The document provides details about operations and procedures for a Business Development Center (BDC) including: 1) The BDC aims to establish and maintain professional customer relationships to generate sales appointments and increase vehicles sold/serviced. 2) Key BDC processes include inbound phone calls, internet leads, follow up with sold customers, and future plans to incorporate unsold follow up and showroom traffic. 3) The BDC structure and staffing include a manager, coordinators to handle communications, and future plans to incorporate more departments and prospects. Performance metrics and pay plans are also outlined.

1. BDC Operations and Procedures Manual Template
Business Development Center
Operations and Procedures Manual
November 9, 2010
Compiled and Edited by:
Ralph Paglia
CRM/eBusiness Director
Courtesy@RalphPaglia.com
Cell: 505-301-6369
© Copyright 2005 Ralph Paglia – All Rights Reserved 1

2. BDC Operations and Procedures Manual Template
Business Development Center Mission Statement
As a supporting unit to the Courtesy Chevrolet Sales Departments, establish, build and
maintain customer relationships through consistent and professional communications
that result in the generation of sales department appointments with prospective vehicle
buyers and sellers, as well as previous Courtesy Chevrolet customers.
Vision Statement
Through an effective blend of business processes, professional staff, information
management and communication technologies, drive showroom traffic that increases the
number of vehicles sold and serviced, while growing Courtesy Chevrolet’s market share
and supporting high customer satisfaction scores.
© Copyright 2005 Ralph Paglia – All Rights Reserved 2

3. BDC Operations and Procedures Manual Template
Business Development Center
Executive Overview
The Business Development Center (BDC) is setup as a department within the
dealership structure. (See Figure 1) The primary focus of the BDC is to establish and
maintain professional, consistent inbound and outbound communication with dealership
customers. This is accomplished by providing management, accountability and
performance metrics based on the Eight (8) primary retail profit opportunities within the
dealership. These Eight (8) primary retail profit opportunities are:
The CRM/eBusiness Director will supervise and manage resources associated with the
BDC and the Internet Sales Department, also promoting more effective internal
communication as well as managing the dealership’s websites.
© Copyright 2005 Ralph Paglia – All Rights Reserved 3

4. BDC Operations and Procedures Manual Template
The BDC Staff consists of a Business Development Manager, teams of Customer
Service Representatives to handle all inbound and outbound customer communications,
along with BDC Team Leaders to ensure quality control and daily production of
appointments.
The Internet Sales Team will be led by an Internet Sales Managers (ISM) supervising
teams of Internet Sales Specialists (ISS) to manage all Internet leads and requests.
Customer data will be managed and tracked using designated software applications that
are maintained by the Information Technology team led by the IT Director. Internet
leads are currently received, managed and tracked using the NetTrack (BuzzTrak) lead
management application associated with the Courtesy Chevrolet primary web site
provider, BZ Results, Inc.. Lead Management Process Performance Metrics will be
created using reports from both NetTrack and the UCS dealership management
system..
© Copyright 2005 Ralph Paglia – All Rights Reserved 4

5. BDC Operations and Procedures Manual Template
BDC Structure within the Dealership
Co m m un i c a ti on w i th A LL D e pa r t m e nt s
Results = Sales & Service & Appointments = $$$$$$
Figure 1
© Copyright 2005 Ralph Paglia – All Rights Reserved 5

6. Business Development Center
Department Objectives
• Capture complete customer information and maintain accurate database.
• Generate appointments with prospects/customers taking advantage of every
opportunity available to the dealership.
• Ensure that ALL prospects/customers are contacted and followed up on in a
professional, consistent manner.
• Generate performance metrics and reports to show results of BDC operation as
well as help Dealership Managers understand the productivity of the operation.
• Promote and improve communications within the dealership.
Department Goals
•Increase number of units sold and serviced.
•Increase Dealership gross profit.
•Improve Customer Satisfaction scores.
•Increase overall Dealership market share.
Department Metrics
• Business opportunities (leads) managed including inbound phone, internet and
sold follow up.
• Appointments made.
• Appointments kept.
• Sales made from customers contacted by the BDC.
• Gross profit contribution.
• Individual BDC Coordinator performance.
• Individual Internet Sales Specialist performance.
• Tracking of BDC expenses including salaries, other compensation, equipment
cost and monthly fees (telephone, software, etc.).

7. Business Development Center
Processes
1) Inbound Phone (See Figure 2)
a)All incoming sales calls are routed to BDC and customer information is captured
using scripts in LSI by BDC Coordinators.
b)Appointment is scheduled and confirmation call for BDC manager scheduled.
c)BDC Manager confirms appointment and prints information sheet for Sales
Department.
d)Appointment outcome (report card) call is made the day after every scheduled
appointment.
e)If vehicle is sold, customer is moved into Sold Follow up Contact Timeline (See
Figure 6).
f)If vehicle is not sold, report card is given to appropriate Sales Manager to resolve
concern/issue with customer. Report card is followed up daily to determine outcome.
g)If appointment not kept, customer is contacted to reschedule appointment.
2) eBusiness (Internet) Leads (See Figure 3)
a)All inbound leads are directed and managed through Salespoint by Internet Sales
Specialists. Auto response is sent immediately.
b)Personalized email response is sent within 5 minutes during business hours.
Questions are answered including price and a minimum of 2 alternatives are
offered.
c)Phone call is made, if phone number was given, within 10 minutes of
personalized email response.
d)Appointment is scheduled and confirmation call scheduled.
e)If phone contact is not made, eBusiness Lead Response Timeline is followed
(See Figure 4).
f)Appointment outcome (report card) call is made the day after every scheduled
appointment by BDC Coordinator.
g)If vehicle is sold, customer is moved into Sold Follow Up and contacted by BDC
Coordinator according to Sold Follow up Contact Timeline (See Figure 6).

8. h)If vehicle is not sold, report card is given to appropriate Sales Manager to resolve
concern/issue with customer. Report card is followed up by BDC Coordinator daily to
determine outcome.
i)If appointment not kept, customer is contacted to reschedule appointment.
3) Sold Follow Up (See Figure 5)
a)Vehicle is sold and delivered by the Sales Department.
b)Customer information is captured from ERA (Dealership DMS) and downloaded into
LSI.
c)Customers are contacted according to Sold Follow up Contact Timeline (See
Figure 6).
d)Opportunity customers are targeted based on current manufacture’s incentives
and/or Dealership marketing initiatives.
e)Retail Trade Cycle Management (RTCM) customer lists are downloaded from
Ford quarterly and loaded into LSI and contacted as opportunity customers.
4) Unsold Follow Up
a) Currently being managed by outside Vendor, will be incorporated into the BDC in
the near future.
5) Showroom Traffic
a) Currently being managed by outside Vendor, will be incorporated into the BDC in
the near future.
6) Service – Inbound Scheduling and Follow Up
a)Inbound scheduling currently being handled within the Service Department, will be
incorporated into the BDC in the near future.
b)Follow up currently being managed by outside Vendor, will be incorporated into the
BDC in the near future.
7) Prospecting
a) Currently using various methods, both within the Dealership as well as outside
vendors, will be incorporated into the BDC in the near future.

9. Inbound Phone Process
Business Development Center
Capture customer information using scripts in LSI
Set Appointment & BDC Manager
Schedule confirmation assigns qualified
call for BDC Manager salesperson
BDC Manager
confirms appointment - BDC Coordinator Reschedule follow
1 day prior or immediately calls for pay off up to get
if same day - print during down time appointment
huddle sheet
Advise Sales management
by placing huddle sheet
in managers mail box -
managers pick up daily
S a l e s p e r s o n t o s e l e c t & p r e p a r e vehicle
Appointment Kept Appointment Not Kept
Appointment outcome,
No Sale Vehicle sold
call - report card
Appointment outcome Appointment outcome Sold Follow Up
call - report card call - congratulations
Operator routes sales call to Business Develpment Center
See Sold Follow Up
contact timeline and
Figure 2

10. Process Flow

11. eBusiness Lead Process
ALL inbound internet leads directed to Sales Point
Auto response including hot links, directions, direct phone numbers
Business Development Center
Cross reference customer information using LSI
Immediate personalized email response - ASAP - within 5 mins during normal business hours
Answer questions including price, offer minimum of 2 alternatives
See eBusiness Lead
Response Process fo
contact timeline
Phone call within 10 minutes of email response
No Appointment
Set Appointment & Reschedule follow
Schedule confirmation up to get
call appointment
Sales person to
select & prepare
vehicle
Appointment Kept Appointment Not Kept
Appointment outcome,
No Sale Vehicle sold
call - report card
Sold Follow Up based
Appointment outcome Appointment outcome
on contact timeline
call - report card call - congratulations
and Process Flow
Figure 3

12. eBusiness Lead Response Timeline
Business Development Center
Cross reference customer information using LSI
Immediate personalized email response - within 5 mins during normal
business hours. If after hours, respond by 9:00am the next business day.
Answer questions including price if requestd, offer minimum of 2 alternatives
Phone call within 10 minutes of email response
24 HR (Day 2)
Week 4
Phone call or
Phone call
email
48 HR (Day 3) Week 5
Final attempt
Phone call or email
email
To "Inactive with
Follow Up" in
Salespoint
72 HR (Day 4)
email survey Customer responds
from BDC Mgr Address issues
directly
Seek appointment
96 HR (Day 5)
Phone call or
email
Week 2
Email "Incentive"
template
Figure 4

13. Set appointment
Week 3 (See Internet Lead
Email follow up to Flow process)
"Incentive" tempalte
No appointment
(See Internet Lead
Flow process)

14. Sold Follow Up Process
Vehicle is sold and delivered by Sales Department
Business Development Center
Capture customer information from ERA into LSI
Contact customer within Sold Follow Up timeline
Target opportunity
customers based on current
incentives/marketing campaigns
Set Appointment & BDC Manager
Schedule confirmation No Appointment
assigns qualified
call for BDC Manager salesperson
BDC Manager
confirms appointment - BDC Coordinator Reschedule follow
1 day prior or immediately calls for pay off up to get
if same day - print during down time appointment
huddle sheet
Advise Sales
management
by placing huddle sheet
in managers mail box -
managers pick up daily
Sales person to
select & prepare
vehicle

15. Appointment Kept Appointment Not Kept
See Sold Follow Up
contact timeline and
Process Flow outcome
Appointment
No Vehicle sold
call - report card
Figure 5
Sold Follow Up
Appointment outcome Appointment outcome
call - report card call - congratulations

16. Sold Follow Up Contact Timeline
When What Description
On Delivery From the BDC on behalf of the Salesperson immediately after
Postcard
the customer takes delivery
BDC Coordinator contacts customer to check status of vehicle
48 hours Phone Call
and resolve any concerns
21 Days BDC Coordinator contacts customer to remind them of
Phone Call survey; confirm intro to service and remind of 1st
maintenance appt; ESP & Aftermarket
30 Days Postcard Introduction to BDC; ESP info; VIP phone number
3 Month Postcard Referral request from BDC on behalf of salesperson
6 Month Phone Call From BDC; customer satisfaction script
9 Month Postcard Survey
1st birthday of vehicle from BDC on behalf of salesperson;
12 Month Postcard
includes a Service coupon
15 Month Phone Call
From BDC; keep connection established with customer for
18 Month Postcard
both Sales and Service; "bird dog" for referrals
If 24 month Lease customer, begin Lease Renewal process:
150 Day Postcard
120 Day Phone Call
90 Day Postcard (if needed)
75 Day Phone Call (if needed)
60 Day Postcard (if needed)
45 Day Phone Call (if needed)
30 Day Postcard (if needed)
21 Month Phone Call From BDC; customer satisfaction script
2nd birthday of vehicle from BDC on behalf of salesperson;
24 Month Postcard
includes a Service coupon
27 Month Phone Call From BDC; customer satisfaction script
From BDC; keep connection established with customer for
30 Month Postcard
both Sales and Service; "bird dog" for referrals
If 36 month Lease customer, begin Lease Renewal process:
150 Day Postcard
120 Day Phone Call
90 Day Postcard (if needed)
75 Day Phone Call (if needed)
60 Day Postcard (if needed)
45 Day Phone Call (if needed)
30 Day Postcard (if needed)
From BDC; customer satisfaction script
33 Month
3rd birthday of vehicle from BDC on behalf of
36 Month salesperson; includes a Service coupon
42 Month From BDC; customer satisfaction script
Figure 6

17. Business Development Center
Staffing
• Business Development Manager (BDM) will oversee department and its daily
operations including Coordinators and Internet Sales Specialists. Internet Sales
Specialists report to Sales Managers regarding sales process, BDM oversees
handling of internet leads. See enclosed Manager Job Description for details.
• Manager will report primarily to Dealer Principal, but also General Sales Manager
regarding sales opportunities and Parts and Service Director regarding service or
other Fixed Operation opportunities.
• BDC Coordinators will be full time focused entirely on generating appointments.
See enclosed Coordinator Job Description for details.
• Staff will include a high percentage of Bilingual (English/Spanish) coordinators to
handle Hispanic customer base.
• BDC Coordinators as well as BDM will be paid a base/hourly salary plus
incentives for appointments kept. In addition, there will be bonuses for vehicle
sales resulting from BDC appointments. See enclosed Coordinator Pay Plan for
details.
• Internet Sales Specialists will be paid based on Sales Department commission
structure for each vehicle delivered.

18. Business Development Center
Manager Job Description
•Oversee daily operations of Business Development Center.
•Recruit and train Business Development Center coordinators.
•Download customer lists from Ford and other sources into CRM solution (LSI).
•Download customers from ERA daily (sold vehicles, etc) and update CRM
solution (LSI).
•Run daily/weekly/monthly BDC reports and track results.
•Prepare individual call results report for each coordinator for measurement.
•Train coordinators through review of call conversations and outcome.
•Determine customers (sold, in equity, non-equity, etc.) to contact based on
current manufacturer incentives as well as dealer marketing initiatives.
•Review performance of department; develop and implement improvement/action plans
as required.
•Interface with other department managers to maintain open lines of
communication between all departments.
•Participate in dealership management meetings and sales meetings.
•Confirm appointments scheduled by coordinators.
•Assign qualified salesperson to confirmed appointment if not previous customer.
•Print strategy worksheet presentation (huddle sheet from LSI) for each customer
appointment.

19. Business Development Center
Sales Coordinator Job Description
• Answer all incoming phone calls according to scripts and schedule appointment
for appropriate department.
• Log all customer comments into CRM tool (LSI/Contact Management).
• Schedule follow-up contact if no appointment is made.
• Contact customers using scripts in CRM tool to schedule appointments for Sales
and/or Service.
• Post scheduled appointments on appointment board in BDC as well as welcome
board in Showroom.
• Appointment schedule to receptionist/greeter.
• Follow-up with Sales Department to determine if appointment was kept and the
outcome. Schedule future contact as needed.
• Reschedule no-show customer appointments.
• Purify and update customer changes in database (ERA).
• Generate letters, postcards and emails according to contact timelines.
• Contact customers based on current marketing initiatives and incentives.
• Notify appropriate departments when an appointment is scheduled.
• Forward any customer concerns to appropriate Department manager and follow-
up.

20. Business Development Center
Sales Coordinator Pay Plan (Tentative)
Bill Currie Ford Sales Coordinators will be compensated as follows:
Base Hourly Wage
Hourly rate will be $10.00 per hour for 1 st 60 days (training period).
Subsequent hourly rate will be $8.50 per hour plus bonus outlined below.
Appointment Show Bonus
Bonus will be paid based on Appointment Show Rate (appointments made versus
appointments kept).
Level 1: $5.00 per appointment kept with show to appointment rate of 50% or less.
Level 2: $7.50 per appointment kept with show to appointment rate of 51 % or greater.
Delivery Bonus
Bonus will be a sliding scale based on number of delivered (sold) units.
•1 – 10 units pays $10.00 per unit
•11 – 15 units pays $15.00 per unit
•16 – 25 units pays $20.00 per unit
•26 – 35 units pays $25.00 per unit

21. Business Development Center
General Information
•Appointments generated by the BDC will be assigned to the salesperson of
record if previous customer or referral from previous customer. New
prospects/customers will be assigned a BDC Qualified salesperson. See
enclosed Salesperson Qualifications for details.
•Coordinator work area will consist of a 5’ X 4’ workstation, computer with 17”
monitor, Dealership network access, DMS access, internet access, phone and
headset.
•BDC will have direct dial inbound phone number as well as direct fax number.
•All appointments will be logged on Appointment Board in BDC as well as
Welcome board in showroom.
•Coordinators will go through on week of training before handling calls. Training will
be handled by the Dealership’s Training Coordinator. See enclosed Training
Schedule for details.
•Ongoing training will be provided by the Business Development Manager as well as
Business Development Center Consultants from Reynolds Consulting Services.

22. Business Development Center
Salesperson Qualifications
These are minimum qualifications that a salesperson must meet to receive
appointments scheduled by the Business Development Center. Appointments
scheduled for previous customers and/or referrals from previous customers will be
assigned to the original salesperson.
•Must be employed a minimum of 90 days.
•Must be Ford Certified Sales Consultant.
•Must have sold minimum of 7 units in previous month.
These criteria will be applied to all salespersons at the end of each month and list of
qualified salespersons will be given to the Business Development Center by the 1 st of
each month.

23. Business Development Center
Training Schedule
Day 1 – Orientation
1)Dealership Orientation
2)Sales Overview
3)Sales Process – Basic
4)Product Knowledge
Day 2 – Systems
1)Reynolds + Reynolds System
2)Vehicle Source Books and Order Guides
3)Phone Training
a.Objectives
b.Communications
c.Word Tracks/Scripts
Day 3 – CRM Application
1)LSI Application Training
2)BDC Processes
Day 4 – Phone Training
1)Phone Scripts
2)Role Playing
3)Systems In Use
Day 5 – Review/Practice
1)Phone Scripts within LSI
2)Practice – Practice – Practice