The document discusses best practices for screening, selecting, and hiring dealership employees. It explores organizational development strategies, recruiting tools, screening processes, and training materials that the most successful dealers use. The session will share the tools and processes used by Ralph Paglia to build some of the most successful internet sales departments, including the essential elements needed to grow sales departments into high-performance operations that can convert marketing opportunities into sales.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For Similar content visit http://www.autosuccesssocial.com/
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For Similar content visit http://www.autosuccesssocial.com/
This document provides an annual report from RR Donnelley for 2004. It discusses how RR Donnelley works together with customers, suppliers, and employees to meet print and print-related needs around the world. It highlights the acquisition of Moore Wallace to expand capabilities and growth in publishing/retail and financial printing segments. Employees are recognized for their efforts in integrating operations and focusing on customers, quality, and cost management.
Oracle Ireland -Integrating Sales and Marketingjason_207
This document advertises a sales and marketing event to discuss cost-effective CRM solutions. The event will be held on April 6th, 2011 at the Gibson Hotel in Dublin from 9am to 1pm. It will feature presentations from Miller Heiman on sales trends and Oracle on their CRM On Demand product. Attendees will learn about features to improve sales, marketing and service as well as see customer case studies and a live product demo. Lunch will be provided to allow networking with speakers and industry peers.
El Catador, a wine importer and distributor in the Dominican Republic, implemented a Salesforce CRM system to streamline its sales processes and increase its customer base. Doble Group conducted a business process review and helped configure the CRM. This allowed El Catador to formally track cash purchases at its retail store, generate more sales leads, and implement proactive sales tactics. Since implementing Salesforce, El Catador has cleaned customer data, added email addresses, and hopes to capture more clients and revenue with its new customer-focused sales approaches.
The document discusses electronic business and commerce applications. It describes cross-functional integrated systems, functional business information systems that support marketing, production, human resources, accounting and finance. It also discusses electronic commerce technologies like transaction processing systems and electronic payment and security systems.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For Similar content visit http://www.autosuccesssocial.com/
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For Similar content visit http://www.autosuccesssocial.com/
This document provides an annual report from RR Donnelley for 2004. It discusses how RR Donnelley works together with customers, suppliers, and employees to meet print and print-related needs around the world. It highlights the acquisition of Moore Wallace to expand capabilities and growth in publishing/retail and financial printing segments. Employees are recognized for their efforts in integrating operations and focusing on customers, quality, and cost management.
Oracle Ireland -Integrating Sales and Marketingjason_207
This document advertises a sales and marketing event to discuss cost-effective CRM solutions. The event will be held on April 6th, 2011 at the Gibson Hotel in Dublin from 9am to 1pm. It will feature presentations from Miller Heiman on sales trends and Oracle on their CRM On Demand product. Attendees will learn about features to improve sales, marketing and service as well as see customer case studies and a live product demo. Lunch will be provided to allow networking with speakers and industry peers.
El Catador, a wine importer and distributor in the Dominican Republic, implemented a Salesforce CRM system to streamline its sales processes and increase its customer base. Doble Group conducted a business process review and helped configure the CRM. This allowed El Catador to formally track cash purchases at its retail store, generate more sales leads, and implement proactive sales tactics. Since implementing Salesforce, El Catador has cleaned customer data, added email addresses, and hopes to capture more clients and revenue with its new customer-focused sales approaches.
The document discusses electronic business and commerce applications. It describes cross-functional integrated systems, functional business information systems that support marketing, production, human resources, accounting and finance. It also discusses electronic commerce technologies like transaction processing systems and electronic payment and security systems.
Courtesy Chevrolet in Phoenix, Arizona has become a leading online retailer of new and used Chevrolet vehicles. It uses an integrated online and offline marketing strategy involving multiple websites, landing pages, search engine marketing, and business development centers. This approach has significantly increased Courtesy's sales volume and leads generated over 18 months.
Rohrman automotive digital advertising strategy and tactics v3Ralph Paglia
The document discusses strategies for developing an effective digital marketing campaign for an auto dealership group. It recommends creating a network of targeted microsites, landing pages, and deep links connected to the primary websites to generate leads at a lower cost. Metrics like impressions, clicks, leads, and sales should be closely tracked and campaigns optimized to continuously lower the cost per lead.
Courtesy Chevrolet in Phoenix, AZ has become a leading online retailer of new and used Chevrolet vehicles. They use an integrated online and offline marketing strategy involving business development centers, dedicated internet sales teams, and a fully integrated interactive marketing approach. This has helped Courtesy Chevrolet dominate the online car buying experience in Phoenix and become the top selling Chevrolet dealership. Over time, they have expanded their online marketing and sales teams to continue growing their online business.
Auto Success Magazine Article on Car Dealer Microsites by Ralph PagliaCardinaleWay Mazda
This document discusses using body language to gain insights into car buying customers. It advises salespeople to observe customers' posture, whether they lean on vehicles, sit back in chairs or cross their arms, as these gestures can indicate interests, objections or lack of understanding. The document stresses mirroring customers' relaxed postures to build rapport, and watching for cues in body language to ensure salespeople understand customers and can address any concerns. The overall message is that body language provides important clues for salespeople, and careful observation is key to connecting with and fulfilling customers' needs.
This document outlines the organizational structure of a dealership's customer relationship management and eBusiness teams. It lists the names and roles of key personnel such as the IT Director, CRM/eBusiness Director, BDC Manager, Internet Sales Managers. It also shows the numbers of sales representatives, customer service representatives, and plans for expanding the business development center.
Stop the hemorrhaging of attrition and simultaneously increase your dealershi...Sean Bradley
There is over a 70 percent attrition rate with New Hires in the Automotive Sales industry. Most dealers are suffering from high turnover. And Sales Consultants are suffering from mediocrity. This presentation will show you why this is happening and how to not only fix it but how to literally increase your gross and volume by 50%
This document discusses whether a business development center (BDC) is the right choice for a car dealership. A BDC is a dedicated telemarketing department that manages inbound and outbound phone calls and emails to set appointments. The document outlines the pros and cons of a BDC, such as the upfront investment required but also their ability to consistently manage sales processes. It provides guidance on determining the scope of a BDC, defining objectives, staffing needs, training, metrics to track, and alternatives to a BDC like using existing sales associates or outsourcing to a call center.
Courtesy Chevrolet eFinance DepartmentRalph Paglia
The document outlines Courtesy Chevrolet's integrated eBusiness strategy to attract, convert, respond to, appoint, sell to, service, and retain customers. It shows the dealership's eBusiness sales results which increased through a holistic eIntegrated marketing strategy. It also provides analysis of lead generation sources and opportunities, examples of search engine marketing results, and discusses expanding the strategy through targeted landing pages, microsites, and cost-effective outdoor media integration.
This document contains over 100 tips for using Twitter effectively. Some of the key tips include:
1. Focus on building conversations and relationships rather than just broadcasting messages. Engage with others by listening, responding, and participating in dialogues.
2. Provide valuable, useful content for your followers rather than just self-promoting your brand or products. Share industry news, expertise in your field, or content from partners and customers.
3. Be authentic and genuine in your interactions. Do not come across as solely focused on marketing or selling. Listen to others and converse on a personal level to build trust and connections.
4. Use Twitter as part of an integrated social media strategy. Connect your
(Automotive) Internet / BDC Director Development Training Sean Bradley
http://www.DealerSynergy.com/Internet-Director-Development
Dealer Synergy created the most advanced and powerful training workshop for Internet and BDC Directors in the Automotive Sales Industry. If you want more information, please call 856-546-2440
Courtesy Chevrolet Internet Lead Management Process Map with Indexed TemplatesRalph Paglia
The document outlines the eLead management process for Courtesy Chevrolet, beginning when a customer submits a lead online. It involves:
1) The dealer receives the lead and sends an automated email acknowledging it within 24 hours.
2) An internet sales specialist is assigned and sends a personalized email with 4 vehicle quotes within 2 business hours.
3) The specialist then calls the customer to discuss the quotes and set up a test drive appointment.
The process details follow up procedures over the next 75 days if the customer does not initially respond, including more reminder emails and phone calls aimed at converting the lead into a sale.
Automotive Internet Sales / Phone Sales Process & Strategy Sean Bradley
Dealer Synergy's document discusses strategies for internet and phone vehicle sales. It emphasizes that dealers need both a sales process and two additional factors to succeed: identifying customer expectations, meeting them, and exceeding expectations. The top five reasons customers shop online are listed as price, availability, convenience, disliking salespeople, and research. The presentation encourages assembling these various components into an effective value package proposition.
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.
Internet Battle Plan - Growing Your BDC and Internet Sales Department in a Ca...Ralph Paglia
The document discusses how Courtesy Chevrolet in Phoenix, Arizona grew their internet sales team from 10 to 300 cars per month through organic growth. They focused on human resource development, defining clear sales processes, generating large quantities of high-quality leads, and ensuring adequate staffing levels and resources to handle high lead volumes. Key aspects that contributed to their success included developing specialized internet sales teams, documenting roles and responsibilities, and implementing processes to efficiently manage high call and email volumes from leads.
This document discusses best practices for screening, selecting, and hiring dealership employees. It explores organizational development strategies, recruiting tools, screening processes, and training materials that the most successful dealers use. The session will share the tools and processes used by Ralph Paglia to build some of the most successful internet sales departments, including what elements are essential for growing sales departments into high-performance digital marketing and sales operations.
The document discusses how Courtesy Chevrolet in Phoenix grew their internet sales team from 10 to over 300 cars per month. They did this through organic growth, specializing teams, centralized lead management, and defining roles and processes. Key aspects included splitting teams into new and used vehicles, adding managers and administrators, and opening a new larger BDC facility to handle increasing lead volumes from online marketing. This allowed more aggressive online advertising and higher sales volumes.
Amazon Org Structure Study and proposal for entry in IndiaTushar Gupta
The document proposes organizational changes to Amazon's structure in India. In Stage I over 1-2 years, it recommends a two-stage setup with heavy involvement of Indian leadership to preserve culture while increasing the customer base. Key goals in Stage I include establishing Amazon's flagship offerings in India while upholding brand values, adapting the retail business to India, and establishing engineering teams to support Kindle and e-commerce platforms.
Ralph Paglia Interview is Cover Story in Digital Dealer MagazineRalph Paglia
Ralph Paglia is the e-business director of Courtesy Chevrolet in Phoenix, Arizona. He oversees 60 employees in the dealership's internet sales department, which generates 30% of the dealership's total sales. The department uses a variety of online marketing strategies and sources for internet leads, including the dealership's own websites and third-party sites. Closing rates vary by lead source, with internally-generated leads having the highest closing rate around 13%.
Ralph Paglia Interview Digital Dealer Magazine April2007Ralph Paglia
Ralph Paglia is the e-business director of Courtesy Chevrolet in Phoenix, Arizona. He oversees 60 employees in the dealership's internet sales department, which generates about 30% of the dealership's total sales. The department utilizes a customer relationship center, multiple internet sales teams for new and used vehicles, and an e-finance sales team. Courtesy Chevrolet obtains leads from various sources, including third-party providers, digital marketing campaigns, and recycling past leads. Closing rates vary by lead source, with internally generated leads having the highest closing percentage.
Ralph Paglia Interview Digital Dealer Magazine April2007Ralph Paglia
Ralph Paglia is the e-business director of Courtesy Chevrolet in Phoenix, Arizona. He oversees 60 employees in the dealership's internet sales department, which generates 30% of the dealership's total sales. The department uses a variety of online marketing strategies and sources for internet leads, including the dealership's own websites and third-party sites. Courtesy Chevrolet aims to increase internet sales while maintaining strong gross profits through customer service initiatives like home delivery.
Digital Dealer Recruit Screen Hire WorkshopRalph Paglia
Ralph Paglia's presentation used during the 11th Digital Dealer Conference "Recruit Screen Hire" Workshop for car dealers in Las Vegas on October 6, 2011
Courtesy Chevrolet in Phoenix, Arizona has become a leading online retailer of new and used Chevrolet vehicles. It uses an integrated online and offline marketing strategy involving multiple websites, landing pages, search engine marketing, and business development centers. This approach has significantly increased Courtesy's sales volume and leads generated over 18 months.
Rohrman automotive digital advertising strategy and tactics v3Ralph Paglia
The document discusses strategies for developing an effective digital marketing campaign for an auto dealership group. It recommends creating a network of targeted microsites, landing pages, and deep links connected to the primary websites to generate leads at a lower cost. Metrics like impressions, clicks, leads, and sales should be closely tracked and campaigns optimized to continuously lower the cost per lead.
Courtesy Chevrolet in Phoenix, AZ has become a leading online retailer of new and used Chevrolet vehicles. They use an integrated online and offline marketing strategy involving business development centers, dedicated internet sales teams, and a fully integrated interactive marketing approach. This has helped Courtesy Chevrolet dominate the online car buying experience in Phoenix and become the top selling Chevrolet dealership. Over time, they have expanded their online marketing and sales teams to continue growing their online business.
Auto Success Magazine Article on Car Dealer Microsites by Ralph PagliaCardinaleWay Mazda
This document discusses using body language to gain insights into car buying customers. It advises salespeople to observe customers' posture, whether they lean on vehicles, sit back in chairs or cross their arms, as these gestures can indicate interests, objections or lack of understanding. The document stresses mirroring customers' relaxed postures to build rapport, and watching for cues in body language to ensure salespeople understand customers and can address any concerns. The overall message is that body language provides important clues for salespeople, and careful observation is key to connecting with and fulfilling customers' needs.
This document outlines the organizational structure of a dealership's customer relationship management and eBusiness teams. It lists the names and roles of key personnel such as the IT Director, CRM/eBusiness Director, BDC Manager, Internet Sales Managers. It also shows the numbers of sales representatives, customer service representatives, and plans for expanding the business development center.
Stop the hemorrhaging of attrition and simultaneously increase your dealershi...Sean Bradley
There is over a 70 percent attrition rate with New Hires in the Automotive Sales industry. Most dealers are suffering from high turnover. And Sales Consultants are suffering from mediocrity. This presentation will show you why this is happening and how to not only fix it but how to literally increase your gross and volume by 50%
This document discusses whether a business development center (BDC) is the right choice for a car dealership. A BDC is a dedicated telemarketing department that manages inbound and outbound phone calls and emails to set appointments. The document outlines the pros and cons of a BDC, such as the upfront investment required but also their ability to consistently manage sales processes. It provides guidance on determining the scope of a BDC, defining objectives, staffing needs, training, metrics to track, and alternatives to a BDC like using existing sales associates or outsourcing to a call center.
Courtesy Chevrolet eFinance DepartmentRalph Paglia
The document outlines Courtesy Chevrolet's integrated eBusiness strategy to attract, convert, respond to, appoint, sell to, service, and retain customers. It shows the dealership's eBusiness sales results which increased through a holistic eIntegrated marketing strategy. It also provides analysis of lead generation sources and opportunities, examples of search engine marketing results, and discusses expanding the strategy through targeted landing pages, microsites, and cost-effective outdoor media integration.
This document contains over 100 tips for using Twitter effectively. Some of the key tips include:
1. Focus on building conversations and relationships rather than just broadcasting messages. Engage with others by listening, responding, and participating in dialogues.
2. Provide valuable, useful content for your followers rather than just self-promoting your brand or products. Share industry news, expertise in your field, or content from partners and customers.
3. Be authentic and genuine in your interactions. Do not come across as solely focused on marketing or selling. Listen to others and converse on a personal level to build trust and connections.
4. Use Twitter as part of an integrated social media strategy. Connect your
(Automotive) Internet / BDC Director Development Training Sean Bradley
http://www.DealerSynergy.com/Internet-Director-Development
Dealer Synergy created the most advanced and powerful training workshop for Internet and BDC Directors in the Automotive Sales Industry. If you want more information, please call 856-546-2440
Courtesy Chevrolet Internet Lead Management Process Map with Indexed TemplatesRalph Paglia
The document outlines the eLead management process for Courtesy Chevrolet, beginning when a customer submits a lead online. It involves:
1) The dealer receives the lead and sends an automated email acknowledging it within 24 hours.
2) An internet sales specialist is assigned and sends a personalized email with 4 vehicle quotes within 2 business hours.
3) The specialist then calls the customer to discuss the quotes and set up a test drive appointment.
The process details follow up procedures over the next 75 days if the customer does not initially respond, including more reminder emails and phone calls aimed at converting the lead into a sale.
Automotive Internet Sales / Phone Sales Process & Strategy Sean Bradley
Dealer Synergy's document discusses strategies for internet and phone vehicle sales. It emphasizes that dealers need both a sales process and two additional factors to succeed: identifying customer expectations, meeting them, and exceeding expectations. The top five reasons customers shop online are listed as price, availability, convenience, disliking salespeople, and research. The presentation encourages assembling these various components into an effective value package proposition.
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.
Internet Battle Plan - Growing Your BDC and Internet Sales Department in a Ca...Ralph Paglia
The document discusses how Courtesy Chevrolet in Phoenix, Arizona grew their internet sales team from 10 to 300 cars per month through organic growth. They focused on human resource development, defining clear sales processes, generating large quantities of high-quality leads, and ensuring adequate staffing levels and resources to handle high lead volumes. Key aspects that contributed to their success included developing specialized internet sales teams, documenting roles and responsibilities, and implementing processes to efficiently manage high call and email volumes from leads.
This document discusses best practices for screening, selecting, and hiring dealership employees. It explores organizational development strategies, recruiting tools, screening processes, and training materials that the most successful dealers use. The session will share the tools and processes used by Ralph Paglia to build some of the most successful internet sales departments, including what elements are essential for growing sales departments into high-performance digital marketing and sales operations.
The document discusses how Courtesy Chevrolet in Phoenix grew their internet sales team from 10 to over 300 cars per month. They did this through organic growth, specializing teams, centralized lead management, and defining roles and processes. Key aspects included splitting teams into new and used vehicles, adding managers and administrators, and opening a new larger BDC facility to handle increasing lead volumes from online marketing. This allowed more aggressive online advertising and higher sales volumes.
Amazon Org Structure Study and proposal for entry in IndiaTushar Gupta
The document proposes organizational changes to Amazon's structure in India. In Stage I over 1-2 years, it recommends a two-stage setup with heavy involvement of Indian leadership to preserve culture while increasing the customer base. Key goals in Stage I include establishing Amazon's flagship offerings in India while upholding brand values, adapting the retail business to India, and establishing engineering teams to support Kindle and e-commerce platforms.
Ralph Paglia Interview is Cover Story in Digital Dealer MagazineRalph Paglia
Ralph Paglia is the e-business director of Courtesy Chevrolet in Phoenix, Arizona. He oversees 60 employees in the dealership's internet sales department, which generates 30% of the dealership's total sales. The department uses a variety of online marketing strategies and sources for internet leads, including the dealership's own websites and third-party sites. Closing rates vary by lead source, with internally-generated leads having the highest closing rate around 13%.
Ralph Paglia Interview Digital Dealer Magazine April2007Ralph Paglia
Ralph Paglia is the e-business director of Courtesy Chevrolet in Phoenix, Arizona. He oversees 60 employees in the dealership's internet sales department, which generates about 30% of the dealership's total sales. The department utilizes a customer relationship center, multiple internet sales teams for new and used vehicles, and an e-finance sales team. Courtesy Chevrolet obtains leads from various sources, including third-party providers, digital marketing campaigns, and recycling past leads. Closing rates vary by lead source, with internally generated leads having the highest closing percentage.
Ralph Paglia Interview Digital Dealer Magazine April2007Ralph Paglia
Ralph Paglia is the e-business director of Courtesy Chevrolet in Phoenix, Arizona. He oversees 60 employees in the dealership's internet sales department, which generates 30% of the dealership's total sales. The department uses a variety of online marketing strategies and sources for internet leads, including the dealership's own websites and third-party sites. Courtesy Chevrolet aims to increase internet sales while maintaining strong gross profits through customer service initiatives like home delivery.
Digital Dealer Recruit Screen Hire WorkshopRalph Paglia
Ralph Paglia's presentation used during the 11th Digital Dealer Conference "Recruit Screen Hire" Workshop for car dealers in Las Vegas on October 6, 2011
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
This document is the June 2010 issue of Digital Dealer magazine. It includes articles on internet marketing strategies for auto dealers, such as attracting online customers and optimizing internet sales. One article profiles the e-business director of Sheehy Auto Stores and their approach to internet sales. Other articles discuss choosing a dealer management system, designing websites to increase sales, and using customer relationship management platforms for internet lead management. Brief summaries of industry news items are also included.
This document discusses important topics in B2B marketing. It begins by asking what really matters in B2B marketing and provides an agenda that covers why the reader should tune in, what B2B marketing is, and what matters most in B2B. It then delves into various aspects of B2B marketing such as the differences between marketing and sales, key elements of an effective marketing engine, metrics and analytics, and how marketing will continue evolving.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For Similar content visit http://www.autosuccesssocial.com/
Courtesy Chevrolet eIntegrated MarketingRalph Paglia
Courtesy Chevrolet in Phoenix, Arizona has become a leading internet retailer of new and used Chevrolet vehicles through an integrated marketing strategy. This involves dedicated business development centers, internet sales teams, and targeted online advertising. Over 18 months, Courtesy expanded its teams and online presence, increasing sales and customer satisfaction.
The document provides profiles of Dhirubhai Ambani, the founder of Reliance Industries Limited, and his son Anil Ambani, the current Chairman of Reliance ADA Group. It describes how Dhirubhai Ambani started Reliance with just $300 and built it into a $60 billion business. It highlights Anil Ambani's role in pioneering financial innovations in India and leading Reliance's efforts to raise over $2 billion from international markets. It also provides an overview of the various businesses under Reliance ADA Group such as Reliance Communications, Reliance Capital, Reliance Energy, and their vision, values and corporate governance practices.
BetaCodex09 - Turn Your Company Outside-In! (Part 2)Gebhard Borck
1. The document describes a case study of redesigning the organizational structure of a technology firm from Germany's Mittelstand.
2. The original structure was hierarchical and divided into departments that created coordination problems. It was redesigned through workshops into decentralized network of cells.
3. The new structure consisted of regional cells responsible for customers, product cells for product development and production, and support cells for shared services. This empowered business teams and removed barriers between functions.
John Kottcamp is the Chief Marketing Strategist at Ascentium, a digital marketing agency. He has over 20 years of experience in strategic marketing and has held executive roles at several large companies. Ascentium has over 600 employees, $80 million in annual revenue, and is focused on strategy, research, experience design, and measurement for its clients. Successful CMOs need to be strategic thinkers who are customer-oriented, results-focused, and able to create and manage change. However, CMOs face challenges like short job tenure and a lack of respect from other C-level executives. To be successful, CMOs must adopt a data-driven, customer-focused approach and ensure marketing efforts are measurable and aligned with
The Evolution from Demand Generation to Revenue Performance ManagementB2B Lead Roundtable
The document summarizes a presentation about the evolution of marketing from demand generation to revenue performance management (RPM). It discusses how the customer buying process has changed and how RPM takes a holistic view of managing customer interactions through the entire purchase funnel. The four pillars of RPM are outlined as managing the integrated funnel, analysis to drive action, improvement using benchmarks, and identifying new revenue opportunities. Benefits discussed include increased conversion rates and pipeline visibility.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
The document discusses building out a B2B marketing infrastructure using marketing automation. It begins with an overview of marketing automation, its benefits including bigger lead generation, and that half of B2B marketers will use it by 2015. It then discusses leveraging automation to power nurturing campaigns and business processes, including integrating it with CRM and sales. The document provides examples of automation uses like segmentation, forms, and integrated lead scoring and routing processes.
This document introduces Steve Tennant and his consulting firm Tennant Consulting. The firm works with startups and growing software and internet companies. It provides a range of services including strategy, marketing, product management, alliances, and venture capital. Tennant has over 30 years of experience in roles such as programmer, analyst, product strategy director, and VP of business development. He has worked with over 300 companies and given speaking topics on entrepreneurship, market analysis, and product management.
Similar to Automotive boot camp 2012 recruit screen hire (20)
This document discusses reputation management strategies for car dealerships. It explains that a dealership's reputation is formed through search engines, review websites, social media, blogs, and forums. It recommends that dealerships develop a reputation management plan to control positive content on search engine results pages, major review websites, and social networks. Specific tactics include claiming and updating business profiles, asking satisfied customers to post reviews, responding to reviews, publishing helpful articles and videos online, and engaging customers on social media. The goal is to populate search results and distribute positive content across the internet to attract more customers.
Google Display Marketing Jargon BusterRalph Paglia
Google Display Marketing Jargon Buster provides definitions and explanations of various buzzwords thrown about so effortlessly by sales reps, trainers and presenters.
The document provides tips for effectively summarizing a client's current situation and desired situation in order to make recommendations. It advises asking open-ended questions about the client's business model, marketing efforts, and personal goals to understand where they are today and where they want to be. Understanding both the current and desired situations allows one to define a roadmap to help clients achieve their objectives. Sample questions are provided to evaluate the client's current situation in their business, marketing, and individual priorities as well as questions to understand their desired situation and priorities for the future.
Google Digital Marketing Crossword PuzzleRalph Paglia
This document is a crossword puzzle containing common terms from digital marketing. Across and down clues are provided to fill in the boxes with terms like: search engine marketing, traffic acquisition, mobile device, pay-per-click, organic listings, URL, social media, unique visitor, session, ranking, landing page, search engine optimization, link, paid listings, and query. Completing the crossword requires knowledge of these fundamental digital marketing concepts and terms.
Google: Building Mobile Sites | Best PracticesRalph Paglia
This document provides information on optimizing websites for mobile experiences. It discusses principles of mobile site design like making site search visible and ensuring relevant results. It notes that over 50% of searches are now on mobile phones. Case studies are presented on how companies like Zazzle and Autoglass improved their mobile experiences and increased conversions and sales through mobile optimization.
The document is a guide to the new Google AdWords experience. It provides an overview of the new interface and features, including improved reporting, new campaign types, and streamlined access to tools and settings. The guide walks through how to navigate the new interface, find key areas and make changes. It also covers troubleshooting issues like fixing disapproved ads or suspended sites.
This document discusses how using ad extensions in Google Ads can increase visibility, clickthrough rates, and return on investment. It identifies six types of ad extensions - sitelinks, callout extensions, review extensions, call extensions, location extensions, and app extensions - and explains how each can help qualify customers and make ads more relevant. On average, each new ad extension results in a 10-15% increase in clickthrough rate. Ad extensions can appear on search network ads and some may also appear on display network ads, with AdWords choosing the most useful combination.
Genuine google seo checklist top secretRalph Paglia
The document provides an optimization checklist for various marketing objectives and tactics in Google AdWords. It lists best practices for optimizing search campaigns, display campaigns, TrueView video ads, bidding strategies, targeting, mobile sites, and more. The checklist notes that the recommendations are not guaranteed to improve performance and should be used at the advertiser's discretion. The most up-to-date version can be found on google.com/partners.
This document provides a checklist of digital growth strategies for e-commerce businesses, including branding, social media management, email marketing, content marketing, search engine optimization, online reputation management, and digital advertising strategies like pay per click advertising and search engine advertising. It also includes recommendations around ecommerce website development, mobile commerce, warehouse integration, analytics, and ensuring a complete digital presence and strategy.
Digital and physical touchpoints in the automotive industryRalph Paglia
1. The automotive industry is undergoing a digital transformation, with OEMs investing heavily in digital solutions to sell vehicles and services online as consumers expect seamless experiences across digital and physical channels.
2. However, most customers still want some physical interactions, like seeing vehicles in person before purchasing. OEMs must balance digital and physical touchpoints to meet evolving consumer expectations.
3. Providing a seamless omnichannel experience across all customer interactions will be key to success. OEMs must integrate their digital and physical systems to ensure smooth transitions between channels.
The document discusses an excerpt from the book "42 Rules of Social Media for Small Business" which provides rules and guidance for using social media effectively for small businesses. It describes the changing context of communication as new technologies have emerged and how social media is affecting personal and global communication. The excerpt emphasizes that understanding principles of online communication is more important than chasing the latest trends and that small businesses should focus on select social media platforms and stick with them to make an impact.
Google dealer guidebook best practices completeRalph Paglia
The document provides guidance for dealers and agency partners on optimizing their use of Google's products. It is organized into four pillars: Fundamentals, Basics, Differentiators, and Growth Levers. The Fundamentals section focuses on basic but important tactics like prioritizing website speed and simplicity. The Basics section outlines tested growth strategies for paid search, display, and audience targeting like maximizing brand search and location-based targeting. The Differentiators section presents advanced strategies in these areas. The Growth Levers section explores emerging tactics for measurement and automation. The goal is to help partners prioritize Google's products based on their marketing objectives and digital maturity.
This document provides recommendations for Triumph Motorcycles to harness digital media to drive sales and brand awareness. It discusses how media consumption has shifted online and the benefits of a modern digital advertising approach using paid search, retargeting, and attribution modeling. It also stresses the importance of continuing traditional media efforts while leveraging relationships, and monitoring social media to understand brand perceptions. A three-step plan is proposed focusing on optimizing digital advertising, partnering with publishers, and initiating social listening.
Toyota kc region dealer summit presentationRalph Paglia
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Automotive boot camp 2012 recruit screen hire
1. Best Practices for Screening, Selecting
and Hiring Dealership Employees
How important is it to hire and train the right people while building a
sales team that can convert opportunities created by marketing into
actual sales results?
Organizational development is more important than ever before…with many dealers
losing staff while cutting costs during the depths of the recession, those that are
growing their business need effective strategies, tools and tactics for attracting,
screening and hiring the best Internet sales professionals with the greatest chance of
achieving their own personal success, as well as sales productivity for the dealership.
This session will explore organizational development strategies, recruiting, screening,
hiring and training tools as well as the materials and processes that the most
successful dealers in America have been using for years, and are being used today as
a means of increasing success in the hiring process. Ralph Paglia will share the tools
and processes he has used to build some of the most successful Internet sales
departments in America while teaching attendees what the essential "must haves" are,
and how to get them when seeking to grow your sales departments into high
performance digital marketing to sales conversion engines.
3. Courtesy Chevrolet in Phoenix, AZ became
the USA’s leading Internet retailer of new
and certified used Chevrolet vehicles…
Human Resource Development was the key
4. “This is a people business…”
Organizational Development is
the essential stumbling block that
many dealers and ISM’s report as
the primary reason for Internet
Sales Operations failure or lack of
growth into a strategically
significant level of sales.
5.
6. Create a Video that showcases why
People want to Work for Your Dealership
• Training
• Compensation
• Benefits
• Supportive Team
• People Matter
• Career Growth
7. Use Video Role Play Assessment
• Pre-Screen Applicants
• Identify Training Opportunities
• Invest Time with the Most Qualified Candidates
• Use as a Recruiting Tool
• Ideal for Social Media based Recruiting
• Don’t waste valuable ($$$) management
interview time on applicants destined to fail!
15. Growing Your Internet Sales Team Requires that you
Define what Your Internet Process Should Look Like…
Dealer Lead
Management
Process Map
16. Growing Your Internet Sales Team works best when it
occurs “Organically” and is Specialized
Organic Growth
Courtesy Chevrolet is a single point Chevy dealer with
(at one time) 3 fully staffed BDC Team’s, an eFinance
Sales Team and 4 Internet Sales Teams. These 8 teams
of automotive sales professionals are identified as
follows:Chevrolet BDC
• New • New Chevrolet Internet Sales
• Used Car BDC • Used Car Internet Sales
• Wholesale Parts BDC • Bell Road Internet Sales
• eFinance Sales Team • Commercial Internet Sales
Let’s Take a Look at How It Happened…
17. Courtesy Chevrolet eBusiness Teams – Phase 1
Ralph Paglia
Mike Gordon
IT Director Begins at Courtesy
as eBusiness Director
BDC Manager Internet Sales Manager
New & Used New & Used
Vehicle Sales Dept. Vehicle Sales Dept.
CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
Phase 1 Sales Results:
Internet sales averaged 88 units per month (new & used)
BDC generated sales averaged 92 units per month (new & used)
18. Courtesy Chevrolet eBusiness Teams – Phase 2
Ralph Paglia
CRM/eBusiness
Mike Gordon
IT Director
Director
Joel Matteson
George Salman
BDC Manager
Internet Sales Manager
New Vehicle Sales
New Vehicle Sales
Sp l i t 80 sales 70 sales
Spl
& it ISS ISS ISS ISS ISS ISS ISS ISS
Grow CSR CSR CSR CSR CSR CSR CSR CSR &
1 2 3 4 5 6 7 8 Gro 1 2 3 4 5 6 7 8
w
Francisco Abalos 40 sales
BDC Manager
Bryan Long
Used Vehicle Sales
Internet Sales Manager
n
si t w
io
Used Vehicle Sales
Po Ne
n
sit w
CSR CSR CSR CSR
40 sales
io
Po N e
9 10 11 12
ISS ISS ISS ISS
9 10 11 12
Kelly Slaughter & Lisa Sarata
CRM Administrators
•Phase 2 Team Expansion:
Internet split into new and used managed teams
New BDC split into new and used managed teams
Position CRM administrative position added (showroom)
19. Courtesy Chevrolet eBusiness Teams – Phase 3
Ralph Paglia
Mike Gordon
IT Director
CRM/eBusiness Director
Joel Matteson George Salman
BDC Manager Internet Sales Manager
New Vehicle Sales 100 sales 90 sales New Vehicle Sales
CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
Francisco Abalos Bryan Long
BDC Manager Internet Sales Manager
Used Vehicle Sales 60 sales 50 sales Used Vehicle Sales
CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS
11 12 13 14 15 16 11 12 13 14 15 16
Patrick Miller New
Courtney Daly Ron Daly & Scott Daly
Internet Sales Manager
eFinance Admin. Special eFinance Team Position
New Courtesy On Bell
35 sales Tea
m 25 sales
Lisa Esquivez Omara Spriggs Designated Sales Consultants
eFinance BDC efinance Sales Certified to Handle
Internet Lead Appointments
•Phase 3 Team Expansion:
Kelly Slaughter & Cecy Girod Special eFinance team
CRM Administrators Courtesy-on-Bell ISM
23. Document Pay Plan & Bonus Structure that
reflects taller Internet sales funnel
* July 2006 Interactive Marketing Budget
24. Lead Volume puts pressure on response
times as a factor of staffing levels!
25. Organizational Structure Determines Process Capabilities
and Monitoring Requirements…
% of Statistical
Top 4 Ways Purchase
to Close Dealer Response Attributes Respondents*
Purchase* Correlation
among the Factor of
who DID
More Sales Experienced by Customers within NOT
Leads who Response
attribute
to Leads DID
Received 24 hours of Submitting an Inquiry experience
the attribute
Experience with Vehicle
Purchase
the attribute
Make Direct Phone Contact with Customer
#1 (after sending Email w/availability & prices) 17% 27% 11
#2 Send Price Quotes by Email to Customer 20% 27% 9
Contact Customer more than once by Email
#3 and Telephone (within First 24 Hours) 21% 25% 5
Make sure Customers are either Completely or
#4 Very Satisfied with the Lead Response 21% 24% 3
26. Staffing Determines Process Execution Capabilities
and Monitoring Requirements…
Customer goes online
and submits Lead
Internet Sales Specialist ISS)
reviews lead, selects 4
vehicles for Price Quotes
Sends email with Quotes & Cars
BDC Staff makes initial phone call,
collects customer info, sets up an
appointment for the ISS
If no appointment, ISS
Contacts customer and seeks
appointment and/or agreement
27. Lead Process Maps
should be indexed to
email templates,
phone scripts and
word tracks so that
dealership employees
have a “paint by
numbers” guide to
what is expected when
a lead is received.
This process map
focuses on the first 12
hours after a new lead
is received.
28. Lead Process Maps
should contain brief
explanations for the logic
and execution tips for
employees to review
before actually using the
email templates, phone
scripts and word tracks.
Actual template
illustrations make it easy
for dealership employees
to recognize the right
template or document
when they see it in their
CRM tool.
29. When Lead
Process Maps are indexed to
correspondingly numbered
email templates, phone
scripts and word tracks, the
dealership is far more likely to
execute the repetitious tasks
that create customer
experiences which correlate
with higher sales closing
ratios. The best process
maps break down email and
phone contact processes into
separate flows so that they
can be executed by different
resources when scaling up
lead volumes and
organization structures.
30. Have a defined process for “closing out”
unsold leads
Although many car guys will say they believe in the concept of following up until
prospects either buy or die… Large scale lead generation through highly effective
marketing practices requires that scarce resources be allocated to where they will
generate the most sales. Outsourcing followup on leads that have reached a
designated status (dormant) or assigning them to alternate resources such as a BDC
will allow ISS’s to stay focused on the 50% of the leads that buy, and do so within the
first 10 days
31. LMP Scoring Index
Objective Review of
Dealership Employee Lead
responses encourages
consistency and creates a
numeric accountability –
an LMP Report Card for
Dealer or GM review…
32. Nothing has more impact on results
than phone contact with the customer!
Outbound phone calls, ongoing phone follow-up and
responding to emails requires adequate staffing and skill
levels
33. Telephone
Process
• 85% of Web visitors who contact the dealership
before coming into the showroom, use the phone
• Direct Phone contact (after responding to an
Internet lead by email), has the greatest impact on
increasing sales closing ratios
Phone Follow-Up Sales Strategy:
• Focus on having a set of objectives in front of us,
each time we make an email follow-up call
• Word Track Forms (scripts) are used for training
and collecting customer information during each call
that is made immediately after sending personalized
email response
34.
35. Top 10 Reasons To Use “Hire The Winners”
•Find out why your lowest producers aren't producing.
•Learn what the potential is of every sales consultant on your team.
•Discover opportunities for improvement for each sales consultant and how you can
focus your training for immediate improvement.
•HTW can show you how to find and recruit excellent talent to grow and improve your
sales team.
•HTW has tools to help make informed hiring decisions and get best talent available.
•HTW provides you with tools that allow your sales team to practice on the simulator
not the public (Lost sales from poorly trained sales consultants are killing us).
•HTW provides you with a hiring process and support to strengthen your management
teams interviewing skills and, if used correctly, will provide you with information you
need to bring on the best talent available.
•HTW provides you with tools that show you what the sales applicant can and can't do
when put into the automotive sales situation. You will know in 20-30 minutes the
potential of every candidate.
•Tools that will assist you in creating customers in a challenging market (What you can
do to cause more customers to visit your store without raising your advertising budget).
•(see link below)
Free DMSC Trial: www.hirethewinners.com/adm
36. AutoMax Recruiting & Training
Actual Graduate Class
Recruiting 2.0
◦ Place job opening on 100’s of job boards including Monster, Career Builder, Indeed, Simply Hired,
Zip Recruiter, Craigslist, Facebook, Twitter, Myspace, LinkedIn, Google+ and MORE. Nobody used
more resources than AutoMax!
◦ Schedule & conduct ALL interviews & screen applicants using The Car Sales Simulator. (We have a
team of people that interact with and schedule interviews with thousands of potential hires each
week)
The Car Sales Simulator Uses interactive video to present potential salespeople with a set of
decisions that will either lead to the sale or the GSM’s office for a “talking to.”
◦ For those that make it through the interview & screening process either we’ll conduct the training
or you can. (We have multiple packages)
◦ From porters to presidents, we will interview, screen and train internet sales managers, BDC reps,
social media managers, sales people, sales managers, service advisors, general managers and more!
Low Fee, Turn Key, With A Satisfaction Guarantee!
25% discount for all attendees present!
AutoMaxRecruitingAndTraining.com | 800-878-5090
Video From Craig
37. Questions and Answers…
Ralph Paglia
Cell: 505-301-6369
RPaglia@gmail.com
www.RalphPaglia.com
Reference Links:
http://www.ADMPC.com
http://slideshare.net/RalphPaglia
http://www.hirethewinners.com/adm
http://www.Automax.com
Editor's Notes
Courtesy Chevrolet sold over 11,000 new and used vehicles in 2006, of which over 4,000 originated from Internet generated leads (electronic and phone).
Average monthly sales total for the combined Internet Sales and BDC teams was 180 vehicles per month…
Split both the BDC and Internet Sales Teams from 2 to 4 managed profit centers, and increased BDC rep’s from 8 to 12, increased ISS’s from 8 to 12… Average monthly sales total for the combined Internet Sales and BDC teams rose to 220 vehicles per month… Added CRM Administration Staff of 2, and moved telephone switchboard receptionists to 2 nd floor and off of the showroom floor. CRM admin staff funded with money previously used for outside vendor’s unsold showroom follow-up USPS direct mail program and newly structured Lead Quality Program that tracks invalid leads and credits for those invalid leads from 3 rd Party Lead Providers.
Added Special eFinance Team to handle online credit applications (720 received in July 2006 with 44 sales generated at $116,000 in gross profits), Added a Courtesy on Bell Road satellite store Internet Sales Manager to handle eLeads and set up appointments for sales staff… The Courtesy Chevrolet CRM/eBusiness Teams combined sales objectives & monthly capacity rose to 360+ CRM/eBusiness Facilitated Vehicle Sales per Month…
Clearly defined job descriptions serve strategic objectives before and after hiring people for each eBusiness position… Providing itemized lists of tasks in detail, along with clearly and objective performance evaluation criteria ensure that all members of the team are focused on the same goals and day to day task completion efforts. For recruiting, a clear job description makes it easier for good people to leave their current situation and know what they are getting into, how they will be both evaluated and paid… Demystify the Internet Sales Specialist job!
Pay plans should be progressive in a manner that creates extra rewards for deals sold at the beginning of the month, based on selling incremental units during the second half of the month. Performance bonuses based on process evaluation metrics should have minimum lead volume qualifiers to ensure that those who take on more leads than others are not penalized for handling extra work load.
Amongst all the attributes of a dealer’s response to an Internet Lead, the time from when a customer submits a lead to when they have received a personalized email message that directly addresses their inquiry consistently shows up as correlating with sales closing ratios… All response content equal, faster dealers will outsell slower dealers. However, Content is still King in that a poor response sent quickly will reduce sales closing rates. It is important to realize that lead response time is a qualifier, an index that determines maximum closing rate upper limits. Once again, it is what the customer experiences, not how or who does it that determines the results.
Lead Management Process is no longer as much an art as it has become a science… Numerous studies that utilize an OEM database matching process which tracks leads and the eventual Retail Delivery Report, then correlates sales for the brand, sales by the original lead receiving dealer, with significantly large volumes of customer submitted survey responses provide a clear and objective analysis of what the customer experiences, the differences in those experiences and their correlation with likelihood of purchasing from the dealer that received the lead. This ability to actually measure what each dealer does with their leads, through the eyes of the customer, and how these activities correspond with a sale, or a lost sale, allow a scientific management approach to Lead Management Process in a manner that absolutely WILL impact sales results from a given volume of leads.
Here is a simplified illustration of what happens at Courtesy Chevrolet in Phoenix when a new lead is received from a customer requesting a price quote on either a vehicle in stock or one that the customer has configured. Although Courtesy is fairly unique in that a BDC supports each Internet Sales Specialist with telephone follow-up, it is important to understand that this is actually a compromise in the store’s original LMP so as to enable the scalability to handling monthly lead volumes that frequently exceed 6,000 leads in a month, and over 60,000 leads a year… It is important to understand that achieving the customer experiences that impact sales closing ratios in a positive manner is a more important objective than who actually completes the tasks associated with those experiences… The customers are less concerned with who provides them with good service, than they are in actually receiving it!