Crm process presentation for dealers v9

©2005 The Reynolds and Reynolds Company® - All Rights Reserved.
CRM Process Maps for use during Strategic Planning of
Daily Dealership Activities that will be generated by
Contact Management Schedules
Partnering with Reynolds for a
Winning CRM Implementation
Partnering with Reynolds for a
Winning CRM Implementation

I N B O U N DI N B O U N D O U T B O U N DO U T B O U N D
INTERNETINTERNET PHONEPHONE SHOWROOMSHOWROOM SERVICESERVICE
UNSOLD
FOLLOW-UP
UNSOLD
FOLLOW-UP SOLD FOLLOW-UPSOLD FOLLOW-UP PROSPECTINGPROSPECTING
T H E 8 P O I N T S O F B U S I N E S S D E V E L O P M E N T O P P O R T U N I T YT H E 8 P O I N T S O F B U S I N E S S D E V E L O P M E N T O P P O R T U N I T Y
Transaction Focused CRM Process CategoriesTransaction Focused CRM Process Categories

UNSOLD
FOLLOW-UP
UNSOLD
Phased Series of CRM Process ImplementationsPhased Series of CRM Process Implementations
Phase 1Phase 1 Automotive Retail CRM Process ImplementationAutomotive Retail CRM Process Implementation

UNSOLD
FOLLOW-UP
UNSOLD

3 Phases Completed:3 Phases Completed: Daily Transactional CRM Process ExecutionDaily Transactional CRM Process Execution
UNSOLD
FOLLOW-UP
UNSOLD

Showroom Process Current National Close Rate 18%
Planning Potential for Improvement is 25%
Pains Does Dealer have a traffic control system? What Measurements are
being tracked? What percentage of prospects receive demo, write up,
turned to F&I… What is the sales process? Sales Training? Hiring
strategy? New hiring strategy? Showroom Internet access? Use net to
sell cars? Who talks to customers before they leave?
Strategic
Goal
Deliver a consistently positive experience to all customers that result in
the highest possible closing ratio.
Tactical
Objectives
Collect and enter complete customer contact information into Contact
Management.
CRM
Process
Overview
1. Greet Customer
2. Collect customer information including email
3. Log information into Contact Management application
4. Generate ERA deal number from CM – required to work deal
CRM
Technology
to Support
Process
• Allows dealers to cross reference each showroom prospect and
view all previous customer contact history
• Search Inventory – associate a vehicle with each customer
• Integrates deals to ERA (create deal), reducing F&I backlog and
eliminating duplicate keystroke
Metrics Daily CM Showroom Traffic Report by Salesperson

Phone Process Current National Close Rate 4%
Pains 50%+ of incoming opportunities are from the phone… but, Phone Sales Process?
Do you track sales & service incoming call volume, appt %, show %, RO/Sale %?
What is your incoming phone lead management strategy and process?
Do you have documented appointment & appointment confirmation processes?
What type of follow up is done with non-appointment and no shows?
What type of accountability is there for phone leads?
What type of phone training have your people had?
Strategic
Goal
Deliver a consistently positive response to incoming sales and service calls,
designed to generate the highest rate of conversion to dealership visits.
Tactical
Objectives
Use customized phone scripts and process that increase appointment ratios
Collect and enter customer contact information into CM
CRM
Process
Overview
1. Answer calls using scripts
2. Schedule an appointment
3. Enter Customer info and Receptionist routes calls to designated staff
4. Call routing into CM application for accountability
CRM
Technology
to Support
Process
Calls can be automatically entered into CM by 3rd
party call tracking vendors to reduce
keystroke entry and capture 100% of calls… CM allows dealers to cross reference each
incoming caller and view all previous customer contact history
CM integration with DMS reduces keystroke entry and allows sales people to
recognize phone customers when they arrive at store
Metrics Customized Sales Call Reports identify source and call volume by staff to track
appointments to calls received ratio.
©2005 The Reynolds and Reynolds Company® - All Rights Reserved.©2005 The Reynolds and Reynolds Company® - All Rights Reserved.

Internet Process Current National Close Rate 11%
Pains 20% of a dealer’s traffic is from the net… Does your strategy promote all
profit centers including fixed operations (parts and service)? What is your
current marketing strategy? Lead providers? What is your submission ratio
on your site? Who updates it? Dedicated people? Process? Pricing
strategy? Do you monitor and measure visitors, leads, response rate, appt%,
show%, close%, profit, CSI, etc… What type of eBusiness training do your
people receive?
Strategic
Goal
Convert Internet leads into showroom visitors that buy cars
Tactical
Objectives
Use a consistent inquiry response process, customized email templates and
phone scripts that generate increased customer visits to the dealership
CRM
Process
Overview
1. Respond to inquiry via email within 30 minutes using templates
2. Send email with quotes on several vehicles, set stage for phone
3. Call customer on phone within 2 hours
4. Schedule appointment
5. Confirm Appointment via email AND phone call
CRM
Technology
to Support
Process
•Internet leads from ALL sources routed into Contact Management that
integrates with DMS, reducing keystroke entry of customer information
•Wireless device that integrates with CM
Metrics Lead volume by ISM with response time, appointment & closing ratios
©2005 The Reynolds and Reynolds Company® - All Rights Reserved.©2005 The Reynolds and Reynolds Company® - All Rights Reserved.

Unsold Follow-Up Process Current National Close Rate 2%
Pains 80% of prospects do not buy on their first visit… What is your unsold prospect
follow up strategy? How do you capture, record and follow up with prospects?
Use prospect cards? Gather email addresses? 2nd
phone numbers? 2nd
email
address? Best time? Do you send letters? Emails? Multimedia emails? Do you
provide automated daily follow-up work plans? Do you monitor and measure
contacts, appts, show, sales? Specific training and use of “Best Practices” on
customer follow-up techniques, handling questions and objections?
Strategic Goal Convert Unsold sales opportunities into showroom visitors that buy
Tactical
Objectives
Utilize daily customer contact action plan scripts and templates to execute
phone, mail and email contact that is designed to prompt a visit to the
dealership that results in a sale
CRM
Process
Overview
1. CM automatically generates daily customer contact action plan
2. Management conducts daily Save-a-Deal meeting
3. Execute follow-up contact by phone, mail and email
4. Log results of activities into CM
5. Schedule appointment with customer to visit dealership
6. Make appointment confirmation call and send email
CRM
Technology to
Support Process
• Establishes lead follow-up accountability
• Measure unsold follow-up results against benchmark performance metrics
• Future follow-up is automatically scheduled based on results of today’s activities
Metrics Contact volume by staff with appointment/conversion/show/closing ratios

Sold Follow-Up Process Current National Close Rate 27%
Pains Do your salespeople ask customers for permission to maintain contact? Do you gather
customer interests for information marketing? Sales personnel always sets first
service appointment using dealer web site? Sales personnel sign sold customers up
for their personal web page? What is your contact strategy beyond the 1-3 day calls?
Letters? Emails? Phone calls? Concern resolution process?
Off-lease strategy? Off-retail strategy? Orphan customer strategy? Training?
Do you have a loyalty management sales process?
Strategic
Goal
Manage a lifetime relationship with each customer that builds customer satisfaction
and ensures a pattern of repeat business.
Tactical
Objectives
Execute a consistent process of customer contact.
Utilize schedules, scripts and templates to simplify and automate process execution
CRM
Process
Overview
1. CM schedules a timeline of sold follow-up calls, letters and emails according to
dealer and manufacturer specifications
2. Dealer staff completes customer contact utilizing scripts & templates
3. Log activity results to trigger scheduling of future activity
5. Make appointment confirmation call, send letters and email
CRM
Technology to
Support
Process
• CM integrates with DMS to automatically schedule sold follow up
• Results Based automatic scheduling eliminates human error and additional
keystrokes
• CM provides accountability and best practices for specified activities
Metrics Contact volume by staff with appointment & closing ratios

Service Follow-Up Process Current National Service Retention Rate 30%
Pains Typically, Dealer contact w/customer decreases as repairs increase, and
loyalty decreases… Service Contract Strategy? Service Reminder via letter,
phone and email? Service CSI contacts? Service process in service aisle?
Incoming phone process? Appointment confirmation? Special Order Parts?
Completed service surveys? CRM Staff Training?
Strategic
Goal
Manage a lifetime relationship with each service customer that builds
customer satisfaction and ensures a pattern of repeat business.
Tactical
Objectives
• Contact every customer who has their vehicle serviced by the
dealership to ensure satisfaction, or trigger concern resolution.
• Sell incremental products and services to service customers
Process 1. Advisor closes RO Service to trigger service follow up in CM
2. Dealer staff completes customer contact using scripts and templates
3. Log results of activity to trigger scheduling of future activities
5. Make appointment confirmation call, send email and/or letters
Technolog
y
• Integrates with DMS to automatically trigger follow up
• Automatically generates work plan activities based on short term follow
up and anticipated service needs
Metrics Service customer completion and appointment rate
Service penetration for vehicles sold

Prospecting Targeted Customer Segment Marketing is Proven
to be more Cost Effective than Mass Media
Pains What is your Targeted Prospecting Strategy? Do you have the ability to create
high quality prospective customer lists? Strategy to handle Manufacturer
generated leads? Monitor and measure contacts, appointments, shows, sales…
Does your team prospect previously sold customer households & ask for
referrals? What about Pricing? Dedicated people? Prospecting Lists?
Strategic
Goal
Target new prospects to increase conquest sales and market share.
Tactical
Objectives
Target market segments, then acquire prospect data
Execute a consistent process of prospect contact
Utilize schedules, scripts & templates to simplify/automate process execution
Process 1. Identify prospects, create a workable list
2. Contact prospects and identify most likely to do business with dealer
3. Enter prospect information into CM, assign schedule
4. Dealer staff completes customer contact using scripts and templates
5. Log results of activity to trigger scheduling of future activities
7. Make appointment confirmation call, send email and/or letter
Technology • Prospects entered into CM are integrated with DMS, reducing keystroke
entry of customer information
• Creates daily work plans based on those people identified as most likely to
become customers
Metrics Prospect contact completion and appointment rate

Service CRM
Opportunities
Walk-In
Internet
Phone
Service Drive Walk-Ins
Service Phone Inquiries
Service Internet Leads
Service Customer Completed
RO Follow-Up & Reminders
Special Order Parts (SOP)
Customer Contacts
Recall & Campaign
Customer Contacts
Unsold Additional Needed
Repairs (ANR) Process*
Unsold Additional Needed
Maintenance (ANM) Process*
Unsold Extended Service
Contract (ESC) Process*
Unsold Body Shop Estimates
Customer Followup*
Past Due Service - Lost
Customer Contact Process
Service Marketing
Prospecting Contacts
New Vehicle Sales
to Service Transition
Used Vehicle Sales
to Service Transition
Inbound
Outbound
New&Used
VehicleSales

Top performing Service CRM Dealerships Today:
Observations from “Best Practice” Harvests
1. Sales-To-Service (STC) transition: CRM technology supports processes
2. Internet Service Marketing: marketing efficiencies, use of integrated
technologies, BDC process execution supported by CRM technology
3. Incoming Phone: Service Advisor efficiency improvements, DMS
technology
4. Unsold ANR/ANM Follow-up: use of integrated DMS/CRM technologies,
BDC processes that collaborate with Service Managers
5. Sold Service Customer Follow-up: DMS-CRM technology automation
6. Post-Service RO short term follow-up that improves service CSI & loyalty
7. Loyal Service Customer maintenance reminder contacts
8. Service Marketing: best practices, inefficiencies, technology
9. Lost/Inactive Previous Customers: best practices, processes
Next 9 slides examine what the best Service CRM dealerships do…Next 9 slides examine what the best Service CRM dealerships do…

a) Customers who buy a new vehicle are initially scheduled by the
Salesperson for their first service appointment during the sales delivery
process
 BDC contacts each new vehicle customer to validate the appt. set
by sales
 BDC reconfirms first service appt. a week before scheduled, then
reminds the customer the day before the scheduled service appt
 Free oil change certificate – Free tires for life certificate (during
delivery)
b) Used Vehicle Sales Customers are contacted by the BDC and transitioned
into getting their vehicle serviced by the dealership
 “Due Bill” and “We Owe” documents are transferred to BDC upon
sale of a used vehicle for the BDC staff to make arrangement and
schedule fulfillment
 BDC manager contacts each appointment turned in by sales staff
during assigned time slots to verify that appointment is bonafide
and that customer intends to show up at dealership
1. Sales-To-Service (STC) transition

a) Customer Data collection by Service Advisors
 Updated Customer Contact information (phone, email & address) is
collected by SA’s and entered into DMS integrated with CRM
application used by BDC staff for customer contact process execution
 Customers are queried by SA’s as to their preferred means of
receiving service reminders, updates and dealer communications,
providing customers with an “Opt-In” opportunity
 BDC/SA’s use DMS to request ANR/ANM authorization needed via
email, completed RO notice sent to customer, along with total money
due. BDC follows up to confirm receipt and offer credit card prepay
a) BDC access to activities & resources within the Service Drive
 Customized ATW inspection is started by Service Porters in the
service drive, used by Service Advisors and completed by
Technicians, then a copy sent to BDC for use in service sold follow-up
and service reminder process execution
 Close circuit TV’s in Service Drive allow BDC staff to have visual
access to Service Advisor work areas, allowing them to better Triage
incoming calls
 Each Service BDC employee works 4 hours/week in service dept.
 Dealer CRM/DMS email used to communicate between BDC & SA
2. Inbound Service Drive

Incoming Service calls are routed to BDC managed by a dedicated
full-time Business Development Manager supervising dedicated
service CRM staff working in the BDC during assigned time slots
 Incoming Service calls are subjected to a documented “Triage”
process initiated by automated phone system, then by switchboard
operator who determines if customer’s vehicle is, or is not, in the shop.
All calls from customers with vehicles that are NOT in shop go to the
BDC for handling
 Service BDC specialists answer inbound phone calls using specialized
scripts with information blanks that are filled in during call, each script’s
primary objective is to get a service appointment
 Service Appointments are assigned to dates and time slots by BDC
staff during the handling of each incoming call, based on management
of shop load and technician availability by type of work
 BDC has pricing menus (SPG) readily available when making calls
 Partner S/A’s w/BDC staff for scheduling purposes on inbound calls
 Telephony – Incoming Service calls come in on toll-free lines assigned
to each media, caller ID & Data are captured, tracked & data imported
into CRM application used by BDC staff to monitor and report on
incoming call sources
3. Inbound Service Telephone Calls

Dealer uses web site to market service, parts and accessories,
and make online service scheduling available to customers on a
convenient 7 day a week, 24 hour a day basis
 Service appointment requests and leads routed to BDC staff
 Service BDC staff schedules appointments in DMS based on incoming
Internet requests, then responds to customer’s request within 30
minutes of business day providing date and time confirmation. Email
confirmation is followed up with a BDC phone call the day before, or
morning of appt.
 Phone contact is made by BDC to customer who requested service
appointment online, dealer visit appointment made, ISM handles all
phases from initial response to delivery.
 Service, Parts and Accessories specials are prepared in email format
specific to model lines and then broadcast emailed by BDC to targeted
customers by model owned using email addresses in DMS or CRM
system
 Service advisors train their customers to use online service scheduling,
which routes service appointment requests to the BDC
 BDC specialist emails survey to customers who scheduled their
service appointment online for completed service quality assurance
4. Integrated Service Marketing

Service Marketing and Prospecting customer contacts are
assigned to BDC managed by a dedicated BDC Manager
supervising specially trained Service BDC staff
 BDC offers service contracts to customers at key points in ownership
 Inactive and “Lost” customers are extracted from dealer’s DMS
database by BDC Manager and then scheduled for contact by BDC
Staff. BDC Staff contacts each customer and offers a promotional
special targeted to bring them back
 BDC Manager pulls records of vehicles within various mileage
categories to target specific offers that are communicated to customers
by BDC staff
 BDC Staff solicits wholesale parts customers from lists of commercial
enterprises that buy OEM parts (body shops, independents, etc.)
 Each day, BDC staff receives a list of “No Show” customers who did not
arrive for Service Appointments from previous day. The BDC Staff uses
a combination of customized Post Card (we miss you) and phone calls
to ensure that customer feels welcomed and is rescheduled for new
service appointment
 BDC has pricing menus readily available for use when making calls
 BDC utilizes automated outbound customer calling system
 Service reminder calls - scheduled main, past due and lost/inactive
5. Outbound Service Marketing

a) Sold Follow-up calls are assigned to BDC managed by a dedicated BDC
manager supervising specially trained Service BDC specialists
 CRM application automatically schedules sold service follow-up calls,
letters and emails that are completed by Service BDC staff utilizing pre-
written scripts
 Post-Service follow-up processes recognize customer driving
characteristics so that BDC staff can recommend and pre-schedule next
service appointment
 Service BDC staff is trained to implement a Concern Resolution process
that includes escalation criteria and a dollar limit to what BDC manager is
authorized to spend in addressing a customer concern. Completed
concern resolution forms result in BDM meeting with SA, customer is then
re-contacted by BDC
 BDC specialist that handles the original incoming service call contacts the
customer after RO has been completed for service process quality
assurance
a) Special Order Parts (SOP) Customer contact process is assigned to BDC
 Service BDC is notified by Parts Dept. when all parts related to a Special
Order have arrived and customer can be contacted
 Service BDC contacts customer and schedules service appointment
 Status call for all back ordered parts
6. Outbound Sold Service Customer Follow-up

a) Unsold Additional Needed Maintenance Follow-up calls are assigned to
BDC managed by a dedicated full-time Business Development Manager
supervising specially trained BDC specialists.
 Maintenance awareness checklist – Service Dept. forwards to BDC
 CRM application automatically schedules unsold ANM follow-up calls,
letters and emails that are completed by BDC staff utilizing pre-written
scripts and extensive training to generate return service appointments
 CRM application is set up for “results based” triggering of next unsold
ANM follow-up steps which allows BDC’s to target specific maintenance
specials and promotions to owners that need them, but declined during
service visit
a) Unsold Additional Needed Repair Follow-up calls are made by dedicated
Service BDC staff
 Service BDC staff meets with Service Advisors prior to contacting unsold
ANR customers to discuss specific details of recommended repairs and
why customer declined to authorize the repairs (ANR Save-A-Deal)
 Service Advisors work with BDC staff to develop a plan to segment
unsold ANR’s into manageable, logical “chunks” that are then offered to
customer by BDC during unsold ANR follow-up… Segments scheduled
over time
7. Outbound ANR/ANM Unsold Follow-up

 Customer FAQ's w/Staff response word tracks posted in large font using
wall posters at each Service BDC work station to supplement scripts
 Service BDC phone scripts, email templates and process maps developed
for each type of outbound and inbound Service CRM process
 Uniquely designed pay plans that differentiate between Service BDC staff
and Sales BDC staff, using appropriate and relevant incentive levels/plans
 “Pull Boards” used as incentives for BDC set Service appointment shows
 Service BDC position is career tracked for promotion into higher paying
roles
 Tracking of incoming & outgoing call data – customer/number, time,
duration, result
 Service BDC staff has access to, and has been trained to use the DMS
service scheduling applications, which become integral part of several
BDC executed Service CRM processes
 Service porters pickup BDC appointment sheets throughout the day (Nike-
Net)
 Appointment confirmation phone calls made by BDC for all service
appointments
 Appointment confirmation emails sent to customers w/captured emails
 BDC Manager reports to Dealer Principal, General Manager or COO
8. CRM Process Execution/Support Best Practices

 Service CRM Process Performance Metrics are tracked and reviewed by
Dealer/GM as part of periodic BDC management evaluation and mission
execution effectiveness
 Service BDC process-result tracking of RO revenues and associated
profits combined with departmental costing analysis used to evaluate the
Service BDC as a profit center
 Tracking revenue per RO - parts, labor, comparison to non-BDC RO's
 Tracking service/parts Revenue Per Call (RPC) within each Service CRM
process category
 Use RPC to Prioritize BDC task and activity scheduling during capacity
overflow periods
 Using RPC to determine ROI justification for additional Service BDC staff
based on call volume needs by Service CRM category – set ROI
threshold for each new resource
 Staffing levels set by outbound Service CRM call volume needs
 BDC staff scheduling determined by peak outbound contact success rate
time slots, and peak hours of inbound service call activities
 Tracking performance within Service CRM processes by measuring inbound
and outbound calls, appointment ratios, show ratios, revenue per RO on the
shows, Revenue Per Contact, Profit Per Contact
9. CRM Operational Metrics Best Practices

Process Mapping that
clearly identifies the
Service BDC’s
activities and tasks
related to Special
Order Parts
customer contacts
Examples of Dealership
Best Practices

Examples of Dealership
Best Practices
Inbound Service
Phone Call
Process Mapping

BEST PRACTICE: Performance Metrics that focus on
Customer Contact Results providing R.O.I. validation

© Copyright 2005 - The Reynolds and Reynolds Company®
Reynolds Winning BDC Implementation Package #1
BEST PACKAGE: 100 – 200+ New and Used Sales per Month Total $111,400
One year engagement including:
• Assessment & Strategic Planning – 3 Days On-site
• Management Strategy Workshops
– Getting Results from your BDC Department – 2 Day Off-site 2 Seats (Lodging Incl.)
– High Performance Results – 5 Day Off-site 3 Seats (Lodging Incl.)
• BDC Resource & Process Development – 4 Days On-site
• Implementation Phase 1 – 5 Days On-site
• Operational Measurement & Development – 4 Days of Catalyst Process On-site
• Process Refinement & Expansion for Growth – 4 Days of Catalyst Process On-site
• Certification – 2 Days On-site; 1 day of certification + 1 day of Action Planning
• Continuous Improvement Engagements – Three 2-Day On-site Engagements
• Professional Project Management including Pre/Post Visit Communications and Scheduling
• Dealer-specific BDC Manuals

BETTER PACKAGE: 75 - 99 New and Used Sales per Month Total $89,700
– Getting Results from your BDC Department – 2 Day Off-site 2 Seats (Lodging Incl.)
– High Performance Results – 5 Day Off-site 2 Seats (Lodging Incl.)
• Operational Measurement & Development – 4 Days of On-site Catalyst Process
• Process Refinement & Expansion for Growth – 3 Days of On-site Catalyst Process
• Certification – 2 Days On-site; 1 day of certification + 1 day of Action Planning
• Continuous Improvement Engagements – Two 2-Day On-site Engagements

GOOD PACKAGE: 26 - 74 New and Used Sales per Month Total $57,000
– Getting Results from your BDC Department – 2 Day Off-site 1 Seat (Lodging Incl.)
– High Performance Results – 5 Day Off-site 1 Seat (Lodging Incl.)
• Operational Measurement & Development – 2 Days of On-site Catalyst Process
• Process Refinement & Expansion for Growth – 2 Days of On-site Catalyst Process
• Certification – 2 Days On-site ; 1 day of certification + 1 day of Action Planning
• Continuous Improvement Engagement – One 2-Day On-site Engagement

Crm process presentation for dealers v9

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Crm process presentation for dealers v9