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

1. How to Recruit, Screen, Hire and Train Internet Sales Professionals for the Best and Greatest Likelihood of Success and Retention 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? Paglia - Session #215 - Rm: Montego ABC 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.

2. Growing Your Internet Staff from 10 to 300 Cars per Month

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 (secret sauce) to success.

4. 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.

12. Hire The Winners Assessment: Accurate Results in 20 Minutes Hire The Winners Report and Assessment Example

13. TARGET TRAINING FOR CURRENT TEAM MEMBERS

14. No dealership has unlimited process execution capabilities…

15. Dealer Lead Management Process Map Growing Your Internet Sales Team Requires that you Define what Your Internet Process Should Look Like…

17. Courtesy Chevrolet CRM/eBusinessTeams as of August, 2005 Ralph Paglia Begins at Courtesy as eBusiness Director BDC Manager New & Used Vehicle Sales Dept. Internet Sales Manager New & Used Vehicle Sales Dept. CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 Phase 1 Sales Results: Internet sales averaged 88 units per month (new & used) BDC generated sales averaged 92 units per month (new & used) Mike Gordon IT Director

20. Courtesy Chevrolet CRM/eBusiness New BDC with 27 Work Stations

21. 90,000+ Outbound Phone Calls / Month

22. Document Roles & Responsibilities for All Internet Sales Positions

23. * July 2006 Interactive Marketing Budget Document Pay Plan & Bonus Structure that reflects taller Internet sales funnel

24. Lead Volume puts pressure on response times as a factor of staffing levels!

25. Organizational Structure Determines Process Capabilities and Monitoring Top 4 Ways to Close More Sales to Leads Received Dealer Response Attributes Experienced by Customers within 24 hours of Submitting an Inquiry Purchase Respondents* who DID NOT experience the attribute % of Purchase* among the Leads who DID Experience the attribute Statistical Correlation Factor of Response attribute with Vehicle Purchase #1 Make Direct Phone Contact with Customer (after sending Email w/availability & prices) 17% 27% 11 #2 Send Price Quotes by Email to Customer 20% 27% 9 #3 Contact Customer more than once by Email and Telephone (within First 24 Hours) 21% 25% 5 #4 Make sure Customers are either Completely or Very Satisfied with the Lead Response 21% 24% 3

26. 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 Staffing Determines Process Execution Capabilities and Monitoring

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. 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 Have a defined process for “closing out” unsold leads

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