How Many of You Have Experience in the “Operations” Side of the Car Business….As Well As The “Financial” Side? OK, This Should Be Interesting….Most of You Folks Are Probably All Accustomed To (and Comfortable With) Concentrating on Steps 1, 2, and 3! In the Training and Consulting Arena, We Need To Focus on All Five Steps, but We Try to Really Involve the “Operations Folks” (through a “Guided Discovery” Process) in Steps 4 and 5 (Assuming, Of Course, That You Folks Have Already Effectively Handled the First 3 Steps.) What Do You Think We Find To Generally Be the “Primary” Causes (Step 4)? Here’s an Example! Assume That We’ve Jointly Determined That Dealership Free Service & Policy Expense (All Departments) Is Too High (Which Happens to Be One of the Many Profitability Elements We At NCM Categorize as “Low Hanging Fruit” ( Describe !) ….What Do YOU Think That The “Primary” Causes Would Be?….. GET AUDIENCE INVOLVED !
TRAVIS SNOW UNLIMITED SUCCES S NOW! PRESENTS:
“ OPPORTUNITY MANAGEMENT”
Too Many Executive Officers, and Far Too Many of Their Department Managers, TODAY , to Understand and Recognize the Importance of Sound Accountability Management
Manager(s) didn’t Feel Accountable….Or Pay Plan Was “Insensitive”
Manager(s) didn’t Have a Process
Manager(s) didn’t Effectively Measure
Manager(s) didn’t Inspect
Any Business Modeling Exercise Begins with Knowing Where We Are Today! That Means We Must Start by “Measuring What We Intend to Manage”! And That Means That We First Must Define and Understand the Important “ Metrics”
What type of initial training do you have in place before a new salesperson is allowed to speak with a prospect?
Do you have a mentoring program?
How long is your new employee on-boarding program?
Do you realize that most new salespeople practice their amateur hour techniques on the customers you're paying so much to attract, and since they do such a poor job, you have to spend more to buy them new guinea pigs?
What is your ongoing training regimen to keep your people sharp?
Do you realize that if you hold a one-hour per week training meeting that is barely enough to maintain people and it's sure not enough to get them better?
How often do your salespeople practice? Do your managers practice with them? If not, please understand there are only three reasons for this: (a) Your managers have misplaced priorities; (b) Your managers don't have the skills themselves so they can't teach others; or
(c) Your managers are just plain lazy. In any event, you have a problem.
Is your sales team held accountable for generating referrals from the prospects they do sell?
Do they even know how to ask?
Can you determine what percentage of each salesperson's business comes from repeat and referral business?
If you're not tracking this how can you know for certain you are improving? Have you taught the mental discipline to believe that you cannot consider a customer opportunity “max‘ed out” until you have generated a referral and turned one sale into two?
“ If your management team would spend more time implementing the structure and disciplines to address these 24 points, you could cut your advertising dramatically within a year and never miss a beat. You would also have the higher profit margins and elevated customer satisfaction scores that come with selling more repeat and referral customers.”
“ If you're shaking your head “no way” to these claims, you have been brainwashed and need to shake yourself out of denial. You are an addict: an advertising addict, surrendering to the short term solution of throwing dollars at your problems, rather than the long term discipline it takes to improve your people and, thus, guarantee more profitable growth year after year.”
“ You don't need more opportunities. You need the discipline, focus and leadership to execute and sell the over abundance of prospects pouring through the cracks of your business day in and day out.” Copyright 1999 – 2004 The Dave Anderson Corporation. All Rights Reserved.