Assessment http://www.dealersite.com Visits Site No process or data capture from other web lead sources Walk-In Leads Service Leads Phone Leads Traffic to web site and lead submission rates not being monitored… Only email In-box is used to organize leads Sales Reps inconsistently use telephone and/or email to respond to leads and schedule appointments
    70. 70. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 74 Response Funnel - HONDA 808 Leads Sent = 100% 554 Responded by Email Only = 83% 96 Responded by Both Email & Phone = 15% 35 Addressed All Questions asked = 5% 11 Responded by Phone Only = 2%
    71. 71. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 75 Response Funnel - ACURA 148 Leads Sent = 100% 109 Responded by Email Only = 88% 15 Responded by Both Email & Phone = 11% 8 Addressed All Questions asked = 6% 1 Responded by Phone Only = <1%
    72. 72. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 76 Mystery Shop; Dealer Response Attributes 956 Mystery Shops Completed During Summer 2003 Leads Submitted to Dealers Dealers who Responded by Email ONLY Dealers who Responded by Phone ONLY Dealers who Responded by BOTH Email & Phone Dealers who Answered ALL Questions Asked 148 109 1 15 8 808 554 11 96 35
    73. 73. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 78 ACURA - Responses to Information Requested in E-Mail 22 29 18 18 13 23 0 2 4 2 1 Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 Zone 6 # of Responses #Answering All Questions 7% 22% 8% 9% 0% 0%Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 Zone 6 Two Questions 16% No Questioned Answered 53% One Question 24% All Questions 7% % Answered All Questions
    74. 74. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 79 Dealer ID Zone District Dealer Name Minutes # of Questions Answered Phone Follow- Up 207222 9 D Honda Automobiles Of Nashua 4 3 No 206831 6 A Koons of Manassas, Inc. 4 3 No 207260 7 B Classic Honda 7 3 No 208221 7 F Honda of Ft. Myers 10 3 No 207215 2 E Tony Honda 10 3 No Honda’s Fastest Responding Dealers Answering all Information Requested in E-Mail
    75. 75. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 80 Dealer ID Zone District Dealer Name Minutes # of Questions Answered Phone Follow- Up 251418 3 C Ed Napleton Acura 16 3 No 251188 6 C Scottsdale Acura 16 3 No 251144 3 C Continental Acura of Dupage 22 3 No 251416 6 A Mac Churchill Acura 23 3 No 251174 2 C Pohanka Acura 32 3 No ACURA’s Fastest Responding Dealers Answering all Information Requested in E-Mail
    76. 76. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 81 Enter Your “Next Steps” Into the Action Plan Workbook
    77. 77. Morning Break
    78. 78. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 83
    79. 79. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 84 Sales Reps Customer Leads 3. eBlueprinted Optimized Process design w/Templated Steps ensures accountability for consistent lead handling customer PROCESS CRM Application CONTACT DATABASE Automated Database Population 2 Sales Manager Automated Email Response by Lead Type 1 Scheduled e-mail follow-up to BOTH web & retail CRM Application open status contacts 6 Prospect responds directly to assigned sales rep via email and phone Pre-contact Post-contact Lead Submitted Clock Starts 7 Process Performance Metrics Sales Rep uses CRM Application email templates and telephone to respond to leads & schedule appt Clock Stops 4 Sales Mgr. Lead Assignment 3 eBlueprinted Optimized Process Sales Reps enter ALL contact info from Ups into CRM Application 5 SALES Results Optimized Process eBusiness Office http://www.dealersite.com Visits Site
    80. 80. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 85 INCREMENTAL SALES SALES 4. Incremental sales and profits are the direct result of dealer integration of marketing strategy, process and web services LEADS SOLD •Appointment Welcome Board •Agenda review upon arrival •Vehicles Pre-selected & made ready for inspection & Test drive •Online Credit Pre-Approval •Documentation Pre-completed •Streamlined Sales Process Dealership Visits (Appt. Shows) results Showroom “Showtime” Sales Sales Performance Metrics Lead Management Process • Faster Response Time • Emails that set stage for Phone Contact • Proven Lead Management Process • Multiple/Direct Customer Contacts • Ask for & Schedule the Appointment • Appointment Confirmation Process • No-Show Follow-up Process
    81. 81. •Appointment Welcome Board •Agenda review upon arrival •Vehicles Pre-selected & made ready for inspection & Test drive •Online Credit Pre-Approval •Documentation Pre-completed •Streamlined Sales Process Dealership Visits (Appt. Shows) •Faster Response Time •Emails that set stage for Phone Contact •Proven Lead Management Process •Multiple/Direct Customer Contacts •Ask for & Schedule the Appointment •Appointment Confirmation Process •No-Show Follow-up Process Lead Management Process Sales Results •Email Templates •Automated Response/Receipt •Automated Follow-up Prompts •Targeted Broadcast Emails •DMS Integration •Reports & Metrics •Lead Provider ROI Reports Tools & Technology Process Performance Metrics •Detail Oriented •Organized •CRM Application Savvy •Can Work Trade-In Valuations •Can Manage Quoting Prices that are in line with Pricing Strategy •Know the product and availability People & Pay Plans
    82. 82. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 88 ….Herding Cats! CRM Application Utilization Managing Customer Leads Can Be Like….
    83. 83. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 89 What is the Value of Training? Imagine what would happen if he skipped training… A - Turnout Helmet. NFPA Certified turnout helmet, complete with shell, face shield, neck protector and liner with adjustable headband and chinstrap. Available in white, yellow and red. B - Turnout Coat. Features include 260gsm, blue flame- resistant Nomex IIIA Rip Stop outer shell and Thermalite inner liner quilted to aramid scrim.Two deep front pockets with Velcro fasten flaps, silver reflective tape around the sleeves and hem, and zippered front with storm flap and exposed blast clips. C - Firefighter Gloves. NFPA Certified, structural fire fighting glove, made of leather and includes a moisture barrier. D - Turnout Overtrousers. Features include 260gsm, lime flame-resistant Nomex IIIA Rip Stop overtrousers with Proban treated inner cotton liner provided. Two deep front pockets with Velcro fasten flaps, gold reflective tape around the ankles and Velcro front fastener with press-studs and leather backing for attaching braces. Inner liner has Velcro tapes at the waist and ankles to secure the garment to the inside of the overtrousers. E - Turnout Boots – Warrington Pro 2008. NFPA Certified Warrington Pro 2008 is a leather ‘top boot’ with steal capped toes, Gore-Tex lining and pull on straps. Y - Style Braces (not shown). Red flame retardant webbing with leather attachment tabs and leather backing. Trained & Qualified Untrained, But has equipment Which of these two would you want to rely upon?
    84. 84. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 91 Enter Your “Next Steps” Into the Action Plan Workbook
    85. 85. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 92 CRM Begins With First Contact and Continues Through the Customer Purchase Cycle • Receipt that validates customer’s Inquiry • Outlines eProcess • Sets up the customer’s expectations • Is the lead from an existing Customer in DMS? • Is the lead from the dealer’s web site? • Is the lead from the OEM’s web site? • Is it a 3rd Party Lead Referral… If so, from where? • Lead Consolidation… Review previous inquiries • Customer Profiling; Name, Location, Model, Email • Targeted Vehicle Selection; “Creating Curiosity” • Lead assignment “Matchmaker” management process Customers Should be Contacted by Phone Within 1 Hour of same Business Day to verify receipt of price quotes, answer questions and Arrange a Test Drive Appointment Automatic eMail Responses Process Improvement: Dealer eBusiness Strategy Internet Sales Process Initial Phone Contact eMail & Phone Follow Up DMS-Internet Lead Cross Checking Templated Personal Responses customer • Assigned Staff Responds to Customer Inquiries Using a Library of Templates • A Personalized eMail Response that sets the stage for direct Phone Contact is Sent Within 30 Minutes of Lead receipt • TAS Strategy looks at Email creation like writing Ad specials to create Phone calls
    86. 86. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 93 • What Is the Value of My Trade? • Do You Take Consignment Trades? • Will The Price be Lower if I Sell My Trade Myself? • Another Dealer Has Offered a Better Trade-In Value… Internet Sales Process customer • Is The Product I Want In Stock? • Are There Any Additional Costs? • When Can I Take Delivery? • Is The Price Guaranteed? • Another dealer has quoted me a better Price and/or payment… Handling On-Line Questions & Objections Managing On-Line Trade-In Estimates Face-To-Face Appointments • How Do I Apply for Credit On-Line? • What Are Your Interest Rates? • Is My On-Line Application Secure? • What Financial Institutions do you Work With? • Can I Use OEM Rebates as a Down Payment? • How Soon Will I Know if My Loan is Approved? Using On-Line Financing Process Improvement: Managing Customer Expectations
    87. 87. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 96
    88. 88. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 97 Impact of Dealer Response Attributes on Customer Satisfaction: Dealer Response Attribute Experienced by Customer within 24 hours* of Submitting Lead Completely or Very Satisfied who DID NOT experience the attribute Completely or Very Satisfied who DID Experience the attribute GAP Correlation Factor of attribute with Customer Satisfaction % of ALL Respondents who DID Experience the attribute Dealer made Direct Phone Contact with Customer after sending Email 58% 84% 26% 29 59% Dealer Acknowledged Customer Request 51% 75% 24% 12 94% Dealer Showed Genuine Interest in Customer’s Wants & Needs 13% 82% 69% 53 87% Dealer Responded using Customer’s Preferred Communication Method 39% 76% 37% 21 93% Customer Received Price Quotes from Dealer 60% 90% 30% 34 44% Customer Contacted more than once by Email and Telephone 61% 85% 24% 27 49% Dealer Confirmed Availability of Vehicle(s) for Sale and Delivery 55% 89% 34% 38 52% *Survey Respondents received Emailed Survey invitations that were sent 24 hours after they had submitted an inquiry (Lead)… 77,000 Surveys Received during Q1, 2003
    89. 89. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 98 Impact of Dealer Response Attributes on Vehicle Purchase: Dealer Response Attribute Experienced by Customer within 24 hours* of Submitting Lead Purchase Respondents* who DID NOT experience the attribute % of Purchase* among the Respondents who DID Experience the attribute GAP Correlation Factor of attribute with Vehicle Purchase % of ALL Respondents who DID Experience the attribute Dealer made Direct Phone Contact with Customer after sending Email 17% 27% 9% 11 59% Dealer Acknowledged Customer Request 21% 23% 2% 1 94% Dealer Showed Genuine Interest in Customer’s Wants & Needs 21% 23% 2% 2 87% Dealer Responded using Customer’s Preferred Communication Method 21% 23% 2% 1 93% Customer Received Price Quotes from Dealer 20% 27% 8% 9 44% Customer Contacted more than once by Email and Telephone 21% 25% 4% 5 49% Dealer Confirmed Availability of Vehicle(s) for Sales and Delivery 22% 24% 3% 3 52% *Survey Respondents who Purchased a Vehicle were identified via RDR data cross reference and match, Surveys sent 24 hours after lead submitted, sales trac
    90. 90. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 99 Top 4 Ways to Sell More Cars Experienced by Customer within 24 hours of Submitting a Web based Inquiry (Lead) Purchase Respondents * who DID NOT experience the attribute % of Purchase* among the Respondents who DID Experience the attribute Correlation Factor of attribute with Vehicle Purchase #1 Make Direct Phone Contact with Customer after sending Email w/availability & prices 17% 27% 11 #2 Send Price Quotes by Email to Customer 20% 27% 9 #3 Contact Customer more than once by Email and Telephone (within First 24 Hours) 21% 25% 5 #4 Make sure Customers are either Completely or Very Satisfied with the Lead Response 21% 24% 3 *Survey Participants who Purchased a Vehicle were identified via RDR data cross reference and matching with Internet Lead Data Recent Marketing research (Q1, 2003) confirms the Best Practices collected during “Best In Class” Dealer Benchmark studies. How to sell more cars to customers that submit Internet leads… Without relying on opinion or seat of the pants management!
    91. 91. © Copyright 2005 Ralph Paglia - All Rights Reserved1/29/2015 6:07 AM 100 Thursday, January 29, 2015 100 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 0.00 5.00 10.00 15.00 Response Time (hours) ClosingRatio Correlation Between Internet Lead Response Time and Sales Close Ratios Content + Speed = Increased Sales Closing Ratios
    92. 92. © Copyright 2005 Ralph Paglia - All Rights Reserved1/29/2015 6:07 AM 101 Thursday, January 29, 2015 101 A: Increasing Closing Ratios is not “Just About” Response Times… Q: Why the variations?
    93. 93. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved Are Internet Leads submitted by people who are Chronic Shoppers? 85% of Internet Leads are submitted by people who submit ONE request to ONE dealer of that brand*… 40% of Internet Leads are submitted by people who submit ADDITIONAL requests to other dealers of a different brand… On a different make and model vehicle.* *Morpace Research; Lead Data Cross-Referencing Analysis – 88,000+ Leads, 2003
    94. 94. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 103 Lead Management Process Improvement
    95. 95. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 104 TAS eBusiness Lead Management Strategy • Respond to Leads quickly with 2 Initial Emails: 1. Email an Automated Response that Sets Customer’s Expectations 2. Quote Prices on 4 Available Vehicles and Sets the Stage for a Phone call to discuss the Price Quotes sent (30 minutes) • Make Direct Phone Contact with customer after sending Email with Price Quotes on Available Vehicles to: 1. Verify receipt of the Emailed Price Quotes 2. Discuss the vehicles quoted and Customer’s Wants/Needs 3. Set an appointment for the customer to visit dealership, inspect vehicles quoted and take test drive(s) • Use Management for Customer Satisfaction Assurance: 1. Email sent same day that lead arrives, introducing GM/Owner and providing direct Email and Phone contact information 2. Management Phone call to Customer made 24 Hours after lead arrives to verify complete satisfaction with Dealer’s response
    96. 96. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 105
    97. 97. 9/13/2003 10:44 AM I am a car buyer… I see one of Jay Wolfe Honda’s ads inviting me to visit www.JayWolfeHonda.com for the best online selection of new and used Hondas… So, I visit the site.
    98. 98. 9/13/2003 10:45 AM I click on “New Cars” and then select “Vehicle Search”…
    99. 99. 9/13/2003 10:46 AM I then use the site’s Inventory search engine to look for a Honda Accord EX sedan within the $20K to $25K price bracket… I find the car I am interested in and click on it to see more information.
    100. 100. 9/13/2003 10:47 AM When I open up the details screen for this car, I start to get excited… It is pretty close to what I have been looking for. Now, I see the “I’m Interested” button and click on it.
    101. 101. 9/13/2003 10:48 AM I then use the Dealer’s customized online (XML based) form to provide my contact information and express interest in the Accord EX that I selected from the Jay Wolfe Honda’s current inventory…
    102. 102. 9/13/2003 10:49 AM As I scroll down to complete the “I’m Interested” form for the Accord, I am noticing that the information being requested is easy to select from customized drop-down menus and I can tell the dealer wants to be able to give me exactly what I want by finding out what’s important to me… I write some comments explaining my buying circumstances, then click “Submit”.
    103. 103. 9/13/2003 10:51 AM I receive a confirmation… Then go back to doing work related stuff on my PC…
    104. 104. Dear Ralph, Thank you for expressing an interest in allowing Jay Wolfe this opportunity to earn your business. We have successfully received your information. If you have submitted a request for pricing or vehicle information during our regular business hours we will send you a response within two hours or less. If your request was submitted during non-business hours, on a Sunday or a holiday, we will get back to you within two hours of our next business day. Again, thank you for choosing Jay Wolfe. You are welcome to visit the dealership at any time that is convenient for you. I have included a link at the bottom of this email that will give you detailed directions to our dealership. For the best service possible, please remember to ask for me so that I can provide you with any and all current Internet specials. Sincerely, Charla Eastwood Internet Sales Manager Jay Wolfe Honda 220 W.103rd Street Kansas City, MO 64114 1-800-655-1385 Click here to submit an online financial application. Click here to view the Wolfe Automotive Group new vehicle inventory. Click here to view the Wolfe Automotive Group pre-owned inventory. Click here to value your trade. Click here for directions to Jay Wolfe Honda. Click here for directions to Jay Wolfe Kia. 9/13/2003 10:55 AM A few minutes go by, then my email “bell” clangs and I open up a new email message… I can see it is an automated response that tells me to expect a personalized response within the next two hours from the dealership. I’ll believe it when I see it!
    105. 105. 9/13/2003 11:54 AM
    106. 106. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 117 Thank you for your inquiry on the 2003 Honda Accord Sdn EX Man. Below you will find information regarding the vehicle that most closely matches the vehicle you selected, along with other important information for you. You can view our entire inventory online at: www.jaywolfehonda.com Year-Make Model MSRP E-Price Stock # 2003 Honda Accord $22,060 $20,400 H31155 In addition, here are a few other vehicles we selected, based on your inquiry, that you may want to consider: Year-Make Model MSRP E-Price Stock # 2003 Honda Accord $16,260 $15,907 available 2003 Honda Accord $19,660 $18,195 H32068 2003 Honda Civic $16,470 $15,194 H32098 Additionally, the manufacturer may offer special APR’s (interest rates) on select models that are subject to credit approval. Email Response Analysis
    107. 107. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 118 By the way, we have many other vehicles in stock that are similar to what’s listed above…several of which are less expensive. We would like to show you all of these vehicles, plus provide information on the value of your trade-in, optional equipment, financial services, and anything else that will help you feel confident and comfortable doing business with Jay Wolfe Honda. Because this information is important, and time sensitive, I will be contacting you by phone. Additionally, we can discuss any questions you have and make arrangements for a no-obligation personal test drive. You can click on the following link to submit a credit application which will allow Jay Wolfe Honda to process a no-obligation pre-approval: Click Here for Wolfe Automotive's Online Credit Application By submitting your Financial Services Application online, you can have the entire buying process streamlined so that your time in our dealership is minimized. Email Response Analysis
    108. 108. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 119 Because this information is important, and time sensitive, I will be contacting you by phone. Additionally, we can discuss any questions you have and make arrangements for a no- obligation personal test drive. You can click on the following link to submit a credit application which will allow Jay Wolfe Honda to process a no-obligation pre-approval: Click Here for Wolfe Automotive's Online Credit Application By submitting your Financial Services Application online, you can have the entire buying process streamlined so that your time in our dealership is minimized. For questions regarding any possible vehicle trade-ins you might have, we have found that the most trusted and accurate site relied upon by millions of Americans is Kelley Blue Book: Click Here for the Kelley Blue Book Trade-in Evaluator If you would like to visit the website trusted by more new car buyers than any other for information regarding dealer costs and "True Market Value" then you will want to visit Edmunds Online: Click Here to Visit Edmunds Car Buying Consumer Web Site Email Response Analysis
    109. 109. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 120 You can click on the following link to submit a credit application which will allow Jay Wolfe Honda to process a no-obligation pre-approval: Click Here for Wolfe Automotive's Online Credit Application By submitting your Financial Services Application online, you can have the entire buying process streamlined so that your time in our dealership is minimized. For questions regarding any possible vehicle trade-ins you might have, we have found that the most trusted and accurate site relied upon by millions of Americans is Kelley Blue Book: Click Here for the Kelley Blue Book Trade-in Evaluator If you would like to visit the website trusted by more new car buyers than any other for information regarding dealer costs and "True Market Value" then you will want to visit Edmunds Online: Click Here to Visit Edmunds Car Buying Consumer Web Site Once again, thank you for your inquiry and we look forward to meeting you! Charla Eastwood Internet Sales Manager Jay Wolfe Honda 220 W.103rd Street Kansas City, MO 64114 Click here to submit an online financial application. Click here to view the Wolfe Automotive Group new vehicle inventory. Click here to view the Wolfe Automotive Group pre-owned inventory. Click here to value your trade. Click here for directions to Jay Wolfe Honda. Email Response Analysis
    110. 110. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 121 For questions regarding any possible vehicle trade-ins you might have, we have found that the most trusted and accurate site relied upon by millions of Americans is Kelley Blue Book: Click Here for the Kelley Blue Book Trade-in Evaluator If you would like to visit the website trusted by more new car buyers than any other for information regarding dealer costs and "True Market Value" then you will want to visit Edmunds Online: Click Here to Visit Edmunds Car Buying Consumer Web Site Once again, thank you for your inquiry and we look forward to meeting you! Charla Eastwood Internet Sales Manager Jay Wolfe Honda 220 W.103rd Street Kansas City, MO 64114 Email Response Analysis
    111. 111. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 123 Phone Call To Set Appointment Purpose: 1. Establish what is most important to your customer by following the Internet Price-Quote Follow-up word track from Reynolds Consulting 2. Set the stage for your Customer’s expectations… Create a buying “Plan” during the conversation 3. Schedule appointment for a vehicle presentation and test drive at dealership or customer’s location Received Call from Charla at Jay Wolfe Honda less than an hour after receiving the price quotes on 4 cars - 9/13/2003 12:32 PM Phone Follow-up Analysis
    112. 112. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 124 The most successful eBusiness Dealers focus on scheduling an appointment by using a form that has a dual purpose of “Information Gathering Tool” and suggested Phone Script during each call… Let’s take a closer look at this tool and how it is used by dealers... Phone Follow-up Analysis Call Made Within 1 Hour (secret sauce)
    113. 113. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 125 (Part 1) Internet Customer Call AFTER Price Quotes Sent by Email Hello, this is _______ with the CRC at ABC Motors, May I speak with_____________? Hi __________, earlier today (yesterday?) we sent you an email message with information and price quotes. Have you been able to take a look at it? IF YES: Great! So that you get all the benefits offered by ABC’s Internet program, I’d like to discuss how it works with you… Would that be OK? IF YES: Have you ever bought a vehicle using the Internet before? IF NO: No problem, Let me explain how our Internet process helps you get a better deal… There are Four easy and convenient steps: Step 1. Find a few vehicles that might be right for you Step 2. Provide you with prices & the information you need to make an informed decision Step 3. Schedule a convenient time to come in, look at the vehicles and take a test drive Step 4. You bypass the traditional car sales process and buy your new vehicle in less than half the time it usually takes… At the lowest prices, without any hassles or aggravation Phone Follow-up Analysis IF NO: That’s OK… When would be a better time to speak with you about the information we sent? What number should I call? ________________ Do you have an email that you can access right now, so I can send you price quotes(& dealer invoices)? #2 Email:______________________ If Yes: Great! Tell me, how did it go? If NO: When would be a better time for me to call?
    114. 114. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 126 (Part 2) Internet Customer Call AFTER Price Quotes Sent by Email So that I can make sure we sent you quotes on the right vehicles, I am going to ask you a few questions: You indicated that you’re interested in a: _______________________________________(year/make/model) What options or equipment are a “Must Have” for you?_________ ________________________________________________________ ________________________________________________________ ________________________________________________________ If we had a similar vehicle to what you enquired about, with similar equipment, that was less expensive… would you want to know about it, or would you rather have us rule that out for you? (IE: Demo’s, factory program vehicles, cancelled orders, etc.) YES or NO Phone Follow-up Analysis
    115. 115. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 127 (Part 3) Internet Customer Call AFTER Price Quotes Sent by Email (Circle Answer) Are you ADDING or REPLACING a vehicle? What are you currently driving? Year:____ Make:__________ Model:____________ Miles:______K Options/Equipment?______________________________________ (Circle Answer) Would you like a Trade-In value estimate? YES or NO So we can understand what’s important to you… Thinking about what you currently drive: What do you Like Best? ________________________________________________________ ________________________________________________________ What would you Improve? ________________________________________________________ ________________________________________________________ Phone Follow-up Analysis
    116. 116. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 128 (Part 4) Internet Customer Call AFTER Price Quotes Sent by Email Going back to the ______________ (model only) you expressed interest in… When was the last time you drove a (Year & Model)?____________ May I make a suggestion?_________ (If Trade) So we can (give you as much possible for your trade in and…) give you an opportunity to test drive the (Year & Model)... we should make arrangements for you to come in: …Would Today Tomorrow be better? Morning Evening? 10:15 or 10:45? 6:15 or 6:45? Great, we’ll see you on ________________ at:____________ Phone Follow-up Analysis OR
    117. 117. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 129 (Part 5) Internet Customer Call AFTER Price Quotes Sent by Email …AND, If anything changes on our end, I will contact you by email & phone to let you know… PLEASE do me a favor; if anything should change on your end that will effect you coming in… will you let me know? Phone Follow-up Analysis When you arrive at the dealership, please take advantage of the Customer Parking in the front of our showroom and see our receptionist, who is located in the showroom entryway, right as you walk in the front. Please give her your name and let her know you have an appointment with Joe Dealermaker, our General Manager… She will have your name on her appointment calendar and Joe will be expecting you. We will have several vehicle pre-selected for your inspection and test drive. Please let me give you directions… Or, would you prefer that I send them to you by email? (Give directions to dealership)
    118. 118. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 130
    119. 119. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 131
    120. 120. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 132 TAS eBusiness Process: Implementation Results 42 83 106 110 150 164 254 200 217 256 278 288 0 25 50 75 100 125 150 175 200 225 250 275 Sept Nov Jan Mar May July 2002 - 2003 WAG Monthly Internet Sales RCS Program Begins (TAS) Grand Opening eBusiness Promotion
    121. 121. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 133 12 Month Process Improvement Results: 2 0 6 0 16 4 17 6 24 7 33 9 57 15 36 8 40 11 59 10 61 6 72 12 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 Sep Nov Jan Mar May Jul 2002 - 2003 Jay Wolfe Honda Monthly Internet Sales New UsedRCS Program Begins (TAS)
    122. 122. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 134 Lead Management Process Improvement Results: 2 6 20 23 31 42 72 44 51 69 67 84 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug 2002 - 2003 Jay Wolfe Honda Monthly Internet Sales RCS Program Begins (TAS)
    123. 123. “In September, our eleven stores in the Kansas City area combined to sell less than fifty units that we could attribute to the Internet. Under Ralph’s guidance, we implemented a process that showed immediate results. In just less than four months of working our Internet inquiries “Ralph’s Way”, our sales increased more than 350%! This has not been easy. Changing a process as detailed and intricate as this across eleven stores spread out over an entire metropolitan area is challenging. However, somehow Reynolds Consulting and Ralph made it appear easy. He helped us get immediate buy-in with our General Managers and his experience in working with other large dealer groups across the country allowed us to be prepared for the inevitable bumps in the road that we would face. Since our initial launch, we have expanded our efforts to other cities where we have stores and again, Reynolds Consulting has been instrumental in helping us implement and manage those start-ups.” Mark Vickery Wolfe Automotive Group Concepts Realized: Real-World Implementation
    124. 124. Results-Based Lead Management Process A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights ReservedThursday, January 29, 2015 136 Dealers that implemented our recommended LMP increased the Brand’s sales closing ratio from 10.8% to 20.5% RCS Program Launch
    125. 125. Key Findings: (Lead Sales as a Percentage of Total Retail Sales) • Web Lead Sales have risen from 2% of Total Retail Sales at the beginning of 2001 to over 8% during 2003, with a straight line increase trending at approximately 3% per year Copyright © 2002 , SAS Institute Inc. All rights reserved.
    126. 126. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 138
    127. 127. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 139 Developing a Strategy • Start • Stop • Continue
    128. 128. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 145 Enter Your “Next Steps” Into the Action Plan Workbook
    129. 129. Afternoon Break
    130. 130. LEAD MANAGEMENT PROCESS IMPROVEMENT & IMPLEMENTATION Results Focused eBusiness Workshops ATTRACT INTERACT RESPOND SELL SERVICE RETAIN Professional Development Programs for Dealerships and their Management teams designed to build the understanding, knowledge, skill sets and expertise required for success in today’s eBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts from Reynolds Consulting Services to supplement and leverage AHM eBusiness Programs, TAS Strategy provides dealers with process improvement solutions proven to increase sales.
    131. 131. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 148 • Please Silence Your Mobile Phones • Breaks Are limited to 15 Minutes, and Lunch is 45 Minutes • Please Return To The Class Promptly at the End of Each Break or Lunch • If You Return from a Break Late, You Must Read the next section out loud (real loud!) to the class… • Locations of Restrooms and Break Area For Everyone’s Benefit…
    132. 132. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 149
    133. 133. 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 0.00 5.00 10.00 15.00 Response Time (hours) ClosingRatio Correlation Between Internet Lead Response Time and Sales Close Ratios Content + Speed = Increased Sales Closing Ratios
    134. 134. A: Increasing Closing Ratios is not “Just About” Response Times… Q: Why the variations?
    135. 135. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 152 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 Average Minutes to Answer Email 2 AverageMinutestoAnswerEmail1 MDX TL Zone 3Zone 2 Zone 5 Zone 6 Zone 4 Zone 1 Zone 3 Zone 2 Zone 6 Zone 5 Zone 1 Zone 4
    136. 136. PROCESS Person 2 Person Keyboard 2 Keyboard SALES Technology Assisted Selling 1. TAS Process methodology is designed to engage a customer continuously throughout the buying cycle, Using Multiple Channels… Email… Phone… Meetings. Face 2 Face
    137. 137. 2. Lead Management Process Improvement begins with an eBusiness Assessment of existing procedures using Process Mapping Gap Analysis & Appreciative Inquiry customer PROCESS Sales Manager Internet Leads Lack of consistent lead follow-up monitoring limits Sales Rep accountability and tracking of process performance metrics ? Email Contact Sales Reps ?? ? ? Random lead assignment procedures Individual sales reps managing their own leads… Each doing it differently than the other! SALES eBusiness Assessment http://www.dealersite.com Visits Site No process or data capture from other web lead sources Walk-In Leads Service Leads Phone Leads Traffic to web site and lead submission rates not being monitored… Only email In-box is used to organize leads Sales Reps inconsistently use telephone and/or email to respond to leads and schedule appointments
    138. 138. © 2003. Reynolds Consulting Services - All Rights Reserved A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N Thursday, January 29, 2015 156 Response Funnel - HONDA 808 Leads Sent = 100% 554 Responded by Email Only = 83% 96 Responded by Both Email & Phone = 15% 35 Addressed All Questions asked = 5% 11 Responded by Phone Only = 2%
    139. 139. © 2003. Reynolds Consulting Services - All Rights Reserved A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N Thursday, January 29, 2015 157 Response Funnel - ACURA 148 Leads Sent = 100% 109 Responded by Email Only = 88% 15 Responded by Both Email & Phone = 11% 8 Addressed All Questions asked = 6% 1 Responded by Phone Only = <1%
    140. 140. Mystery Shop; Dealer Response Attributes 956 Mystery Shops Completed During Summer 2003 Leads Submitted to Dealers Dealers who Responded by Email ONLY Dealers who Responded by Phone ONLY Dealers who Responded by BOTH Email & Phone Dealers who Answered ALL Questions Asked 148 109 1 15 8 808 554 11 96 35
    141. 141. © 2003. Reynolds Consulting Services - All Rights Reserved A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N Thursday, January 29, 2015 160 ACURA - Responses to Information Requested in E-Mail 22 29 18 18 13 23 0 2 4 2 1 Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 Zone 6 # of Responses #Answering All Questions 7% 22% 8% 9% 0% 0%Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 Zone 6 Two Questions 16% No Questioned Answered 53% One Question 24% All Questions 7% % Answered All Questions
    142. 142. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 161 Dealer ID Zone District Dealer Name Minutes # of Questions Answered Phone Follow- Up 207222 9 D Honda Automobiles Of Nashua 4 3 No 206831 6 A Koons of Manassas, Inc. 4 3 No 207260 7 B Classic Honda 7 3 No 208221 7 F Honda of Ft. Myers 10 3 No 207215 2 E Tony Honda 10 3 No Honda’s Fastest Responding Dealers Answering all Information Requested in E-Mail
    143. 143. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 162 Dealer ID Zone District Dealer Name Minutes # of Questions Answered Phone Follow- Up 251418 3 C Ed Napleton Acura 16 3 No 251188 6 C Scottsdale Acura 16 3 No 251144 3 C Continental Acura of Dupage 22 3 No 251416 6 A Mac Churchill Acura 23 3 No 251174 2 C Pohanka Acura 32 3 No ACURA’s Fastest Responding Dealers Answering all Information Requested in E-Mail
    144. 144. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 163
    145. 145. Sales Reps Customer Leads 3. eBlueprinted Optimized Process design w/Templated Steps ensures accountability for consistent lead handling customer PROCESS CRM Application CONTACT DATABASE Automated Database Population 2 Sales Manager Automated Email Response by Lead Type 1 Scheduled e-mail follow-up to BOTH web & retail CRM Application open status contacts 6 Prospect responds directly to assigned sales rep via email and phone Pre-contact Post-contact Lead Submitted Clock Starts 7 Process Performance Metrics Sales Rep uses CRM Application email templates and telephone to respond to leads & schedule appt Clock Stops 4 Sales Mgr. Lead Assignment 3 eBlueprinted Optimized Process Sales Reps enter ALL contact info from Ups into CRM Application 5 SALES Results Optimized Process eBusiness Office http://www.dealersite.com Visits Site
    146. 146. INCREMENTAL SALES SALES 4. Incremental sales and profits are the direct result of dealer integration of marketing strategy, process and web services LEADS SOLD •Appointment Welcome Board •Agenda review upon arrival •Vehicles Pre-selected & made ready for inspection & Test drive •Online Credit Pre-Approval •Documentation Pre-completed •Streamlined Sales Process Dealership Visits (Appt. Shows) results Showroom “Showtime” Sales Sales Performance Metrics Lead Management Process • Faster Response Time • Emails that set stage for Phone Contact • Proven Lead Management Process • Multiple/Direct Customer Contacts • Ask for & Schedule the Appointment • Appointment Confirmation Process • No-Show Follow-up Process
    147. 147. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 166 •Appointment Welcome Board •Agenda review upon arrival •Vehicles Pre-selected & made ready for inspection & Test drive •Online Credit Pre-Approval •Documentation Pre-completed •Streamlined Sales Process Dealership Visits (Appt. Shows) •Faster Response Time •Emails that set stage for Phone Contact •Proven Lead Management Process •Multiple/Direct Customer Contacts •Ask for & Schedule the Appointment •Appointment Confirmation Process •No-Show Follow-up Process Lead Management Process Sales Results •Email Templates •Automated Response/Receipt •Automated Follow-up Prompts •Targeted Broadcast Emails •DMS Integration •Reports & Metrics •Lead Provider ROI Reports Tools & Technology Process Performance Metrics •Detail Oriented •Organized •CRM Application Savvy •Can Work Trade-In Valuations •Can Manage Quoting Prices that are in line with Pricing Strategy •Know the product and availability People & Pay Plans
    148. 148. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 168 ….Herding Cats! CRM Application Utilization Managing Customer Leads Can Be Like….
    149. 149. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 169 What is the Value of Training? Imagine what would happen if he skipped training… A - Turnout Helmet. NFPA Certified turnout helmet, complete with shell, face shield, neck protector and liner with adjustable headband and chinstrap. Available in white, yellow and red. B - Turnout Coat. Features include 260gsm, blue flame- resistant Nomex IIIA Rip Stop outer shell and Thermalite inner liner quilted to aramid scrim.Two deep front pockets with Velcro fasten flaps, silver reflective tape around the sleeves and hem, and zippered front with storm flap and exposed blast clips. C - Firefighter Gloves. NFPA Certified, structural fire fighting glove, made of leather and includes a moisture barrier. D - Turnout Overtrousers. Features include 260gsm, lime flame-resistant Nomex IIIA Rip Stop overtrousers with Proban treated inner cotton liner provided. Two deep front pockets with Velcro fasten flaps, gold reflective tape around the ankles and Velcro front fastener with press-studs and leather backing for attaching braces. Inner liner has Velcro tapes at the waist and ankles to secure the garment to the inside of the overtrousers. E - Turnout Boots – Warrington Pro 2008. NFPA Certified Warrington Pro 2008 is a leather ‘top boot’ with steal capped toes, Gore-Tex lining and pull on straps. Y - Style Braces (not shown). Red flame retardant webbing with leather attachment tabs and leather backing. Trained & Qualified Untrained, But has equipment Which of these two would you want to rely upon?
    150. 150. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 171
    151. 151. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 172 Developing Strategy
    152. 152. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 173 Market Advertising Dealer Customer Base Dealer’s URL Everywhere” Honda Acura URL Search Engine Strategy Links on Local & Regional Sites •New & Used Inventory •Photos & Pricing •Sales, Service & Parts Specials •Service Appointments •Set expectations upon arrival with an “Agenda Review” •Vehicle ready for delivery •Documentation pre-completed Limited “Only” by a Dealer’s Creativity Face to Face Ear to Ear Email to Email Showroom Face To Face •Pricing Philosophy •Pay Plan •People •Place eBusiness Dept.TM
    153. 153. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 174 Traffic Interactive Web Site Process Sales 1000 (10%)100 LEADS (50%) 50(50%) 25 (80%) 20 CLOSES 20% Closing % 1. Market Strategy 2. Marketing Budget 3. Advertise Internal Customers (Meeting) 4. Advertise Customer Base (Direct Mail,Telemarketing) 5. Advertise Market (URL Everywhere) 6. Showroom Merchandising 7. Direct 3rd Party Leads to Website 8. Search Engine Strategy Development Benchmarks Appointments ScheduledAppointment Shows
    154. 154. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 175 Traffic Interactive Web Site Process Sales 1000 2 LEADS 107 (80%) 20 CLOSES 20% Closing % (10%)100 1. Easy Navigation 2. Research – Honda Technology 3. Find a Car (Inventory Updated from DMS) 4. Used Vehicle Photos & Prices Posted 5. Trade Evaluations (KBB) 6. Financing (Honda Technology) 7. Weekly TDA Ads uploaded (new specials) 8. Site Forms customized for higher submission 9. Site Text customized for search engines 10. Pop-up Window customization 40 Appointments ScheduledAppointment Shows (50%) 50(50%) 25 20 11. Multiple registered URL’s directed to site and Search Engine strategy implemented Benchmarks
    155. 155. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 176 Traffic Interactive Web Site Process Sales 1000 2 LEADS 107 (80%) 20 CLOSES 20% Closing % (10%)100 40 Appointments ScheduledAppointment Shows (50%) 50(50%) 25 20 Benchmarks 1. Lead Management Tool – Process Training 2. Auto Responder 3. Personal Responses w/links to info site features 4. E-Mail Templates – Improved verbage 5. 2-Way Pagers 6. Telephone Contact using Phone Script Training
    156. 156. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 177 Traffic Interactive Web Site Process Sales 1000 2 LEADS 107 (80%) 20 CLOSES 20% Closing % (10%)100 40 Appointments ScheduledAppointment Shows (50%) 50(50%) 25 20 1. Confirmation Call 2. Confirmation E-Mail Template: • Map to Dealership • Custom Directions • Links to web forms - streamlined buy process Benchmarks
    157. 157. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 178 Traffic Interactive Web Site Process Sales 1000 2 LEADS 107 (80%) 20 CLOSES 20% Closing % (10%)100 40 Appointments ScheduledAppointment Shows (50%) 50(50%) 25 20 7. Updates on Promotions 8. F&I Process – Online Menu 9. Pricing Process – Weekly Grid 10. Welcome Board - Appointments 1. Agenda Review upon arrival 2. Vehicles pre-selected & ready to drive 3. ISM introduces Sales Specialist 4. SS works deal – T/O to ISM if no close 5. “After Best Deal” Coupon 6. 1st Service Appointment scheduled Benchmarks
    158. 158. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 179
    159. 159. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 180 Dealership Visits to Leads Received Dealership Visits to Appointments Scheduled Appointments Scheduled to Leads Received Sales to Dealership Visits Sales to Leads Received
    160. 160. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 181 Sales to Leads Received Appointments Scheduled to Leads Received Sales to Dealership Visits Dealership Visits to Appointments Scheduled Dealership Visits to Leads Received 35% 80% 28% 70% Let’s Do The Math… What Metrics Have You Been Hearing About? 20%20%
    161. 161. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 182 Opportunity Analysis Customer Inquiries Apptmnts Made Dealer Visits Sales Close Ratio* Dealer Visit Closing % Apt. Shows to Scheduled % Opportunities Converted to Dealer Visits Appointments Made to Opportunity % Dealer's Web Sites: 100 50 35 14 14% 40% 70% 35% 50% OEM's Web Sites: 100 50 30 20 20% 67% 60% 30% 50% Integrated Marketing Totals: 200 100 65 34 17% 52% 65% 33% 50% Opportunity Analysis Customer Inquiries Apptmnts Made Dealer Visits Sales Close Ratio* Dealer Visit Closing % Apt. Shows to Scheduled % Opportunities Converted to Dealer Visits Appointments Made to Opportunity % Autobytel 100 5 4 3 3% 75% 80% 4% 5% MSN Autos 100 10 7 5 5% 71% 70% 7% 10% CarsDirect 100 15 10 9 9% 90% 67% 10% 15% KBB Classifieds 100 20 12 4 4% 33% 60% 12% 20% Yahoo! Autos 100 25 10 9 9% 90% 40% 10% 25% Autovantage 100 30 25 7 7% 28% 83% 25% 30% Autotrader.com 100 35 28 25 25% 89% 80% 28% 35% 3rd Party Lead Provider Totals: 700 140 96 62 9% 65% 69% 14% 20% TAS Process Totals: 900 240 161 96 11% 60% 67% 18% 27% *Close Ratio Automatic Color Shading Key: Fill in the unshaded, clear fields - All the shaded colored fields will be automatically calculated based on the data you enter... = Benchmark or Better = Marginal Performance = Underperforming Process Integrated Marketing Business Opportunities: 3rd Party Provided Business Opportunities: Included in your ISM Toolkit…
    162. 162. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 183
    163. 163. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 184 Traffic Interactive Web Site Process Sales 1500 (1.7%)25 LEADS (40%) 10(70%) 7 (71%) 5 CLOSES ____% Closing % Appointments ScheduledAppointment Shows WHAT ARE YOURS? Open Your Manual to Page: _______
    164. 164. A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N © Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 185 Traffic Interactive Web Site Process Sales 1500 (1.7%) LEADS (40%)(70%) (71%) CLOSES __% Closing % Appointments ScheduledAppointment Shows Dealership name: ______________ WHAT ARE YOURS?
    165. 165. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 186 Where are you today? How does this compare to the last time we checked?
    166. 166. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 187
    167. 167. © Copyright 2005 Ralph Paglia - All Rights Reserved Lead Management Process Process Improvement Implementation A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N 11/2/2003 1:38 PM 188

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