The document discusses best practices for screening, selecting, and hiring dealership employees. It emphasizes that organizational development is important for building an effective sales team and converting marketing opportunities into sales. The session will explore strategies and tools for recruiting, screening, hiring, and training employees that are most successful. The presenter will share the tools and processes used to build some of the most successful internet sales departments, including what elements are essential for growth.
Ralph Paglia has extensive experience in automotive digital marketing and internet sales, having generated over 144,000 leads and 4,000 vehicle sales in previous roles; the document discusses best practices for recruiting, screening, hiring and training internet sales professionals, including using skills assessments and establishing organizational processes and structures; it also provides recommendations for growing an internet sales team organically through defined roles and compensation plans.
Ralph Paglia is an expert in organizational development and human resource management in the automotive industry. He has over 20 years of experience helping dealerships improve their internet sales processes, including developing best practices for screening, selecting, and training dealership employees. The document discusses strategies for defining roles and responsibilities, documenting processes, and using tools like video assessments to improve hiring and prepare employees for success.
3 dmsc 2013 objective data performance plansRalph Paglia
The document discusses how to use objective data to create effective performance plans and compensation models. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The session will explore strategies for attracting, hiring, and training top internet sales professionals, and sharing tools that the most successful dealers use, like defining roles and responsibilities, pay plans, and lead response processes to increase hiring success and sales. It provides examples of how defining response processes, staffing levels, and regularly measuring performance can optimize lead conversion.
Automotive boot camp 2012 objective data performance plansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The document recommends organizational development strategies for attracting, hiring, and training top internet sales professionals. Specific tools and processes used by highly successful dealers are presented, including defining roles and pay structures. The role of phone contact in closing sales is highlighted. Process mapping, tracking performance metrics, and staffing appropriately to handle lead volumes are also covered.
Ralph Paglia AutoCon 2012 Objective Data Performance PlansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The document recommends recruiting, screening, hiring and training tools that the most successful dealers use. It also discusses how one dealership became a top seller by focusing on human resource development and processes like documenting roles and pay plans. Overall, the document provides strategies for attracting and retaining high-performing staff through organizational development.
The document discusses Customer Relationship Management (CRM) solutions. It defines CRM and outlines the key areas covered by CRM systems including marketing, sales, service, partners, and analytics. It then covers different architectural approaches to building CRM solutions and different types of CRM clients. Examples of data entities and workflows in a CRM system for contacts, companies, opportunities and more are also provided.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
The document discusses selling chain management (SeCM) and its role in transforming customer contact into revenue. SeCM establishes linkages between previously disconnected sales functions and processes to enable new revenue channels while improving existing channels. It analyzes how companies like Cisco have implemented SeCM solutions to better engage customers, increase sales effectiveness, and coordinate team selling across multiple sales channels. However, fully reengineering core sales processes and implementing new business models, as shown by the example of Custom Foot, can encounter challenges integrating technologies with existing workflows.
Ralph Paglia has extensive experience in automotive digital marketing and internet sales, having generated over 144,000 leads and 4,000 vehicle sales in previous roles; the document discusses best practices for recruiting, screening, hiring and training internet sales professionals, including using skills assessments and establishing organizational processes and structures; it also provides recommendations for growing an internet sales team organically through defined roles and compensation plans.
Ralph Paglia is an expert in organizational development and human resource management in the automotive industry. He has over 20 years of experience helping dealerships improve their internet sales processes, including developing best practices for screening, selecting, and training dealership employees. The document discusses strategies for defining roles and responsibilities, documenting processes, and using tools like video assessments to improve hiring and prepare employees for success.
3 dmsc 2013 objective data performance plansRalph Paglia
The document discusses how to use objective data to create effective performance plans and compensation models. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The session will explore strategies for attracting, hiring, and training top internet sales professionals, and sharing tools that the most successful dealers use, like defining roles and responsibilities, pay plans, and lead response processes to increase hiring success and sales. It provides examples of how defining response processes, staffing levels, and regularly measuring performance can optimize lead conversion.
Automotive boot camp 2012 objective data performance plansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The document recommends organizational development strategies for attracting, hiring, and training top internet sales professionals. Specific tools and processes used by highly successful dealers are presented, including defining roles and pay structures. The role of phone contact in closing sales is highlighted. Process mapping, tracking performance metrics, and staffing appropriately to handle lead volumes are also covered.
Ralph Paglia AutoCon 2012 Objective Data Performance PlansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The document recommends recruiting, screening, hiring and training tools that the most successful dealers use. It also discusses how one dealership became a top seller by focusing on human resource development and processes like documenting roles and pay plans. Overall, the document provides strategies for attracting and retaining high-performing staff through organizational development.
The document discusses Customer Relationship Management (CRM) solutions. It defines CRM and outlines the key areas covered by CRM systems including marketing, sales, service, partners, and analytics. It then covers different architectural approaches to building CRM solutions and different types of CRM clients. Examples of data entities and workflows in a CRM system for contacts, companies, opportunities and more are also provided.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
The document discusses selling chain management (SeCM) and its role in transforming customer contact into revenue. SeCM establishes linkages between previously disconnected sales functions and processes to enable new revenue channels while improving existing channels. It analyzes how companies like Cisco have implemented SeCM solutions to better engage customers, increase sales effectiveness, and coordinate team selling across multiple sales channels. However, fully reengineering core sales processes and implementing new business models, as shown by the example of Custom Foot, can encounter challenges integrating technologies with existing workflows.
The document discusses an automotive CRM solution called Consueto that aims to close the loop between CRM and dealer management systems. It describes Consueto's focus on automotive OEMs, dealers, and other entities. The solution is built on Microsoft Dynamics CRM and aims to improve customer relationship management through data-driven communications and understanding customer value. It outlines features for marketing management, sales processes, customer self-service, and integrating social networking data.
The document discusses developing an e-business strategy. It explains that an e-business strategy involves three key components: the e-business strategy, e-blueprint formulation, and tactical execution. The e-business strategy formulation phase involves building awareness and planning to create new customer value. It discusses three approaches to strategic planning: top-down analytical planning, bottom-up tactical planning, and continuous planning with feedback. Knowledge building and capability evaluation are also important parts of developing an e-business strategy.
The document discusses customer relationship management (CRM) and the importance of integrating sales, marketing, and service to build customer relationships. It outlines the benefits of CRM, such as increased customer retention and understanding customers to increase opportunities. It also discusses challenges like organizational resistance and the need to transition to a customer-centric model from siloed departments. Successful CRM requires defining a strategy, understanding customers, evaluating applications, and measuring results through a scorecard.
This document discusses the importance of developing an e-business blueprint to align an organization's technology strategy and investments with its overall business strategy. It outlines a 5-step process for creating an e-blueprint that includes establishing objectives, scope, prioritizing application frameworks, and execution plans. It emphasizes the need for executive support and cross-functional collaboration to develop a business case and facilitate successful implementation of the e-blueprint over time.
The document discusses the need for integrated enterprise applications to support modern e-business architectures. It describes how isolated, standalone applications are no longer sufficient and companies need application frameworks that combine applications like ERP, CRM, SCM, and others. It provides examples of companies that have implemented various integrated application strategies to improve areas like customer service, supply chain management, and sales.
The document discusses three interlocking layers of e-business - design, applications, and infrastructure. It provides examples of companies that exemplify different approaches to e-business design like service excellence (American Express), operational excellence (Dell), and continuous innovation excellence (Cisco Systems). The key is developing a customer-focused e-business design that transforms business processes and creates a flexible yet integrated technology infrastructure.
Gartner is a leading information technology research and advisory company founded in 1979 with over 7,600 associates. It provides valuable consulting services to over 10,000 clients worldwide. The document then discusses Gartner's eight building blocks of CRM, strategies for CRM implementation, Vodafone's use of CRM across its customer lifecycle, and how analytics can provide insights for personalized marketing. Key CRM best practices highlighted are that all eight of Gartner's blocks are essential for success and the hardest to implement involve metrics, processes, and changing employee behaviors.
The document discusses justifying the costs of customer relationship management (CRM) initiatives and boosting their return on investment. It states that few enterprises actually measure CRM ROI despite most claiming to calculate total cost of ownership or measure benefits. The document advocates calculating costs and benefits to build a strong business case for CRM and help ensure expected returns. It also stresses the importance of aligning CRM costs with the business units receiving benefits to encourage continued support and updates.
Selecting the CRM that Aligns with Your BusinessArt Hall
This document discusses selecting a customer relationship management (CRM) system. It provides background on growing CRM software spending and the key components of CRM systems. It also presents a client case study where a theme park company needs to select a new CRM system. The document discusses the client's current CRM capabilities and architecture, requirements for a new system, potential vendor demonstrations, and an approach to creating a vendor shortlist. The goal is to help the client identify a CRM solution that aligns with their business needs and enables improved marketing, sales, and customer service.
E business - STRATEGIES AND CRITICAL FACTORS IN CRM SELECTION IMPLEMENTATION ...Anil Masal
Customer Relationship Management or CRM is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty. It's a strategy used to learn more about customer’s needs and behaviour in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success.
Customer Relationship Management (CRM) focuses on understanding customers and improving interactions. A good CRM strategy can help businesses succeed by gaining more customer control, managing expectations, increasing trust, and providing better products and services. While CRM software is commonly used, the most important aspects are knowing customers and having a unified view of interactions across an organization.
The document discusses developing an e-business strategy. It explains that an e-business strategy requires integrating business strategy, enterprise applications, and technology implementation. It outlines a three-step process for moving into e-business: developing an e-business strategy, formulating an e-blueprint, and tactical execution. The strategy formulation phase involves building awareness and planning to create new customer value through knowledge building, capability evaluation, and e-business design. It provides details on conducting knowledge building to understand customers, technology and industry trends, and core competencies.
The document discusses the evolution of business intelligence and knowledge management applications over five waves. It describes how early applications focused on data sharing and reporting, while later generations enabled more advanced analytics and personalization. The next generation is proposed to use real-time personalization, broadcast technologies, and mobile access to provide personalized, proactive intelligence to customers across channels. Key elements of successful business intelligence frameworks are also outlined.
Soffront CRM offers a highly configurable and low cost CRM package for mid-size businesses. It provides all the key sales, marketing, and customer service functionality needed in a flexible way. The unique architecture and design of Soffront CRM allows customers to generate custom code based on their specifications, enabling quick and inexpensive changes to the system to meet evolving business needs without requiring extensive programming. This flexibility is designed to provide mid-size businesses with a CRM solution that can easily adapt to their fast-paced, changing environments at a lower total cost of ownership than other options.
CRM implementation in the insurance sector aims to improve customer satisfaction and loyalty. Successful CRM requires integrating people, processes, and technology to obtain a unified customer view. Major Indian insurers like LIC, HDFC Ergo, and Tata AIA Life have implemented CRM systems to streamline operations, improve customer service, and increase sales. However, failures can occur if data is inconsistent, customer needs are not considered, or systems are not properly integrated. Overall, CRM provides benefits but also poses challenges for the insurance industry in India.
Dell uses a direct sales model and CRM strategies to build great customer experiences. It segments customers and tailors its offerings to meet different needs. Dell collects extensive customer data through its website and CRM software to better understand customers. This informs Dell's strategies across the customer lifecycle from pre-sales support and education to post-sales support. Dell provides personalized support for individual, small business, and large enterprise customers. Its goal is to deliver superior customer service and customize computers to each customer's specifications.
BUS-G03_View Your Excpetional Digital Experience Through the Eyes of Your Cus...Karen He
1) IBM Customer Analytics provides insights into customer behavior across digital channels to help optimize the customer experience and journey.
2) It captures all customer interactions to help quickly identify and resolve issues, recover lost customers, and improve processes.
3) Using Customer Analytics, companies can typically realize a 249% ROI with a payback period of under 8 months through increased conversions, reduced churn, and lower dispute costs.
The document discusses strategies for recruiting, screening, hiring and training internet sales professionals. It emphasizes the importance of organizational development for dealerships and outlines tools and processes for building a successful internet sales team, including hiring assessments, defined roles and responsibilities, training, compensation structures, and lead management processes. Specifically, it examines how Courtesy Chevrolet grew its internet sales team from 10 to 300 cars per month through strategic human resources development.
Automotive Boot Camp 2012 Objective Data Performance PlansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The document recommends organizational development strategies for attracting, hiring, and training top internet sales professionals. Specific tools and processes used by highly successful dealers are presented, including defining roles and pay structures. The role of phone contact in closing sales is highlighted. Process mapping, tracking performance metrics, and staffing appropriately to handle lead volumes are also covered.
Auto con2012 objective data performance plansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay. The document recommends exploring organizational development strategies, tools for recruiting, screening, hiring and training. Specific strategies from successful dealers are shared, like defining roles and pay structures. Metrics like response times and customer satisfaction are examined. Process mapping for lead handling is presented as a way to standardize best practices and monitor performance.
3 dmsc 2013 objective data performance plansRalph Paglia
The document discusses strategies for using objective data to create performance plans and compensation models for automotive dealership employees. It emphasizes the importance of aligning employee evaluations and pay plans with business objectives and strategies. The document recommends establishing clear roles, responsibilities, processes and metrics for lead response to improve sales conversion. It also stresses the importance of adequate staffing and skills for outbound calls and follow-up to maximize sales from online leads.
The document discusses an automotive CRM solution called Consueto that aims to close the loop between CRM and dealer management systems. It describes Consueto's focus on automotive OEMs, dealers, and other entities. The solution is built on Microsoft Dynamics CRM and aims to improve customer relationship management through data-driven communications and understanding customer value. It outlines features for marketing management, sales processes, customer self-service, and integrating social networking data.
The document discusses developing an e-business strategy. It explains that an e-business strategy involves three key components: the e-business strategy, e-blueprint formulation, and tactical execution. The e-business strategy formulation phase involves building awareness and planning to create new customer value. It discusses three approaches to strategic planning: top-down analytical planning, bottom-up tactical planning, and continuous planning with feedback. Knowledge building and capability evaluation are also important parts of developing an e-business strategy.
The document discusses customer relationship management (CRM) and the importance of integrating sales, marketing, and service to build customer relationships. It outlines the benefits of CRM, such as increased customer retention and understanding customers to increase opportunities. It also discusses challenges like organizational resistance and the need to transition to a customer-centric model from siloed departments. Successful CRM requires defining a strategy, understanding customers, evaluating applications, and measuring results through a scorecard.
This document discusses the importance of developing an e-business blueprint to align an organization's technology strategy and investments with its overall business strategy. It outlines a 5-step process for creating an e-blueprint that includes establishing objectives, scope, prioritizing application frameworks, and execution plans. It emphasizes the need for executive support and cross-functional collaboration to develop a business case and facilitate successful implementation of the e-blueprint over time.
The document discusses the need for integrated enterprise applications to support modern e-business architectures. It describes how isolated, standalone applications are no longer sufficient and companies need application frameworks that combine applications like ERP, CRM, SCM, and others. It provides examples of companies that have implemented various integrated application strategies to improve areas like customer service, supply chain management, and sales.
The document discusses three interlocking layers of e-business - design, applications, and infrastructure. It provides examples of companies that exemplify different approaches to e-business design like service excellence (American Express), operational excellence (Dell), and continuous innovation excellence (Cisco Systems). The key is developing a customer-focused e-business design that transforms business processes and creates a flexible yet integrated technology infrastructure.
Gartner is a leading information technology research and advisory company founded in 1979 with over 7,600 associates. It provides valuable consulting services to over 10,000 clients worldwide. The document then discusses Gartner's eight building blocks of CRM, strategies for CRM implementation, Vodafone's use of CRM across its customer lifecycle, and how analytics can provide insights for personalized marketing. Key CRM best practices highlighted are that all eight of Gartner's blocks are essential for success and the hardest to implement involve metrics, processes, and changing employee behaviors.
The document discusses justifying the costs of customer relationship management (CRM) initiatives and boosting their return on investment. It states that few enterprises actually measure CRM ROI despite most claiming to calculate total cost of ownership or measure benefits. The document advocates calculating costs and benefits to build a strong business case for CRM and help ensure expected returns. It also stresses the importance of aligning CRM costs with the business units receiving benefits to encourage continued support and updates.
Selecting the CRM that Aligns with Your BusinessArt Hall
This document discusses selecting a customer relationship management (CRM) system. It provides background on growing CRM software spending and the key components of CRM systems. It also presents a client case study where a theme park company needs to select a new CRM system. The document discusses the client's current CRM capabilities and architecture, requirements for a new system, potential vendor demonstrations, and an approach to creating a vendor shortlist. The goal is to help the client identify a CRM solution that aligns with their business needs and enables improved marketing, sales, and customer service.
E business - STRATEGIES AND CRITICAL FACTORS IN CRM SELECTION IMPLEMENTATION ...Anil Masal
Customer Relationship Management or CRM is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty. It's a strategy used to learn more about customer’s needs and behaviour in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success.
Customer Relationship Management (CRM) focuses on understanding customers and improving interactions. A good CRM strategy can help businesses succeed by gaining more customer control, managing expectations, increasing trust, and providing better products and services. While CRM software is commonly used, the most important aspects are knowing customers and having a unified view of interactions across an organization.
The document discusses developing an e-business strategy. It explains that an e-business strategy requires integrating business strategy, enterprise applications, and technology implementation. It outlines a three-step process for moving into e-business: developing an e-business strategy, formulating an e-blueprint, and tactical execution. The strategy formulation phase involves building awareness and planning to create new customer value through knowledge building, capability evaluation, and e-business design. It provides details on conducting knowledge building to understand customers, technology and industry trends, and core competencies.
The document discusses the evolution of business intelligence and knowledge management applications over five waves. It describes how early applications focused on data sharing and reporting, while later generations enabled more advanced analytics and personalization. The next generation is proposed to use real-time personalization, broadcast technologies, and mobile access to provide personalized, proactive intelligence to customers across channels. Key elements of successful business intelligence frameworks are also outlined.
Soffront CRM offers a highly configurable and low cost CRM package for mid-size businesses. It provides all the key sales, marketing, and customer service functionality needed in a flexible way. The unique architecture and design of Soffront CRM allows customers to generate custom code based on their specifications, enabling quick and inexpensive changes to the system to meet evolving business needs without requiring extensive programming. This flexibility is designed to provide mid-size businesses with a CRM solution that can easily adapt to their fast-paced, changing environments at a lower total cost of ownership than other options.
CRM implementation in the insurance sector aims to improve customer satisfaction and loyalty. Successful CRM requires integrating people, processes, and technology to obtain a unified customer view. Major Indian insurers like LIC, HDFC Ergo, and Tata AIA Life have implemented CRM systems to streamline operations, improve customer service, and increase sales. However, failures can occur if data is inconsistent, customer needs are not considered, or systems are not properly integrated. Overall, CRM provides benefits but also poses challenges for the insurance industry in India.
Dell uses a direct sales model and CRM strategies to build great customer experiences. It segments customers and tailors its offerings to meet different needs. Dell collects extensive customer data through its website and CRM software to better understand customers. This informs Dell's strategies across the customer lifecycle from pre-sales support and education to post-sales support. Dell provides personalized support for individual, small business, and large enterprise customers. Its goal is to deliver superior customer service and customize computers to each customer's specifications.
BUS-G03_View Your Excpetional Digital Experience Through the Eyes of Your Cus...Karen He
1) IBM Customer Analytics provides insights into customer behavior across digital channels to help optimize the customer experience and journey.
2) It captures all customer interactions to help quickly identify and resolve issues, recover lost customers, and improve processes.
3) Using Customer Analytics, companies can typically realize a 249% ROI with a payback period of under 8 months through increased conversions, reduced churn, and lower dispute costs.
The document discusses strategies for recruiting, screening, hiring and training internet sales professionals. It emphasizes the importance of organizational development for dealerships and outlines tools and processes for building a successful internet sales team, including hiring assessments, defined roles and responsibilities, training, compensation structures, and lead management processes. Specifically, it examines how Courtesy Chevrolet grew its internet sales team from 10 to 300 cars per month through strategic human resources development.
Automotive Boot Camp 2012 Objective Data Performance PlansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay plans. The document recommends organizational development strategies for attracting, hiring, and training top internet sales professionals. Specific tools and processes used by highly successful dealers are presented, including defining roles and pay structures. The role of phone contact in closing sales is highlighted. Process mapping, tracking performance metrics, and staffing appropriately to handle lead volumes are also covered.
Auto con2012 objective data performance plansRalph Paglia
This document discusses using objective data to create effective performance plans and compensation models for dealership staff. It emphasizes the importance of aligning team objectives with business strategy and reflecting them in evaluations and pay. The document recommends exploring organizational development strategies, tools for recruiting, screening, hiring and training. Specific strategies from successful dealers are shared, like defining roles and pay structures. Metrics like response times and customer satisfaction are examined. Process mapping for lead handling is presented as a way to standardize best practices and monitor performance.
3 dmsc 2013 objective data performance plansRalph Paglia
The document discusses strategies for using objective data to create performance plans and compensation models for automotive dealership employees. It emphasizes the importance of aligning employee evaluations and pay plans with business objectives and strategies. The document recommends establishing clear roles, responsibilities, processes and metrics for lead response to improve sales conversion. It also stresses the importance of adequate staffing and skills for outbound calls and follow-up to maximize sales from online leads.
Objective Data Performance Based Pay Plans by Ralph Paglia - KPA Webinar June...Ralph Paglia
The document discusses using objective data to create effective performance plans and compensation models for sales teams. It explains that organizational development is important for attracting and hiring the best sales professionals. The session will explore strategies for recruiting, screening, hiring and training sales teams. The presenter will share tools and processes used to build successful sales departments, including defining roles and responsibilities, documenting processes, and creating pay plans aligned with business goals. Phone contact with leads is identified as critical for increasing sales.
Ralph Paglia ILM Implementation For General Motors DealersRalph Paglia
Courtesy Chevrolet has emerged as the top internet retailer of new and used Chevrolets. It uses an integrated online and traditional marketing strategy along with business development centers and dedicated internet sales teams to dominate the online car buying experience. The dealership generates over 60,000 online leads annually and sold over 4,000 vehicles in 2006 through its internet sales department by implementing an effective lead management process. This process involves routing online leads into a customer relationship management tool, having staff make initial contact within 30 minutes, and scheduling test drive appointments to convert leads into sales.
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
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.
Digital Disruption in Distribution and Manufacturing: How to Be a B2B LeaderPerficient, Inc.
The document discusses digital disruption in distribution and manufacturing and how companies can achieve higher levels of digital maturity. It identifies four phases (Uncommitted, Engaged, Dynamic, Differentiated) that companies progress through as they develop their digital capabilities. Each phase is characterized by its core competencies, customer experience strengths and weaknesses, expectations gaps, business challenges, and priorities. Case studies are provided as examples of companies advancing to higher phases.
Through the Eyes of the Connected Consumer: Gain Visibility and Insights to I...Perficient, Inc.
ind out why 30% of Fortune 100 companies rely on IBM Tealeaf to help them become customer-centric organizations that deliver better digital customer experiences. In this slideshare, we look at real customer implementation stories and discuss how your organization can:
Increase conversion and adoption rates
Better understand online customer behavior
Eliminate roadblocks that erode customer satisfaction
Pinpoint and resolve the issues that have the most significant impact on revenue
How To Prepare for the Launch of Your B2B eCommerce Platform by Four51Four51, Inc.
This document provides guidance on preparing for the launch of a B2B ecommerce platform. It outlines three key steps: 1) developing a business case to define the vision, 2) overcoming technical challenges through a 7-step integration process, and 3) identifying 5 key stakeholder groups to gain support. The stakeholders discussed are finance, IT, marketing, sales, and operations. For each group, the document explains how they can help champion the project and what questions to consider when engaging them. The overall goal is to communicate the vision, manage change across the organization, and ensure technical success.
The document provides tips for managing internet leads, including replying to leads within an hour using five key drivers, continuing follow-up for 180 days, and using a consumer-friendly appointment process. It also identifies areas for improving an internet lead management process by reviewing questions about closing ratios, regularly reviewing reports, routing all leads, website optimization, dedicated lead management staff, and response times. The goal is to answer "yes" to all questions to have an effective lead management process.
- The document discusses AdoRoi, a solution that connects prospects to dealers through SMS, IVR, web, and other platforms to improve ROI on advertising spending.
- It analyzes which media and communications generate the most leads and sales in different regions. Reports provide insights into improving promotional ad campaigns.
- The system distributes leads to dealers, tracks sales team progress, and allows dealers to update lead statuses through SMS or online to increase dealer productivity and responsiveness.
This document discusses how real-time identification and lead scoring can benefit companies. It provides an overview of TARGUSinfo and InfoCision, which provide identification and lead scoring solutions. Identification involves recognizing existing customers in real-time. Lead scoring predicts prospects' likelihood to convert or purchase. Case studies show these solutions increase conversion rates, first call resolutions, and allow targeting high-value prospects. The benefits are more effective marketing and improved sales and profits by prioritizing the best opportunities.
Cyber Security Account Based Personalization webinar march 2021 Avishai Sharon
How Cyber Marketers can use personalization to reduce friction along their buyer journeys? Join Tenable's Limor Danai and Avishai Sharon from Trendemon as they discuss these topics and more.
This document discusses best practices for managing sales leads from online inquiries. It provides data showing that responding to leads quickly, providing price quotes, confirming vehicle availability, showing genuine interest in the customer, and following up multiple times significantly increases closing ratios and vehicle purchases. It emphasizes the importance of a well-defined lead management process that incorporates these practices.
The document discusses best practices for managing sales leads from online inquiries. Research found that responding to leads quickly, providing price quotes, following up with multiple contacts, and ensuring customer satisfaction all significantly increased the likelihood of converting a lead into a vehicle purchase. Specifically, making a direct phone call within 24 hours of a lead, sending price quotes by email, follow up contact by email and phone, and satisfying customers with the initial response were the top four most effective practices.
The document discusses various tactics for B2B lead generation, including maintaining relationships through a CRM database, direct marketing campaigns like email and direct mail, online marketing through websites and search engine optimization, telemarketing, attending industry events, and educational seminars. The overall message is that using a variety of lead generation tactics provides a stable flow of qualified leads.
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
Ralph Paglia presented at a Toyota dealer summit on digital marketing and internet sales challenges. He discussed how 5 Toyota dealers in the Kansas City region stood out for better website content marketing and higher website visitor to contact conversion rates. Paglia also covered how setting up social media sharing and online reviews can help dealers, and the importance of lead management practices like direct phone contact and follow up to increase sales closing ratios from internet leads. He emphasized that increasing closing ratios requires more than just timely response, but showing genuine interest in customers and their needs.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Tips modular strategy for digital marketingRalph Paglia
Traffic to a website is generated through marketing, search engine optimization, and referrals. Interactive content like inventory and forms allows customers to interact. The process refers to how dealers respond to leads through email and phone techniques. Sales activities happen after leads become showroom visitors. Effectiveness is measured by unique visitors, form submissions, appointment shows, and closing ratios.
The mercedes benz x-class concept pickup truck is hereRalph Paglia
Mercedes-Benz unveiled the X-Class concept pickup truck. The X-Class will be the first "premium" pickup and is intended to fill a gap in Mercedes' product portfolio. It will compete in growing midsize pickup markets globally but not in the US, where Detroit automakers dominate. The X-Class concept emphasizes luxury and off-road capability and will enter production in late 2017 with diesel power and all-wheel drive.
Seo in a mobile first era markteters editionRalph Paglia
The document discusses optimizing a website for mobile-first search engine optimization (SEO). It recommends developing a responsive mobile website or mobile-specific site, optimizing page speed, implementing AMP pages, ensuring accessible mobile content, adding relevant structured data, and tracking mobile search queries and performance. The overall message is that mobile-first practices are crucial as search becomes increasingly dominated by mobile users.
Internet sales20group2012people recruitscreenhire (2)
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.
2. Introduction and Background:
www.ADMPC.com
Ralph Paglia
President
Automotive Media Partners, LLC
• Led build-out and development of
Tier10’s Digital Marketing, Advertising and Social
Media Strategies, Tactics and client service capabilities
• Automotive Digital Marketing Professional Community creator and Editor-in-Chief
• Generated 144,000+ leads in 22 months while working for Courtesy Chevrolet…
• Managed Courtesy Chevy Internet Sales team that sold 4,000+ Units in 2006…
• Worked w/Ford in 2007-2009 to develop first fully integrated Tier 3 Digital Marketing
Consulting and Ford Co-Op supported Digital Advertising program for Dealers…
• Ran 1st retail automotive Behavioral Targeting Digital Advertising program…
• Internet Sales & Marketing Consultant to Ford, Mercedes-Benz, GM, Honda, Toyota,
Mercedes-Benz, Hyundai and 250+ dealers & groups…
• Pioneered development of “Internet Leads” in 1988 using CompuServe ISP access
to post vehicle inventory listings on defense contractor BBS’s…
4. 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.
5. “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.
6.
7. Create a Video that showcases why
People want to Work for Your Dealership
• Training
• Compensation
• Benefits
• Supportive Team
• People Matter
• Career Growth
8. 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!
16. Growing Your Internet Sales Team Requires that you
Define what Your Internet Process Should Look Like…
Dealer Lead
Management
Process Map
17. 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:
1. New Chevrolet BDC 5. New Chevrolet Internet Sales
2. Used Car BDC 6. Used Car Internet Sales
3. Wholesale Parts BDC 7. Bell Road Internet Sales
4. eFinance Sales Team 8. Commercial Internet Sales
Let’s Take a Look at How It Happened…
24. Document Pay Plan
& Bonus Structure
that reflects taller
Internet sales
funnel
* July 2006 Interactive Marketing Budget
25. Lead Volume puts pressure on response
times as a factor of staffing levels!
26. Organizational Structure Determines Process Capabilities
and Monitoring Requirements…
% of Statistical
Top 4 Ways Purchase
Purchase* Correlation
to Close Dealer Response Attributes Respondents*
among the Factor of
who DID
More Sales Experienced by Customers within NOT
Leads who Response
attribute
to Leads DID
experience
Received 24 hours of Submitting an Inquiry 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
27. 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
28. 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.
29. 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.
30. 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.
31. 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
32. 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…
33. 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
34. 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
35.
36. Top 10 Reasons To Use “Hire The Winners”
1. Find out why your lowest producers aren't producing.
2. Learn what the potential is of every sales consultant on your team.
3. Discover opportunities for improvement for each sales consultant and how you can
focus your training for immediate improvement.
4. HTW can show you how to find and recruit excellent talent to grow and improve your
sales team.
5. HTW has tools to help make informed hiring decisions and get best talent available.
6. 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).
7. 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.
8. 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.
9. 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).
10. (see link below)
Free DMSC Trial: www.hirethewinners.com/adm
37. 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
38. 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