Tas dlr e-business seminar v.2.50

eBusinesseBusiness
Strategy WorkshopStrategy Workshop

www.AUTOMARK.net
Western Washington State Toyota DealersWestern Washington State Toyota Dealers
Welcome to
YOUR
eBusiness Seminar
&
Workshop

www.AUTOMARK.net
Jim Kinsella
&
Ralph Paglia
Introducing Your Facilitators:Introducing Your Facilitators:
eBusiness CatalystseBusiness Catalysts
Reynolds Transformation SolutionsReynolds Transformation Solutions

www.AUTOMARK.net
Turn toTurn to
page 6 inpage 6 in
youryour
workbookworkbook

www.AUTOMARK.net
Write your name on a sticky note, and put it on theWrite your name on a sticky note, and put it on the
eBusiness Savvy MetereBusiness Savvy Meter during the first break. As yourduring the first break. As your
level of understanding increases, move the sticky note.level of understanding increases, move the sticky note.
Turn to page 7 in
your workbook

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EveryEvery
60 – 9060 – 90
MinutesMinutes
For your comfort…For your comfort…

www.AUTOMARK.net
Turn offTurn off
Cell PhonesCell Phones
Or…Or…
Switch toSwitch to “Silent”“Silent” modemode
For your comfort…For your comfort…

www.AUTOMARK.net
What is TAS?
TTechnologyechnology
AAssistedssisted
SSellingelling

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How to use Information TechnologyHow to use Information Technology
to sell & service cars moreto sell & service cars more
efficiently & profitablyefficiently & profitably
•On the InternetOn the Internet
•On the Showroom FloorOn the Showroom Floor
•In the Service DriveIn the Service Drive
•Over the Telephone linesOver the Telephone lines

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GoalGoal
This course will enable you to:This course will enable you to:
•• Execute actions that increase theExecute actions that increase the TRAFFICTRAFFIC to your siteto your site
•• Manage the development and maintenance of anManage the development and maintenance of an
INTERACTIVE SITEINTERACTIVE SITE that helps turn traffic into showroomthat helps turn traffic into showroom
visits, telephone calls and requests for informationvisits, telephone calls and requests for information
•• Establish and manageEstablish and manage PROCESSESPROCESSES for turning requestsfor turning requests
for information into relationships that generatefor information into relationships that generate
appointments which result in salesappointments which result in sales
•• Close moreClose more SALESSALES with all customers regardless ofwith all customers regardless of
how they enter the dealership by building betterhow they enter the dealership by building better
relationships that improve gross profitsrelationships that improve gross profits
Turn to page 4 in your workbookTurn to page 4 in your workbook

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During the two day workshop that follows today,During the two day workshop that follows today,
your managers will learn how to:your managers will learn how to:
 Update your new Automark web site as often as you wish byUpdate your new Automark web site as often as you wish by
understanding and using theunderstanding and using the Dealer Content Management SystemDealer Content Management System
to manage most of your site’s actual appearance and informationto manage most of your site’s actual appearance and information
 Understand what can be done to develop additional sections andUnderstand what can be done to develop additional sections and
pages by working with your Automark Account Executive via thepages by working with your Automark Account Executive via the
800-462-7511800-462-7511 technical support linetechnical support line
 Use the industry’s best practices for developing key ingredientsUse the industry’s best practices for developing key ingredients
of anof an INTERACTIVE SITEINTERACTIVE SITE that compels eShoppers to visit yourthat compels eShoppers to visit your
showroom, call your dealership or request information by emailshowroom, call your dealership or request information by email
 Use improvedUse improved PROCESSESPROCESSES for turning requests from customersfor turning requests from customers
for more information into showroom appointmentsfor more information into showroom appointments
 UseUse SALESSALES techniques with customers when they arrive at thetechniques with customers when they arrive at the
dealership that are proven throughout the industry to increasedealership that are proven throughout the industry to increase
closing ratios and average gross profits across the board…closing ratios and average gross profits across the board…

www.AUTOMARK.net
What are we here to accomplish today?What are we here to accomplish today?
•Business FactsBusiness Facts
•Metrics – What we knowMetrics – What we know
•What to ExpectWhat to Expect
•Develop & define our TAS mission objectivesDevelop & define our TAS mission objectives
•Evolution of Internet usageEvolution of Internet usage
•Creation of detailed Strategic Action Plan thatCreation of detailed Strategic Action Plan that
identifies what will be done, by whom, when dueidentifies what will be done, by whom, when due
and who is responsible to monitor progress…and who is responsible to monitor progress…
•Set the stage for effective, results orientedSet the stage for effective, results oriented
in-dealership consulting & training deliveryin-dealership consulting & training delivery

www.AUTOMARK.net
Before they buy,Before they buy,
while they buy,while they buy,
and after they buy….and after they buy….
We will look at how Information TechnologyWe will look at how Information Technology
can be used to efficiently accomplish this…can be used to efficiently accomplish this…
so we canso we can sell more in less timesell more in less time, make more, make more
money and achieve higher CSI scores!money and achieve higher CSI scores!
Improve our ability to establish andImprove our ability to establish and
maintain relationships with customers…maintain relationships with customers…

www.AUTOMARK.net
In a sales situation, the dealer
must realize that 80% of the
customer’s thinking is based
on attitudes and feelings, the
other 20% is on facts.
If we learn to understand the
attitudes and feelings of our
managers, salespeople and
eBusiness empowered buyers,
we can then design our
processes to build out the
negatives. Turn toTurn to
page 8 inpage 8 in
youryour
workbookworkbook

www.AUTOMARK.net
What are some of the attitudes and feelings aboutWhat are some of the attitudes and feelings about
using the Internet to sell cars in your dealership today?using the Internet to sell cars in your dealership today?
1.1. Too much investment for not enough results?Too much investment for not enough results?
2.2. Customers believe what they see on the Internet?Customers believe what they see on the Internet?
3.3. Information on the Internet is inaccurate?Information on the Internet is inaccurate?
4.4. ____________________________________________________________________________________
5.5. ____________________________________________________________________________________
6.6. ____________________________________________________________________________________
7.7. ____________________________________________________________________________________
8.8. ____________________________________________________________________________________
9.9. ____________________________________________________________________________________
10.10. ____________________________________________________________________________________
Turn to page 9 in
your workbook

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* What is the “5 Step Methodology” for taking your* What is the “5 Step Methodology” for taking your
dealership to the next level of eBusiness success?dealership to the next level of eBusiness success?
1.1. Analyze the current situation to developAnalyze the current situation to develop
an eBusiness vision and prescriptionan eBusiness vision and prescription
2.2. Design the multi-channel strategy requiredDesign the multi-channel strategy required
to fulfill the prescriptionto fulfill the prescription
3.3. Develop specific action plans forDevelop specific action plans for
executing the strategyexecuting the strategy
4.4. Implement and deploy the eBusiness systemImplement and deploy the eBusiness system
5.5. Measure, monitor, and track theMeasure, monitor, and track the
eBusiness StrategyeBusiness Strategy
* Thomas M. Seibel – Founder & CEO of Seibel Systems* Thomas M. Seibel – Founder & CEO of Seibel Systems

www.AUTOMARK.net
AnalyzeAnalyze
DesignDesign
PlanPlan
DeployDeploy
MonitorMonitor
““5 Step Methodology” for5 Step Methodology” for
Successful eBusiness Strategy*Successful eBusiness Strategy*
* Thomas M. Seibel – Founder & CEO of Seibel Systems* Thomas M. Seibel – Founder & CEO of Seibel Systems
Review the performance “numbers”Review the performance “numbers”

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Let’s take a look at what wasLet’s take a look at what was
predicted for the future of the carpredicted for the future of the car
business just a short time ago . . .business just a short time ago . . .
The next slide is what we saw in late 1998!The next slide is what we saw in late 1998!

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Internet & Automotive TrendsInternet & Automotive Trends
OurOur businessbusiness isis
changingchanging at theat the
speed of light!speed of light!
Are you ready?Are you ready?
Source: Forbes 1998Source: Forbes 1998
1997
(Actual)
1998
(Est.)
1999
(Est.)
2001
(Est.)
Internet Sales Volume
New Vehicle Sales Volume
100-
80-
60-
40-
20-
0-
2%
6%
10%
20%

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The reality of what has happened:
How customers are using the Internet
in their Buying Cycle…
-WhatWhat “The Experts”“The Experts” PredictedPredicted
50%
would
buy online
-What Has Actually HappenedWhat Has Actually Happened
10%
20%
70%
are now going
for information
Does that mean that the 90% are now price shoppers?Does that mean that the 90% are now price shoppers?
Or… Do they have higher Service and InformationOr… Do they have higher Service and Information
expectations from our Sales Consultants?expectations from our Sales Consultants?

www.AUTOMARK.net
Toyota
Motor
Company
Vision
Turn to page 10 in
your workbook

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Traffic
•Manufacturers, Alliances, & 3rd
Party
•Web Address Everywhere
•Execute Search Engine Strategy
Interactive
Web Site
•Used Inventory & Options
•U/C Photos & Pricing
•Promotions & Specials
Sales
•Increases Sales, Profit & CSI
•Service & Sales Retention
•Lower Cost per Sale
TIPS as Strategy
Process
•Process & Pricing
•People & Pay Plans
•Performance Measurement
•Place

Market
Advertisin
g
Dealer
Custome
r Base
Dealer’s
URL
“Everywhere
”
Toyota
URL
Search
Engine
Strateg
y
Links on
Local &
Regional
Sites
•Pricing Philosophy
•Pay Plan
Face to Face
Ear to Ear
•People
•Place
Internet OutletTM
Showroom
•New & Used Inventory •Photos & Pricing
•Sales, Service & Parts Specials •Service Appointments
•Set expectations upon arrival with an “Agenda Review”
•Vehicle ready for delivery •Documentation pre-completed
LimitedLimited “Only”“Only” by a Dealer’s Creativityby a Dealer’s Creativity

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Volume ofVolume of “Unique Visitors”“Unique Visitors” to Dealer’s Web Siteto Dealer’s Web Site
““Forms Submissions”Forms Submissions”
/Unique Visitors/Unique Visitors %%
““Appointments”Appointments”/Forms Submissions/Forms Submissions %%
&& ““Appointment Shows”Appointment Shows”//Appointments %Appointments %
““Units Delivered”Units Delivered”//Appointments that Show %Appointments that Show %
Overall Internet Department PROCESS Effectiveness:Overall Internet Department PROCESS Effectiveness:
Delivery/Request %
TIPS as eBusiness Performance Metrics

Traffic
Interactive
Web Site
Process
Sales
1000
(5%) 50
LEADSLEADS
(25%) 12.5(25%) 3
(80%) 2.5
CLOSESCLOSES
5%5%
Closing %Closing %
1. Market Strategy
2. Marketing Budget
3. Advertise Internal Customers (Meeting)
4. Advertise Customer Base
(Direct Mail,Telemarketing)
5. Advertise Market (URL Everywhere)
6. Showroom Merchandising
4000
(10%) 400
1. Easy Navigation
2. Research
3. Find a Car (Inventory Updated)
4. Used Vehicle Photos Posted
5. Trade Evaluations
6. Financing
7. Test Drive
8. Contact Us
1. Lead Management Tool
2. Auto Responder
3. Personal Responses
4. E-Mail Templates
5. 2-Way Pagers
6. Telephone Contact
(50%) 200(50%) 100
1. F&I Process
2. Pricing Process
3. Sales Process
4. Introduction
5. Welcome Board
(80%) 80
1. Delivery Process
2. Personal Web Page
3. Introduce Service
4. 1st
Service Appointment
5. Loyalty Package
6. Update on Promotions
WHEELWHEEL
20%20%
Closing %Closing %
AppointmentsAppointmentsAppts. ShowAppts. Show
1. Confirmation Call
2. Confirmation E-Mail
Turn to pageTurn to page
11 in your11 in your
workbookworkbook

www.AUTOMARK.net

Customer Online
Information ServicesInformation Services Buying ServicesBuying Services
Dealership Web SiteDealership Web Site
Manufacturer Web SiteManufacturer Web Site
““Click-Through”Click-Through”
GoalGoal
workbookworkbook

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Information Search SequenceInformation Search Sequence
• 25% of buyers visit manufacturers’ web sites first;
over 60% visit either first or second; 25% never visit
• 40% of buyers visit dealers’ web sites second or
third; 25% never visit
 Implications: manufacturer and dealer web sites are
critical in marketing and communication process since
these are the first pieces of information shoppers are
exposed to. There is an exceptional opportunity for
dealers to attract car buyers to their web sites
Rice University Toyota Buyer Study

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Dealership Web sites
• Toyota buyers found both manufacturer
and dealer web sites significantly more
valuable than buyers of other cars
• Toyota buyers report having spent
approximately 2.4 hours on manufacturer
and dealer web sites
– Toyota owners spent an average of 4.9 hours of
Internet car buying research versus 1.8 for non-
Toyota owners
Rice University Toyota Buyer StudyRice University Toyota Buyer Study

Value of Alternative Information Sources
Toyota Buyers vs. Others
Toyota BuyersNon-Toyota Buyers
ValueofInformation(1-7scale)
6
5
4
3
2
1
Value of info source
dealer visit
brochure
Manuf. Web site
dealer Web site
auto-buying service
3rd party info
w ord-of-mouth

www.AUTOMARK.net
Rice University Study Conclusions:Rice University Study Conclusions:
25
75
70
75
35

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Click on the “E” Internet ExplorerClick on the “E” Internet Explorer
icon so you can take a “Live” tour oficon so you can take a “Live” tour of
the SIX most Important Web Sitesthe SIX most Important Web Sites
that you and your dealership’s staffthat you and your dealership’s staff
should be familiar with andshould be familiar with and
understand how to use…understand how to use…

www.Toyota.comwww.Toyota.com
workbookworkbook

www.KBB.comwww.KBB.com
workbookworkbook

www.CarPoint.comwww.CarPoint.com Turn to pageTurn to page
workbookworkbook

www.YourDealership.comwww.YourDealership.com

www.AUTOMARK.net
Ideas & Actions PlannedIdeas & Actions Planned
Take a few minutes to reflect on
what you’ve experienced so far.
Write down at least three or four
usable ideas that will help you sell
more cars back in your dealership in
the “Ideas” column. Write down how
you will use those ideas and what
you need to do to put those ideas
into action in the “Action” column.
workbookworkbook

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Strategy:Strategy:
The planning we do before we execute.
Take a few minutes to think about the big picture. Write down
your strategic plans for making your Web Site Interactive
Tactical Goals:Tactical Goals:
The process, steps and actions we take to execute what
we’ve planned.
After you think through your Interactive Web Site Strategy,
you can take a few minutes to get very specific and write
down at least five goals that will help you execute what you’ve
planned. What do you need to do? How will you do it? Who
will you involve? Do you need to assign timelines?
workbookworkbook

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Traffic
To Your Dealership’s Web Site

www.AUTOMARK.net
What do you do to drive TrafficWhat do you do to drive Traffic
to your Brick & Mortar store?to your Brick & Mortar store?

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Dealership MarketingDealership Marketing
““Circle of Success”Circle of Success”

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NumberofLeads
Time
URL
Search Engine
Alliances
TRAFFIC
Lead Sources (To dealership site)

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Market
Outside
Market
Customer
Base
TODAY TOMMOROW
Market
Outside
Market
Customer
Base
FUTURE
Market
Customer
Base
Outside
Market
Target Customers ( Where dealerships market )
TRAFFIC

www.AUTOMARK.net
Lead CostCost
1997
Referral Services
1998 2000 2001
Dealership Web Site
Manufactures Web Site
TRAFFIC
1999

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Customer Loyalty ( to Dealer )
TRAFFIC
Loyalty
Dealership Web Site
Referral Services
1997 1998 2000 20011999

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Buying Cycle
TRAFFIC
3 Months 3 Weeks 3 Days
MFR.
MFR.
MFR. Referral
Services
Referral
Services
Referral
Services
Dealership
Site
Dealership
Site
Dealership
Site

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Closing Ratio
TRAFFIC
Closing%
Dealership Web Site
Referral Services
Time
0%
5%
10%
15%
1997 1998 2000 20011999

www.AUTOMARK.net
Quantity
Dealership Web Site
( free leads )
( free leads )
Referral Services
( fee based leads )
Lead Volume ( per dealership )
TRAFFIC
1997 1998 2000 20011999

www.AUTOMARK.net
Lead Quality
TRAFFIC
Quantity
Dealership Web Site
Referral Services
( fee based leads )
1997 1998 2000 20011999

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““The Market” vs.The Market” vs.
“Customer Base”“Customer Base”

ShowroomShowroom
InternetInternet
DepartmentDepartment
SignageSignage
The next slide shows a close-up view of the signageThe next slide shows a close-up view of the signage

www.AUTOMARK.net
OutdoorOutdoor
Signage onSignage on
Route 60,Route 60,
which iswhich is
the mainthe main
highway intohighway into
JamestownJamestown
fromfrom
Interstate 90Interstate 90
McFadden’s Stateside Toyota of Jamestown, NYMcFadden’s Stateside Toyota of Jamestown, NY

High
Traffic
Volume
“Why”
AIU’s
Should
Visit
Website
Short &
Easy to
Remember
URL

www.AUTOMARK.net
Ourisman Chrysler of Clarksville, MD wanted to encourage theirOurisman Chrysler of Clarksville, MD wanted to encourage their
existing customer base to begin using their web site servicesexisting customer base to begin using their web site services
Their strategy was to have service advisors tell customers aboutTheir strategy was to have service advisors tell customers about
the $15 discount offered on all appointments scheduledthe $15 discount offered on all appointments scheduled
by customers using theby customers using the www.Ourisman.comwww.Ourisman.com web siteweb site

Actual Email
sent to over
8000 email
addresses that
the dealership
accumulated
in their DMS
from sales,
service &
parts
customers
over a 3 year
period
Actual Email
sent to over
8000 email
addresses that
the dealership
accumulated
in their DMS
from sales,
service &
parts
customers
over a 3 year
period
Next slide shows what happensNext slide shows what happens

www.AUTOMARK.net
Dealership Courtesy Vehicles as “Rolling Billboards”Dealership Courtesy Vehicles as “Rolling Billboards”

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Showroom Directional SignageShowroom Directional Signage
The next slide shows a close-up view of the signageThe next slide shows a close-up view of the signage

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Close-up of Showroom Directional SignageClose-up of Showroom Directional Signage

Are these people in theAre these people in the
Internet Business???Internet Business???

www.AUTOMARK.net
““Dot Com” Branding to over 10,000 Drive By’s each day!Dot Com” Branding to over 10,000 Drive By’s each day!

Ourisman Chevrolet; Wheaton, MDOurisman Chevrolet; Wheaton, MD

www.AUTOMARK.net

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Turn to page 31 inTurn to page 31 in
your workbookyour workbook
and write six ideasand write six ideas
thatthat YOUYOU havehave
about drivingabout driving
TRAFFIC to yourTRAFFIC to your
dealership’sdealership’s
web siteweb site

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Step One: Brainstorm at a flip chart, and write down as
many ideas as you can for building traffic
Step Two: Select the six most effective and powerful ideas
and note who you will target with those ideas and WHY you
feel they are the most important.
Step Three: Present all of your ideas to the group, focus
on your top 6 and the reasons why you chose them.
Divide Seminar Participants into Teams:Divide Seminar Participants into Teams:
““Maintain a bias for ACTION…”Maintain a bias for ACTION…”
- Thomas M. Seibel- Thomas M. Seibel

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Ideas Action
Write 6 Ideas on How to driveWrite 6 Ideas on How to drive
“TRAFFIC” to your dealership’s web site“TRAFFIC” to your dealership’s web site
and how you will take action on themand how you will take action on them

www.AUTOMARK.net
Strategy:Strategy:
The planning we do before we execute.
Tactical:Tactical:
The process, steps and actions we take to
execute the strategic action plan.
Fill out your Traffic section of your
Strategic Action Plan.
We are on page 32 in your workbookWe are on page 32 in your workbook
Strategic Action PlanStrategic Action Plan

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Interactive Web Site
What turns visitors to your site
into business opportunities?

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Key Concept:
Every customer is just a click away from the next dealership
Objectives:
• Hold your team accountable for updating your site with
accurate and up to date information.
• Ensure that your site is interactive and compels customers to
contact you by email or come directly to your showroom.
• Use your web stats package to pull information that will help
you manage and measure your Internet Sales Strategy.
Why is it Important to UnderstandWhy is it Important to Understand
what makes a site Interactive?what makes a site Interactive?

www.AUTOMARK.net
Interactive Web
Site
Used
Car
Photos
Pricing &
Vehicle
Description
s
Sales &
Service
Special
s
ALL
Inventor
y
Online

www.AUTOMARK.net
1.1. Request moreRequest more
informationinformation
electronicallyelectronically
2.2. Pick up thePick up the
telephone and calltelephone and call
the dealershipthe dealership
3.3. Get into their carGet into their car
and visit theand visit the
dealership!dealership!
When people like what they see on your site,When people like what they see on your site,
they’ll do one of three things:they’ll do one of three things:

Automark Web SiteAutomark Web Site
AdministrationAdministration

Let’sLet’s “Open Up The Hood”“Open Up The Hood” onon
your Automark web site!your Automark web site!

Let’s start by going to your Home Page URL…Let’s start by going to your Home Page URL…Let’s start by going to your Home Page URL…Let’s start by going to your Home Page URL…

Then, let’s add the letters:Then, let’s add the letters:
““ADMIN”ADMIN”
To the end of our web site’s main URL…To the end of our web site’s main URL…
Click on theClick on the “Go”“Go” button to get to thebutton to get to the “Log In”“Log In” screen.screen.
Then, let’s add the letters:Then, let’s add the letters:
““ADMIN”ADMIN”
To the end of our web site’s main URL…To the end of our web site’s main URL…
Click on theClick on the “Go”“Go” button to get to thebutton to get to the “Log In”“Log In” screen.screen.

Then, enter your dealership’s admin password:Then, enter your dealership’s admin password:
““****”****”
Click on theClick on the “Login”“Login” button to get to thebutton to get to the “DCSM”“DCSM” screen.screen.
Then, enter your dealership’s admin password:Then, enter your dealership’s admin password:
““****”****”
Click on theClick on the “Login”“Login” button to get to thebutton to get to the “DCSM”“DCSM” screen.screen.

www.AUTOMARK.net
Click HereClick Here

www.AUTOMARK.net
Select aSelect a “Skin”“Skin” for yourfor your
dealership’s web site…dealership’s web site…
This will change theThis will change the
appearance of the site’sappearance of the site’s
“style” and “color“style” and “color
combinations”combinations”
Select aSelect a “Skin”“Skin” for yourfor your
dealership’s web site…dealership’s web site…
This will change theThis will change the
appearance of the site’sappearance of the site’s
“style” and “color“style” and “color
combinations”combinations”

www.AUTOMARK.net
Select Month & YearSelect Month & Year
Enter details of “Sales” &Enter details of “Sales” &
“Promotional” Events“Promotional” Events

www.AUTOMARK.net
Click here to “Post” a “Help Wanted”Click here to “Post” a “Help Wanted”
advertisement on your web siteadvertisement on your web site

www.AUTOMARK.net
Customize yourCustomize your
site’s paymentsite’s payment
calculators tocalculators to
default todefault to
current termscurrent terms
availableavailable
Customize yourCustomize your
site’s paymentsite’s payment
calculators tocalculators to
default todefault to
current termscurrent terms
availableavailable

Click on the blue text to change the date rangeClick on the blue text to change the date range

The “Date Range” being reportedThe “Date Range” being reported
on is now highlighted in “yellow”on is now highlighted in “yellow”
The “Date Range” being reportedThe “Date Range” being reported
on is now highlighted in “yellow”on is now highlighted in “yellow”
The “BlackThe “Black
Triangles” onTriangles” on
either side of theeither side of the
month’smonth’s
abbreviation willabbreviation will
change the reportchange the report
to the previous orto the previous or
next monthnext month
The “BlackThe “Black
Triangles” onTriangles” on
either side of theeither side of the
month’smonth’s
abbreviation willabbreviation will
change the reportchange the report
to the previous orto the previous or
next monthnext month

www.AUTOMARK.net
“TRAFFIC” Metrics that count!

To download your “WEBTRENDS” report into MS WordTo download your “WEBTRENDS” report into MS Word
or Excel format for printing and data utilization, click onor Excel format for printing and data utilization, click on
thethe “W”“W” oror “X”“X” logo in the upper left of the screen…logo in the upper left of the screen…
Click on theClick on the “Yes”“Yes” button in the pop-up windowbutton in the pop-up window
To download your “WEBTRENDS” report into MS WordTo download your “WEBTRENDS” report into MS Word
or Excel format for printing and data utilization, click onor Excel format for printing and data utilization, click on
thethe “W”“W” oror “X”“X” logo in the upper left of the screen…logo in the upper left of the screen…
Click on theClick on the “Yes”“Yes” button in the pop-up windowbutton in the pop-up window

www.AUTOMARK.net
Click on the “OK” buttonClick on the “OK” button
A “Pop-up” windowA “Pop-up” window
will appear that askswill appear that asks
you what directory toyou what directory to
install theinstall the
WEBTRENDSWEBTRENDS
Document UtilityDocument Utility
into… It defaults tointo… It defaults to
“Program Files”“Program Files”
which is OK…which is OK…
A “Pop-up” windowA “Pop-up” window
will appear that askswill appear that asks
you what directory toyou what directory to
install theinstall the
WEBTRENDSWEBTRENDS
Document UtilityDocument Utility
into… It defaults tointo… It defaults to
“Program Files”“Program Files”
which is OK…which is OK…

YourYour “WEBTRENDS”“WEBTRENDS” Report has now been converted to aReport has now been converted to a
MS Word document for printing, emailing, storage, etc.MS Word document for printing, emailing, storage, etc.
YourYour “WEBTRENDS”“WEBTRENDS” Report has now been converted to aReport has now been converted to a
MS Word document for printing, emailing, storage, etc.MS Word document for printing, emailing, storage, etc.

TheThe “Top Pages”“Top Pages”
report inreport in
“WEBTRENDS”“WEBTRENDS”
tells us what pagestells us what pages
your customersyour customers
are spending theare spending the
most time on inmost time on in
your web siteyour web site
TheThe “Top Pages”“Top Pages”
report inreport in
“WEBTRENDS”“WEBTRENDS”
tells us what pagestells us what pages
your customersyour customers
are spending theare spending the
most time on inmost time on in
your web siteyour web site

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Impact of Home Page
INTERACTIVE WEB SITE
LeadRatio
Complicated Average Simple

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Time Spent = Leads Received
INTERACTIVE WEB SITE
LeadRatio
0 2 4 6 8 10 12 14 16 18 20
Time ( minutes )

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What information will help you manage andWhat information will help you manage and
measure your Internet Sales Strategy?measure your Internet Sales Strategy?
When you go into your site’s DCMSWhen you go into your site’s DCMS (Open up the hood)(Open up the hood)
What statistics will provide you with the mostWhat statistics will provide you with the most
important information on a month-to-month basis?important information on a month-to-month basis?
What does this information mean to your team?What does this information mean to your team?
What will increase the unique visitor count to your site?What will increase the unique visitor count to your site?
What is the visitor to lead ratio?What is the visitor to lead ratio? (Submission Rate)(Submission Rate)
How do you increase the visitor to lead ratio?How do you increase the visitor to lead ratio?
FFollow-upollow-up AAccountabilityccountability CControlontrol EExecutionxecution

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How do customers define “Interactive”?How do customers define “Interactive”?
Step 1:
At a flip chart, brainstorm what customers look for
at an automotive web site. If you were buying a
car on line, what kind of information would you
need to help you in your buying decision?
Step 2:
As a group, establish 6 items you feel are most
important and list them in order of priority.
Seminar Participants “Break Out” into their Teams:Seminar Participants “Break Out” into their Teams:

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Ideas Action
Write 6 of your bestWrite 6 of your best “Ideas”“Ideas” on how to make youron how to make your
web site more interactive and theweb site more interactive and the “Actions”“Actions”
you will take to make it happenyou will take to make it happen

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Who will be held accountable for keeping your web siteWho will be held accountable for keeping your web site
interactive and up to date with the following items:interactive and up to date with the following items:
Inventory?Inventory? __________________________
Used Car Pictures?Used Car Pictures? __________________________
F&I Applications?F&I Applications? __________________________
Employee Applications?Employee Applications? __________________________
Service Specials?Service Specials? __________________________
Parts & Accessories?Parts & Accessories? __________________________
How will you monitor this?How will you monitor this?

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Once we’ve identified who will do these things, we needOnce we’ve identified who will do these things, we need
to ask another question:to ask another question:
““Does the person dedicated to the assigned tasksDoes the person dedicated to the assigned tasks
possess the skills needed for optimum effectiveness?”possess the skills needed for optimum effectiveness?”
Ultimately, the disciplines employed
in eBusiness will result in additional
payoff with increased/sustained
profitability in the traditional
business model as well.

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Customers are now using the Internet, and aCustomers are now using the Internet, and a
dealer’s presence and processes related to it, todealer’s presence and processes related to it, to
“Qualify”“Qualify” the dealership, the specific vehicle,the dealership, the specific vehicle,
facility, who they want to deal with, etc.facility, who they want to deal with, etc.
• Selection: “Does this dealership have the
White Sequoia that we’re thinking about?” ---
“I don’t know, honey… When I searched their
inventory it came up with a NO VEHICLE
FOUND message.”
• Dealer Response: “What did the dealer send you after you“What did the dealer send you after you
did that “I’m Interested” thing on their web site?” ---did that “I’m Interested” thing on their web site?” ---
“Well Honey, they didn’t send me back anything… I guess“Well Honey, they didn’t send me back anything… I guess
they don’t want to sell us a car… Let’s call that otherthey don’t want to sell us a car… Let’s call that other
Toyota dealership we saw listed that’s close to my office.”Toyota dealership we saw listed that’s close to my office.”

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If we’re not willing to accept those results,If we’re not willing to accept those results,
we need to ask a few questions:we need to ask a few questions:
• Location: Who will make sure that customers know how to get
to your dealership’s web site?
• Cleanliness: Who will update the photos and information?
• Signage: Who is going to direct the content and navigation of
your dealership’s web site?
• Merchandising: Who will keep each department’s specials on
your web site updated and make customers aware that
they can get some great deals by visiting your site?
• Parking: Who will monitor and update the dealership
information such as hours, awards and other unique dealership
characteristics on your web site?

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If we’re not willing to risk those results,If we’re not willing to risk those results,
we need to ask a few questions?we need to ask a few questions?
• SelectionSelection:: Who will make sure that all of theWho will make sure that all of the
inventory is online and that the optionalinventory is online and that the optional
equipment information is up to date?equipment information is up to date?
• Appropriate staffingAppropriate staffing:: Who will respond to the onlineWho will respond to the online
customers and what are the store’s benchmarkscustomers and what are the store’s benchmarks
for response time, content and follow-up?for response time, content and follow-up?

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Process
What turns business
opportunities into results?

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Key Concept:Key Concept:
Full timeFull time efforteffort = Full time= Full time resultsresults
Part timePart time efforteffort = Part time= Part time resultsresults

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Customer Online
Customer Contact
Buy the Vehicle
Follow Up
Building a “Bank” of Loyal,Building a “Bank” of Loyal,
Enthusiastic & ProfitableEnthusiastic & Profitable
Lifetime Customers…Lifetime Customers…

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Customer Buying PROCESS vs. Dealership Follow-up
What is wrong with this picture?What is wrong with this picture?
Buying Cycle:Buying Cycle:
Initial RequestInitial Request
DealershipDealership
Follow-up %Follow-up %
3 Days3 Days
(35%)(35%)
3 Months3 Months
(25%)(25%)
3 Weeks3 Weeks
(40%)(40%)
3 Days3 Days
(85%)(85%)
3 Months3 Months
(5%)(5%)
3 Weeks3 Weeks
(10%)(10%)

7-8 Weeks Average Buying Cycle7-8 Weeks Average Buying Cycle JD Powers
3
Months
Sort Through
3
Weeks
P.O.P Material
3
Days
Buy
3-5 day
Mentality
Would you like more information from your dealer (quote)?
Are you Serious?
Do
Nothing
Sunday

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Major Manufacturer Site DataMajor Manufacturer Site Data
Time FromTime From Initial RequestInitial Request to Saleto Sale
(15,000+ Information Requests Tracked for 6 Months)(15,000+ Information Requests Tracked for 6 Months)
2.5%
31.0%31.0%
15.4%
8.2%
5.8% 4.6% 3.9% 3.8%
24.8%24.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
SameSame
DayDay
1 2 3 4 5 6 7 AfterAfter
7th7thWEEKSWEEKS

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Customers who want to drive Before they Buy
Do we factor this into our eBusiness Sales PROCESS?Do we factor this into our eBusiness Sales PROCESS?
97% of Customers Surveyed97% of Customers Surveyed
Want to drive the vehicle beforeWant to drive the vehicle before
they sign deal documentsthey sign deal documents

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Where are the vehicles that Customers build on web sites?
Does our Sales PROCESS consider this factor?Does our Sales PROCESS consider this factor?
40%40%
In stockIn stock
10% Must10% Must
be Orderedbe Ordered
5%5%
Does not existDoes not exist
45%45%
LocateLocate

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10%10%
InflexibleInflexible
90%90%
Consider AlternativesConsider Alternatives
Customers willing to consider alternative vehicles
Does our Sales PROCESS includeDoes our Sales PROCESS include
presentation of alternatives?presentation of alternatives?

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Closing Ratio on Leads Received by Personalized Response Time
Does our PROCESS recognize this factor?
Close%Close%
0 1 2 3 6 12 24 48 720 1 2 3 6 12 24 48 72
Response Time ( hours )Response Time ( hours )

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Closing % by Level of Contact Achieved
PROCESS Results by Communication Methods
Close%Close%
AutoAuto
e-maile-mail
PersonalPersonal
E-mailE-mail
Face to FaceFace to FacePhonePhone

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HowHow is ouris our process designedprocess designed
toto communicate?communicate?
(face
How can
you get from
(keyboard to
keyboard)
face)?
to to
Turn to page 50Turn to page 50
in your workbookin your workbook

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““eBusiness PROCESSeBusiness PROCESS
101”101”
1.1. Automated Email Reply acknowledging receipt ofAutomated Email Reply acknowledging receipt of
requestrequest
2.2. Personalized Email within 20 minutes ofPersonalized Email within 20 minutes of
business day that answers specific informationbusiness day that answers specific information
request by customer and sets the stage for arequest by customer and sets the stage for a
follow-up telephone callfollow-up telephone call THAT DAYTHAT DAY
3.3. Successful Phone Call to customer thatSuccessful Phone Call to customer that
establishes a personalized relationship andestablishes a personalized relationship and
results in an appointmentresults in an appointment
4.4. Appointment Confirmation by Email andAppointment Confirmation by Email and
TelephoneTelephone

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Pricing
What is our Pricing Philosophy?

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How do we deal with customer
requests for our “Best Price”?

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Key Concept:Key Concept:
Price doesn't sell cars . . .Price doesn't sell cars . . .
People doPeople do
Objectives:Objectives:
• Clearly define a pricing policy that promotes
consistent profitability.
• Create a pricing policy that is easily accessible to
the Internet Manager and other personnel as needed.

www.CarsDirect.comwww.CarsDirect.com

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AtAt www.CarsDirect.comwww.CarsDirect.com, price the following vehicles:, price the following vehicles:
2002 Toyota Camry 4dr Sedan LE
CarsDirect Price ______________ M.S.R.P. ______________
Invoice ______________
2001 Toyota Sequoia 4x4 SR5 V8
Invoice ______________
2002 Toyota Corolla 4dr Sedan LE
Invoice ______________

www.Edmunds.comwww.Edmunds.com

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AtAt www.Edmunds.comwww.Edmunds.com, price the following vehicles:, price the following vehicles:
2002 Toyota Camry 4dr Sedan LE
Edmunds TMV Price ____________ M.S.R.P.____________
Invoice ____________
2001 Toyota Sequoia 4x4 SR5 V8
Edmunds TMV Price ____________ M.S.R.P._____________
Invoice ____________
2002 Toyota Corolla 4dr Sedan LE
Edmunds TMV Price ____________ M.S.R.P._____________
Invoice ____________

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1. No Price1. No Price
2. M.S.R.P. Only2. M.S.R.P. Only
3. Internet Price Only3. Internet Price Only
4. M.S.R.P. / Invoice / Internet Price4. M.S.R.P. / Invoice / Internet Price
5. M.S.R.P. / Invoice / Make an Offer5. M.S.R.P. / Invoice / Make an Offer
6. Blue Book / Price / Payment6. Blue Book / Price / Payment
7. Low Price Guarantee7. Low Price Guarantee
7 Examples of eBusiness Pricing Models7 Examples of eBusiness Pricing Models

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What weWhat we
know inknow in
advance,advance,
we do inwe do in
advanceadvance
•• Establish % profit margins (Avoid $ Markups)Establish % profit margins (Avoid $ Markups)
•• Organize by model line with paymentOrganize by model line with payment
examples for both finance & leasingexamples for both finance & leasing
•• Post prices on site for your entire inventoryPost prices on site for your entire inventory
•• Stay consistent with advertising (specials)Stay consistent with advertising (specials)
•• Comply with the laws of your stateComply with the laws of your state
•• Make your pricing accessible to everyoneMake your pricing accessible to everyone
responsible for responding to customersresponsible for responding to customers
•• Review pricing “Grids” monthly and revise asReview pricing “Grids” monthly and revise as
often as the market conditions demandoften as the market conditions demand
Suggested Guidelines for New Vehicle Pricing:Suggested Guidelines for New Vehicle Pricing:

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Questions:Questions:
Who should attend pricing meetings?Who should attend pricing meetings?
How often should they be held?How often should they be held?
Why so often?Why so often?
What are specialty vehicles?What are specialty vehicles?
New Vehicle Pricing MeetingsNew Vehicle Pricing Meetings

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Pricing:Pricing:
Pricing sheets provide quickPricing sheets provide quick
and easy price reference. Itand easy price reference. It
shows the percent margin overshows the percent margin over
Invoice the dealer has establishedInvoice the dealer has established
for each make and model.for each make and model.
The used vehicle pricing sheetThe used vehicle pricing sheet
shows used vehicle guide pricingshows used vehicle guide pricing
and the dealer's price.and the dealer's price.qq
q
Vehicle Pricing Reference

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Appraisal Process
•What percent of yourWhat percent of your
customers have a trade-customers have a trade-
in?in?
•Should we have aShould we have a
strategy?strategy?
•How can we presentHow can we present
the value of their trade-the value of their trade-
in?in?
•How can we keep themHow can we keep them
engaged throughout theengaged throughout the
appraisal process?appraisal process?

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Let’s take a look at our dealershipLet’s take a look at our dealership
sales processes:sales processes:

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Have we changed ourHave we changed our
sales process to makesales process to make
effective use of theeffective use of the
number one researchnumber one research
tool used by today’stool used by today’s
customers?customers?

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““I went on the InternetI went on the Internet
and found a price that isand found a price that is
less than you quoted…”less than you quoted…”
““I looked up Kelley BlueI looked up Kelley Blue
Book and found that myBook and found that my
trade is worth more thantrade is worth more than
you’re offering me…”you’re offering me…”
Does the fact that customers now have so muchDoes the fact that customers now have so much
information sometime put our sales people in ainformation sometime put our sales people in a
reactive mode rather than a proactive mode?reactive mode rather than a proactive mode?

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Are dealership Gross Profits effected by the depth of
information that today’s shoppers get on the Internet?
“The online shopper pays an average of $176
more than the brick and mortar buyer”
- J.D. Power / Automotive News 2001

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Are dealership newAre dealership new
and used car salesand used car sales
volumesvolumes
affected by theaffected by the
information thatinformation that
today’s shopperstoday’s shoppers
get on the Internet?get on the Internet?

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Relevant Research Result:Relevant Research Result:
71% of 2001 Toyota buyers and prospective71% of 2001 Toyota buyers and prospective
buyers are using the Internet as anbuyers are using the Internet as an
Information SourceInformation Source prior to theprior to the
purchase of a new vehicle.purchase of a new vehicle.

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How can we improve our sales processes toHow can we improve our sales processes to
better serve today’s eInformed buyer whilebetter serve today’s eInformed buyer while
protecting gross profits on each dealprotecting gross profits on each deal
and improving our closing ratios?and improving our closing ratios?

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Facilitation PointFacilitation Point
1. What is your current sales process?
- Map out your current sales process
2. Let’s look at some examples of successful
processes that incorporate information technology
in ways that better serve and delight our customers
- Share “Best Practices” amongst participants
3. Make decisions on which best practices we
want to build into our own
- Map out enhancements to the process
- Create an Implementation Strategy

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Should our Sales Professionals knowShould our Sales Professionals know
what customers are being told bywhat customers are being told by
the dealership’s web sites?the dealership’s web sites?

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How are the CSI scores from customersHow are the CSI scores from customers
who get information from the Internetwho get information from the Internet
prior to making a purchase, comparedprior to making a purchase, compared
to those from buyers who don’t?to those from buyers who don’t?

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Relevant Research
Recent Customer Viewpoint Scores show that
Automotive Internet Users are 8-10% less Completely
Satisfied than customers that do not use the Internet
for research prior to purchase.
75
80
85
90
95
100
Sales
Experience
Delivery Cleanliness Sales
Person
AIU's
Non-AIU

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““How likely is it that customersHow likely is it that customers
(who are less than(who are less than completely satisfiedcompletely satisfied))
will buy additional vehicles from a dealer?”will buy additional vehicles from a dealer?”

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““Given the fact thatGiven the fact that over 70%over 70% of ourof our currentcurrent
customerscustomers use the Internet for research,use the Internet for research,
should we be concerned about the impact on ourshould we be concerned about the impact on our
Sales Satisfaction ScoresSales Satisfaction Scores?”?”

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Do we need a plan to upgrade our SalesDo we need a plan to upgrade our Sales
Consultant’s eBusiness skills as well asConsultant’s eBusiness skills as well as
regular updates on the informationregular updates on the information
sources used by customers, in order forsources used by customers, in order for
them to better serve these customers?them to better serve these customers?

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Would it benefit your dealership ifWould it benefit your dealership if
Cyber Car began a program of workingCyber Car began a program of working
with the dealership’s staff to:with the dealership’s staff to:

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Improve showroom sales results:Improve showroom sales results:
Train sales professionals on how to useTrain sales professionals on how to use
processes on the showroom floor that utilizeprocesses on the showroom floor that utilize
the credibility of Internet based informationthe credibility of Internet based information
sources to build better relationships andsources to build better relationships and
increase closing ratios with ALL customers.increase closing ratios with ALL customers.

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1. What is your current sales process?
- Map out our current sales process
2. Let’s look at some examples of successful
processes that incorporate the internet and
information technology in a way that better serves
our customers
3. Make decisions on which best practices we
want to build into our own
- Map out enhancements to the process
STOPSTOPSTOPSTOP

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In the Brick and Mortar world, what separatesIn the Brick and Mortar world, what separates
a good facility from a poor facility?a good facility from a poor facility?
• LocationLocation
• CleanlinessCleanliness
• SignageSignage
• MerchandisingMerchandising
• ParkingParking
• SelectionSelection
• Appropriate staffingAppropriate staffing
What is the difference in the results?

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Who is responsible for ensuring that our facilityWho is responsible for ensuring that our facility
is properly maintained in all of these areas:is properly maintained in all of these areas:
• Location
• Cleanliness
• Signage
• Merchandising
• Parking
• Selection
• Appropriate staffing
Is our staff that is responsible for the above aware
of what their roles are and who they answer to?

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What would happen if . . .What would happen if . . .
• Location: We didn’t have enough visibility to drive
traffic onto the lot?
• Cleanliness: The building wasn’t painted, the windows
were dirty and the grass was never mowed?
• Signage: People saw us as just another big used car
store from the road?
• Merchandising: We never changed the look of the lot
or the specials on the windows, would we become
part of the horizon or would we be a place that people
noticed?

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What would happen if . . .What would happen if . . .
• Parking: There wasn’t enough room to accommodate
our customers, making it a hassle to stop and inquire?
• Selection: People couldn’t see our New or Used car
inventory?
• Appropriate staffing: We didn’t have a finely tuned
sales team?

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Given the fact that 70% of your customers areGiven the fact that 70% of your customers are
researching products, price and facilitiesresearching products, price and facilities
before they come to your dealership, are youbefore they come to your dealership, are you
willing to risk our Online results by:willing to risk our Online results by:
• Location: Not making people aware of where we’re located
• Cleanliness: Not keeping all of our photos/info up to date
• Signage: Not directing people to where they can contact us
• Merchandising: Not making people aware of our specials
or updating our themes
• Parking: Not giving them a place to hang out and find
relevant information

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Given the fact that 70% of your customersGiven the fact that 70% of your customers
are researching products, price andare researching products, price and
facilities before they come to a dealership,facilities before they come to a dealership,
are we willing to risk our Online results by:are we willing to risk our Online results by:
• Selection: Not having a complete description of our new
and pre-owned inventory listed on our web sites
• Appropriate staffing: not keeping our sales team
aware of today’s best practices regarding faster response
times, automated responses, personalized reply content
and showroom use of Information sites

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Once we’ve identified who will do these things, we needOnce we’ve identified who will do these things, we need
to ask another question:to ask another question:
““Does the person dedicated to the assigned tasksDoes the person dedicated to the assigned tasks
possess the skills needed for optimum effectiveness?”possess the skills needed for optimum effectiveness?”
Ultimately, the disciplines
employed in the Online world will
result in additional payoff with
increased/sustained profitability in
the Brick and Mortar world as well.

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Customer ExpectationsCustomer Expectations CreatedCreated
and Managed by the Merchantand Managed by the Merchant
Customer ExpectationsCustomer Expectations GuidedGuided
and Managed by the Merchantand Managed by the Merchant

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Do we need an Internet department?
Do we need a sales department that is Information
Technology empowered?
Yes!
With over 70% of ALL customers using the Internet in one
way or another . . .
Can we afford to ignore this segment?
No!

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In your opinion . . .
Should we treat customers who have not done any research
on the Internet any different than those who have?
WIN • WIN
TLC
2
THINK LIKE A CUSTOMER
TENDER LOVING CARE

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Do you believe the following trends are
increasing or decreasing?
• Let’s take a look at the changing market place
• Examine what our current processes are
• Then, we will examine some strategies that
have been proven successful . . .

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Let’s examine our sales process…
Let’s examine our follow up processes…
Let’s examine the use of the
Information Technology in
our Fixed Operations
processes and how we can
integrate this into all our
departments…
Then, how will our strategy
effect and impact marketing
and promotions?

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Automotive Internet User’s Satisfaction
Calendar Year 2000 Sales Satisfaction Survey
NATIONAL SURVEY OF OVER 150,000 NEW VEHICLE BUYERS
Overall Satisfaction (% Completely Satisfied)
Overall ownership experience……………………………….. 56 64 51
Overall vehicle quality…………………………………………. 53 62 49
Vehicle equipped as wanted ……………..…………………... 58 64 55
Purchase experience…………………………………………… 58 67 54
Dealership’s ability to provide good value for the money 55 63 52
Comfort and friendliness of facility …………………………. 63 73 59
Use
Internet
Do not Use
Internet
Use Ind.
Buying
Service

150 100
50 160
200 5%
20% 5
1000 20%
800 32
4% $1,135
32 $5,675
$1,135 $36,320
$36,320 $68,100
$435,840 $435,840
$367,740
30% 30
200 50% 80
$1,135 25% 7.5
$100 50% 40
$1,235 60% 5
$20,000 80% 32
$240,000 28
330
460
20% 92 $435,840
30% 138 $240,000
25% 23 $272,536
50% 69 $370,464
33% 8 $367,740
40% 28
$1,135 $1,686,580
$8,615
$31,326
$103,376
$375,912
$272,536
1560
200
1360
2%
4%
27
54
$1,135
$30,872
$61,744
$370,464
TARGETED - Monthly Incoming Sales Call Profit Contribution:
Incoming Sales Call Management Process
Showroom Sales Process:
Management "Desking" Process:
Incoming Sales Call Management:
Unsold Opportunity Follow-up Process:
Please note that all projected results are based on isolated
improvement in operating processes and do NOT take into
account potential compounding of results. Improvements in
operational process results in two or more of the areas
described by this sprea
RESULTS: Annual Profit Increase =
Targeted Profit Increase Summary
Current Monthly Incoming Sales Call Volume:
Average Monthly Preowned Deliveries:
Current New & Used Closing Ratio:
Total Showroom Opportunities:
Average Unsold Showroom Opportunities:
Average Monthly Total Vehicle Deliveries:
TARGETED INCREASE - Showroom Closing Ratio:
RESULTS: Increase in Monthly Deliveries =
Current Average Gross Profit PVR:
RESULTS: Increase in Monthly Sales Gross =
Showroom Sales Process
Current Appointment Scheduled Ratio:
TARGETED - Appointments Scheduled Ratio:
RESULTS: Increase in Annual Sales Gross =
Average Monthly New Vehicle Deliveries:
Average Monthly Total Vehicle Deliveries:
Current Sales to Incoming Internet Opportunities:
TARGETED - Delivery to Opportunity Ratio:
RESULTS: Sales to Incoming Internet Opportunities =
TARGETED INCREASE - Gross Profit PVR:
Management "Desking" Process
RESULTS: Increase in Monthly Sales Gross =
RESULTS: Increase in Annual Sales Gross =
RESULTS: Targeted Average Gross Profit PVR:
Current Appointment Scheduled Ratio:
TARGETED - Appointments Scheduled Ratio:
Current Appointment Show Ratio:
TARGETED - Appointment Show Ratio:
Current Deliveries to Appointments that Show:
Current Monthly Incoming Sales Call Profit Contribution:
TARGETED - Deliveries to Appointments that Show:
Current Annual Incoming Sales Call Profit Contribution:
RESULTS: Targeted Annual Incoming Sales Call Profit Contribution:
RESULTS: Increased Annual Incoming Sales Call Profit Contribution:
Current Monthly Follow-up Sales Profit Contribution:
TARGETED - Monthly Follow-up Sales Profit Contribution:
RESULTS: Increased Annual Follow-up Sales Profit Contribution:
Current Sales Volume Generated by Follow-up Process:
TARGETED - Sales Volume Generated by Follow-up Process:
TARGETED - Total of Incoming Internet Opportunities:
Current Total of Incoming Internet Opportunities:
Current Delivery to Opportunity Ratio:
Current Monthly Sales to Total Incoming Opportunities:
Current Monthly Unsold Incoming Sales Opportunities:
Unsold Follow Up Calls & Email Process
Current Total of Showroom, Phone & Internet Opportunities:
Current Overall Follow-up Closing Ratio:
TARGETED - Overall Follow-up Closing Ratio:
Internet Profit Contribution Analysis:
Current ANNUAL Incoming Internet Lead Profit Contribution:
Current Appointment Show Ratio:
RESULTS: Increase in Monthly Sales to Internet Leads =
RESULTS: Increase in ANNUAL Sales to Internet Leads =
Current Deliveries to Appointments that Show:
TARGETED - Deliveries to Appointments Shows:
Fill in the appropriate Data into the white, unshaded cells displayed below… TARGETED Data entry should be based on facillitation by Catalyst
Management Strategy Meeting Sales Analysis
Business Case Foundation for Today's Strategic Development Workshop
TARGETED - Appointment Show Ratio:
Strategy For Achieving The Above Results
Current Monthly Incoming Internet Lead Profit Contribution:
TARGETED - Monthly Incoming Internet Lead Profit Contribution:
TARGETED - ANNUAL Incoming Internet Lead Profit Contribution:
RESULTS: Increased Annual Internet Lead Profit Contribution:
Internet Profit Contribution Analysis

www.AUTOMARK.net
Let’s take a look at our follow up processes:

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Follow Up
What is your belief . . .
Is it the Dealer’s or Manufacturer’s responsibility
to ensure that successful customer follow up is
executed?

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Is it more effective for the Dealer or the
Manufacturer to deliver customer follow up?

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Relevant Research Result
75% of new vehicle buyers surveyed would prefer
communication directly from the dealer where
they purchased their vehicle rather than from
the manufacturer.
Communication from the manufacturer
is a welcomed addition to dealer-based follow up

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How frequently should Dealers contact their
customers who have purchased a vehicle?”

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How frequently should we contact prospective
customers who have visited our showroom, called
us on the phone or have been to our web site?

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How likely are walk-in, phone or Internet customers
to purchase a vehicle from our dealership without
hearing from us after their initial contact?

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How likely are customers, who have purchased
a vehicle from us, to purchase another vehicle
from our dealership without being contacted
after the sale?

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33% of customers surveyed have never been
contacted by the dealership where they
purchased their vehicle.

www.AUTOMARK.net
Relevant Research ResultRelevant Research Result
64% of customers who contact a dealer in64% of customers who contact a dealer in
person, by telephone or email have neverperson, by telephone or email have never
received any follow up after their initialreceived any follow up after their initial
contact with that dealer.contact with that dealer.

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Source: J.D. Power and
Associates 2001 New
Autoshopper.com Study
Non-Internet Users: 30%Non-Internet Users: 30%
Submit OnlineSubmit Online
Purchase Request:Purchase Request: 16%16%
Submit OnlineSubmit Online
Purchase Request:Purchase Request: 16%16%
Buy Online: 4.7%Buy Online: 4.7%
Automotive Internet
Users: 70%

www.AUTOMARK.net
Considering that the majority of peopleConsidering that the majority of people
(who buy vehicles TODAY)(who buy vehicles TODAY)
use the Internet to gather informationuse the Internet to gather information
prior to making a purchase decision…prior to making a purchase decision…
Next Slide, Please!Next Slide, Please!

www.AUTOMARK.net
““Would it be an effective marketing strategy to getWould it be an effective marketing strategy to get
customers comfortable using our web sites?”customers comfortable using our web sites?”
Service Appointments?Service Appointments?
Parts and Accessories?Parts and Accessories?
Service Discount Coupons?Service Discount Coupons?
Who to contact?Who to contact?
Direct telephone numbers?Direct telephone numbers?
Their Owner’s Manual?Their Owner’s Manual?
Recommended Maintenance?Recommended Maintenance?
Getting driving directions?Getting driving directions?
Checking traffic reports?Checking traffic reports?
Vacation Planning?Vacation Planning?
for full ownership cycle needs as simple as:for full ownership cycle needs as simple as:

www.AUTOMARK.net
In your opinion…In your opinion…
““As customers become more comfortable withAs customers become more comfortable with
eBusiness through theireBusiness through their
vehicle ownership cycle,vehicle ownership cycle,
would they become morewould they become more
likely to use the dealer’slikely to use the dealer’s
web site, and the forms inweb site, and the forms in
it, as part of researchingit, as part of researching
their next car purchase?their next car purchase?

www.AUTOMARK.net
In your opinion . . .In your opinion . . .
If a dealer’s current customer base becameIf a dealer’s current customer base became
comfortable communicating with the dealershipcomfortable communicating with the dealership
through email and the dealer’s web site . . .through email and the dealer’s web site . . .
What would this do to theWhat would this do to the
expense structure andexpense structure and
the costs of advertising,the costs of advertising,
marketing and promotingmarketing and promoting
the dealership’s productsthe dealership’s products
and services?and services?

www.AUTOMARK.net
““Let’s evaluate our current follow-up process andLet’s evaluate our current follow-up process and
take a look at how we can use the technologytake a look at how we can use the technology
provided by the Automark suite of products andprovided by the Automark suite of products and
services to improve our results…”services to improve our results…”
What our some of the tools you can use to improveWhat our some of the tools you can use to improve
Customer Relationship Management?Customer Relationship Management?
• AutomarkAutomark email servicesemail services
• LeadLead “Opportunity”“Opportunity” management toolsmanagement tools
• Personal web site links on Automark sitesPersonal web site links on Automark sites
• AutomarkAutomark customized site sectionscustomized site sections
STOPSTOPSTOPSTOP

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Commitment & Buying
PEOPLE
Uninformed
Optimism
Uninformed
Pessimism
Informed
Pessimism
Informed
Optimism
I III
II IV
Active resistancePassive resistance
Commitment Involvement
Understanding
• Who are the key managers and Personnel in the dealership
• Plot yourself
• Plot the team on the chart (Quadrant I, II, III, IV)
• What needs to happen to bring everyone to quadrant III?
• Who will do it, when will it get done, and how can you make sure it is done?

www.AUTOMARK.net
How important is it that:
Every customer, whether
they are walk-in, phone or
an Internet lead is followed
up using their preferred
method of contact?

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49% of dealership profits,49% of dealership profits,
(industry wide)(industry wide) are generatedare generated
from dealership Fixed Operations.from dealership Fixed Operations.

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Would the development of eBusinessWould the development of eBusiness
capabilities and CRM processes withincapabilities and CRM processes within
Dealership Fixed Operations make sense asDealership Fixed Operations make sense as
part of a dealer’s business plan?part of a dealer’s business plan?

www.AUTOMARK.net
12 eService12 eService
Elements of SuccessElements of Success
Implementation & UtilizationImplementation & Utilization

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1. Electronic Appointment System1. Electronic Appointment System
• Route email messages to dedicated
appointment person
• Incorporates “Welcome Board”
concept into the service drive
• Limit Online Appointments to Three
15 minute appointments per
hour for each Service Advisor

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2. Interactive Appointment Reception2. Interactive Appointment Reception
• Customer’s name and scheduled
time on Welcome Board
• Send email to customer with a
predetermined price and agreed
upon completion time
• Service Advisor performs walk
around vehicle inspection with
the eCustomer at time of arrival

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3. Quality Care Maintenance3. Quality Care Maintenance
• Use OwnerConnection in the dealer’s
DealerConnection website to schedule each
customer’s first maintenance appointment at
time of new/preowned vehicle delivery
• Suggest Ford recommended service bundles
• Implement a “Permission Based” electronic
service reminder program that uses email to
notify customers who prefer email messages
over phone calls

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4. Menu Pricing and/or Committed Price to4. Menu Pricing and/or Committed Price to
CustomersCustomers
• Send email to customers offering a
committed price for service requested
• Parts availability verified for requested
repair and customer sent an email advising
that parts needed are in stock

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5. Shop Scheduling5. Shop Scheduling
• Implement scheduling system that
accounts for Technician Time and
permits accurate start and finish times.
• Offer to send emails to eCustomers
affected by time over-runs with updated
completion time

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6. Customer Convenience6. Customer Convenience
• Ensure Customer mobility
- Loaner Vehicles
- Shuttle Services
- PC with Internet Access for use by customers
• Assign accountability for the maintenance of a
comfortable waiting area
• Offer Saturday and Extended Hours by listing them
on your DealerConnection website
• 24 Hour a Day, 7 Day a Week online service
scheduling within your DC web site

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7. Parts Pre-Picking7. Parts Pre-Picking
•Parts availability checked upon receipt of emailed service request
•If parts are unavailable, eCustomer informed by email
•If parts are available, confirmation is sent by email to the
eCustomer
•Upon eCustomer arrival a picking list is generated
•Parts are pulled and placed in a bin available for technician to pick
up
•Technician gets parts with no delay at parts counter

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8. Repair Order Processing8. Repair Order Processing
• Review of emails received & RO paperwork flow
• Identification of documentation issues
• Use diagnostic tools and technical information
• Hand over vehicle for test drive (if required)
• If not fixed, initiate corrective action

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9. Repair Order Completion9. Repair Order Completion
and Invoicingand Invoicing
• Send email to customer advise about completion
• Complete and prepare invoice, send summary and
customer-pay totals to customer by email
• Prepare all documentation for vehicle delivery
prior to the customer arriving for vehicle pickup,
notify customer by email that all documents have
been completed

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10. Customer Information and Vehicle Return10. Customer Information and Vehicle Return
• Welcome Customer by name and ask if there are any
questions regarding the work done and charges incurred that
were not answered by emails
• Accurate promise times
sent by email along with any changes or updates.
• When appropriate, discuss future services and ask if
customer would like to be notified of any specials available or
service reminders by email

www.AUTOMARK.net
11. Service Follow-up11. Service Follow-up
• Permission Based collections of email
addresses in the service drive along with
an “Opt-out” process
• Follow-up emails sent within 3 working
days of service completion to customers
who prefer emails to phone calls.
• After emails are sent, Customers who
are not completely satisfied are
documented and entered into your
concern resolution process system

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12. Concern Resolution12. Concern Resolution
• What is our Process when customers
choose Electronic Communication as part of
their concern resolution request?
- Establish roles and responsibilities
• What do we do with emails that identify
customer needs and expectations?
• How do we respond to emails that Identify
actions needed for concern resolution?
• When do we use emails as part of a Follow-
up and to analyze problems?

www.AUTOMARK.net
Would it benefit your team
if we began a program of
working with the Parts and
Service staff to empower
them with the specific skills
and knowledge of
processes that take
advantage of the eBusiness
tools that are currently
available to them?

www.AUTOMARK.net
““Laying the ground-work for a holistic dealershipLaying the ground-work for a holistic dealership
based customer follow-up system that includesbased customer follow-up system that includes
eBusiness technology and CRM, is customereBusiness technology and CRM, is customer
focused, but is not intimidating to sales andfocused, but is not intimidating to sales and
service management, or sales consultants”service management, or sales consultants”
Initial Visit
Loyalty
Package
• Physical
• Virtual
Follow
Up
Holidays
Service
Reminders
Service Experience
1 2
4 3
BlueOval
Service Experience
Welcome
Service
Follow Up
Updates on
Products &
Promotions
90 Day
Contacts
Our mission includes…Our mission includes…

www.AUTOMARK.net
Will dealership marketing, advertising and
promotional costs increase, decrease or stay
the same in the future?

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Will the automotive retail businessWill the automotive retail business
become less competitive or morebecome less competitive or more
competitive in the future?competitive in the future?

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Will the importance of customerWill the importance of customer
retention increase, decrease or stayretention increase, decrease or stay
the same in the future?the same in the future?

www.AUTOMARK.net
What would be the results of implementing a long-termWhat would be the results of implementing a long-term
loyalty process in a dealership using the Automarkloyalty process in a dealership using the Automark
technology that is now available to all WWTDA dealers?technology that is now available to all WWTDA dealers?

www.AUTOMARK.net
Would the marketing, advertising andWould the marketing, advertising and
promotional costs of maintaining yourpromotional costs of maintaining your
dealership’s market share increase,dealership’s market share increase,
decrease or stay the same?decrease or stay the same?

www.AUTOMARK.net
Could our marketing and
advertising expenses be
reduced by implementing
an eBusiness strategy?

www.AUTOMARK.net
Relevant Research Result:Relevant Research Result:
Dealerships are currently spendingDealerships are currently spending
$350 to $600 per sold vehicle in advertising$350 to $600 per sold vehicle in advertising
for each sale, depending upon regionfor each sale, depending upon region

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““As Seen On TV”As Seen On TV”

www.AUTOMARK.net
Our mission includes…
Laying the ground-work for a holistic dealership
based customer follow-up system that includes
eBusiness technology and CRM, is customer
focused, but is not intimidating to sales and service
management, or sales consultants
Loyalty
Package
• Physical
• Virtual
Follow
Up
Holidays
Service
Reminders
Service Experience
1 2
4 3
BlueOval
Service Experience
Welcome
Service
Follow Up
Updates on
Products &
Promotions
90 Day
Contacts
Initial Visit

Initial Visit
Sales Experience
Customer Information Center
Loyalty
Package
• Physical
• Virtual 24 Hr
Call
Follow
Up
Birthdays
Anniversary
Holidays
Service
Reminders
Service Experience
1 2
4 3
BlueOval
Service Experience
Welcome
Service
Follow Up
Follow
Up
Continued
Follow Up
Updates on
Products &
Promotions 90 Day
Contacts
eBusinesseBusiness
enables & enhancesenables & enhances

Tas dlr e-business seminar v.2.50

Tas dlr e-business seminar v.2.50

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