Ahm lmp day 1 11 05-03

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.

© 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

Process
Improvement
Implementation
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…

© 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

Results-Based Lead Management Process
• 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:

(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)
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.

• 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
Day 1 (PM) Workshop Agenda:
•Phone Scripts
•Metrics Analysis Spreadsheets

(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
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.

• 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
Day 2 Workshop Agenda:

(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)

• 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)
• 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 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

Introduction to LMP: Relationship
Between People & Processes

TIPS eBusiness Strategy

Process
Improvement
Implementation
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

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

Business Case for
Lead Management
Process Improvement…

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

People
&
Pay Plans

People & Pay Plans
Right People + Right Job + Right Pay
RESULTS
equals

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?

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

Brick Success Click Success
People
“The same thinking that created success on the brick will help you on the click”
The Right People?
=

People
The Right People?
Committed VS. Involved

People
The Right People?
Designated VS. Dedicated
Part Time Full Time
Part Time Effort Equals Part Time Results!

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

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

People
The Right People?
65 - 85 leads per
Internet Manager

People
The Right People?
The Profile of an I-Manager:
•Characteristics?
•Previous Experience?
•Skills?

People
The Right People?
Internet Manager Profile:
- Computer literate
- “Likeable” selling style
- Highly organized
- Outstanding writing skills
- Good Phone skills
- High CSI

People
What is the Right Job?
 Creating Traffic?
 Updating Interactive Site?
 Executing the Process?
 Creating Internet Sales?
 Reporting & Performance Measurement?
 Service Appointments?
 Parts Sales?

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

People
What is the Right Pay?
What are some
different Pay Plans
that work?
Review Sample Pay Plans

Process
Improvement
Implementation
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?

Enter Your
“Next Steps”
Into the Action
Plan Workbook
eople & Pay Plans

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

• 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

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.

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

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)

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.

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

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)

Sample
Reports

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

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?

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

Enter Your
“Next Steps”
Into the Action
Plan Workbook

© 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

A: Increasing Closing Ratios is not
“Just About” Response Times…
Q: Why the variations?

0
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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

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

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

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%

Response Funnel - ACURA
109 Responded
by Email Only = 88%
Email & Phone = 11%
8 Addressed All
1 Responded by
Phone Only = <1%

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

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

Process
Improvement
Implementation
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

Process
Improvement
Implementation
11/2/2003 1:38 PM 80
Dealer
ID
# 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

Process
Improvement
Implementation
11/2/2003 1:38 PM 81
Enter Your
“Next Steps”
Into the Action
Plan Workbook

Process
Improvement
Implementation
11/2/2003 1:38 PM 83

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
Visits Site

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
• 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

•Vehicles Pre-selected & made
ready for inspection & Test drive
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

Process
Improvement
Implementation
11/2/2003 1:38 PM 88
….Herding Cats!
CRM Application Utilization
Managing Customer Leads
Can Be Like….

Process
Improvement
Implementation
11/2/2003 1:38 PM 89
the overtrousers.
Trained &
Qualified
Untrained,
But has equipment

Process
Improvement
Implementation
11/2/2003 1:38 PM 91
Enter Your
“Next Steps”
Into the Action
Plan Workbook

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

• 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

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

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

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!

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
ClosingRatio

Thursday, January
29, 2015
101
A: Increasing Closing Ratios is not
“Just About” Response Times…
Q: Why the variations?

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

Lead Management Process Improvement

Process
Improvement
Implementation
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

Process
Improvement
Implementation
11/2/2003 1:38 PM 105

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.

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 $25K price
bracket… I find the car I am interested in and click on it to see
more information.

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.

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…

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”.

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 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!

Process
Improvement
Implementation
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

Process
Improvement
Implementation
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.

Process
Improvement
Implementation
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:
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

Process
Improvement
Implementation
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:
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:
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:
Once again, thank you for your inquiry and we look forward to meeting you!
Charla Eastwood
Jay Wolfe Honda
220 W.103rd Street
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.

Process
Improvement
Implementation
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:
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:
Once again, thank you for your inquiry and we look forward to meeting you!
Charla Eastwood
Jay Wolfe Honda
220 W.103rd Street

Process
Improvement
Implementation
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

Process
Improvement
Implementation
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...
Call Made
Within
1 Hour
(secret sauce)

Process
Improvement
Implementation
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
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?

Process
Improvement
Implementation
11/2/2003 1:38 PM 126
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

Process
Improvement
Implementation
11/2/2003 1:38 PM 127
(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?
________________________________________________________
________________________________________________________

Process
Improvement
Implementation
11/2/2003 1:38 PM 128
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:____________
OR

Process
Improvement
Implementation
11/2/2003 1:38 PM 129
…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?
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)

Process
Improvement
Implementation
11/2/2003 1:38 PM 130

Process
Improvement
Implementation
11/2/2003 1:38 PM 131

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

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)

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)

“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

Dealers that implemented our recommended LMP
increased the Brand’s sales closing ratio from 10.8% to 20.5%
RCS
Program
Launch

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.

Process
Improvement
Implementation
11/2/2003 1:38 PM 138

Process
Improvement
Implementation
11/2/2003 1:38 PM 139
Developing a Strategy
• Start
• Stop
• Continue

Process
Improvement
Implementation
11/2/2003 1:38 PM 145
Enter Your
“Next Steps”
Into the Action
Plan Workbook

Process
Improvement
Implementation
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…

Process
Improvement
Implementation
11/2/2003 1:38 PM 149

0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0.00 5.00 10.00 15.00
ClosingRatio

Process
Improvement
Implementation
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

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

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
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

© 2003. Reynolds Consulting Services - All Rights Reserved
Thursday, January 29, 2015 156
Response Funnel - HONDA
554 Responded
by Email Only = 83%
Email & Phone = 15%
35 Addressed All
11 Responded by
Phone Only = 2%

Response Funnel - ACURA
109 Responded
by Email Only = 88%
Email & Phone = 11%
8 Addressed All
1 Responded by
Phone Only = <1%

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

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

Process
Improvement
Implementation
11/2/2003 1:38 PM 161
Dealer
ID
# 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

Process
Improvement
Implementation
11/2/2003 1:38 PM 162
Dealer
ID
# 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

Process
Improvement
Implementation
11/2/2003 1:38 PM 163

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
Visits Site

INCREMENTAL SALES
SALES
4. Incremental sales and profits are the direct result of dealer
integration of marketing strategy, process and web services
LEADS SOLD
•Vehicles Pre-selected & made ready for
inspection & Test drive
Dealership
Visits
(Appt. Shows)
results
Showroom “Showtime” Sales
Sales
Performance
Metrics
• 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

Process
Improvement
Implementation
11/2/2003 1:38 PM 166
•Vehicles Pre-selected & made
ready for inspection & Test drive
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

Process
Improvement
Implementation
11/2/2003 1:38 PM 168
….Herding Cats!
CRM Application Utilization
Managing Customer Leads
Can Be Like….

Process
Improvement
Implementation
11/2/2003 1:38 PM 169
the overtrousers.
Trained &
Qualified
Untrained,
But has equipment

Process
Improvement
Implementation
11/2/2003 1:38 PM 171

Process
Improvement
Implementation
11/2/2003 1:38 PM 172
Developing Strategy

Process
Improvement
Implementation
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

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

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
(50%) 50(50%) 25
20
11. Multiple registered URL’s directed to
site and Search Engine strategy
implemented
Benchmarks

Traffic
Interactive
Web Site
Process
Sales
1000
2
LEADS
107
(80%) 20
CLOSES
20%
Closing %
(10%)100
40
(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

Traffic
Interactive
Web Site
Process
Sales
1000
2
LEADS
107
(80%) 20
CLOSES
20%
Closing %
(10%)100
40
(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

Traffic
Interactive
Web Site
Process
Sales
1000
2
LEADS
107
(80%) 20
CLOSES
20%
Closing %
(10%)100
40
(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

Process
Improvement
Implementation
11/2/2003 1:38 PM 179

Process
Improvement
Implementation
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

Process
Improvement
Implementation
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%

Process
Improvement
Implementation
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…

Process
Improvement
Implementation
11/2/2003 1:38 PM 183

Traffic
Interactive
Web Site
Process
Sales
1500
(1.7%)25
LEADS
(40%) 10(70%) 7
(71%) 5
CLOSES
____%
Closing %
WHAT ARE YOURS?
Open Your Manual
to Page: _______

Traffic
Interactive
Web Site
Process
Sales
1500
(1.7%)
LEADS
(40%)(70%)
(71%)
CLOSES
__%
Closing %
Dealership name:
______________
WHAT ARE YOURS?

Process
Improvement
Implementation
11/2/2003 1:38 PM 186
Where are you today?
How does this compare to
the last time we checked?

Process
Improvement
Implementation
11/2/2003 1:38 PM 187

Process
Improvement
Implementation
11/2/2003 1:38 PM 188

Ahm lmp day 1 11 05-03

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