APPOINTMENTS  MEAN BUSINESS   TRAVIS SNOW UNLIMITED SUCCES S NOW!   PRESENTS
Dealership  “Management Professionals”  Agree That Appointments…. <ul><li>“ Close” at 50% - 60% </li></ul><ul><li>Produce ...
Then  WHY  Do The Same “Management Professionals” Fail To Effectively Address the Concept of Developing Appointments?
Because They Have Never Learned To Apply The   6 Elements of Effective   “Accountability  Management” !
Once  “Accountability Management”  Becomes a  Learned Habit …… <ul><li>Results are Pre-Determined! </li></ul><ul><li>Manag...
The  6  Primary Elements of Effective Accountability Management 1. Plan your work, and work your plan! 2. Clearly define a...
How Does     “Appointments Mean Business”   Relate to The 6 Elements of Effective Accountability Management?
Plan Your Work,  and Work Your Plan! <ul><li>The “Appointment  Plan ”…. </li></ul><ul><li>50% of Each Salesperson’s Busine...
Plan Your Work,  and Work Your Plan! <ul><li>Pre-Determined Results of the  Plan </li></ul><ul><li>For An “Average” Salesp...
Plan Your Work,  and Work Your Plan! <ul><li>Working  The “Appointment  Plan ”…. </li></ul><ul><li>Sales Management consis...
Plan Your Work,  and Work Your Plan! <ul><li>Working  The “Appointment  Plan ”…. </li></ul><ul><li>Sales Management and Sa...
 
Clearly Define and Communicate Expectations! <ul><li>Sales Management </li></ul><ul><li>Must Understand and Accept that  T...
Define and Communicate Expectations! <ul><li>Sales Consultants </li></ul><ul><li>Must Understand and Accept that  50% of T...
Measure What You  Need to Manage! <ul><li>Step #1 </li></ul><ul><li>Sales Consultants </li></ul><ul><li>Must Complete (and...
 
Measure What You  Need to Manage! <ul><li>Step #3 </li></ul><ul><li>Sales Management </li></ul><ul><li>Must “Confirm” the ...
Measure What You  Need to Manage! <ul><li>Step #4 </li></ul><ul><li>Sales Administration </li></ul><ul><li>Must Log the “C...
Measure What You  Need to Manage! <ul><li>Note: </li></ul><ul><li>The following two slides present sample “Appointment Boa...
 
        3         2         1 Sales Consultant Guest Apt. Time   Future Dates         3         2         1 Sales Consulta...
Measure What You  Need to Manage! <ul><li>Coding the Appointment Board: </li></ul><ul><li>Many Dealerships Provide an Open...
Measure What You  Need to Manage! <ul><li>Coding the Appointment Board: </li></ul><ul><ul><li>The Third Side  “  “  Is The...
Measure What You  Need to Manage! <ul><li>Other Measurement Methods: </li></ul><ul><li>As an Alternative to the “Appointme...
 
Measure What You  Need to Manage! <ul><li>Most Important: </li></ul><ul><li>Whether You Decide to Use a “Board” or “Log” (...
Inspect What You Expect! <ul><li>Process Must Be “Visible”: </li></ul><ul><li>The Reason “Appointment Boards” Have Become ...
Inspect What You Expect! <ul><li>Continual Focus By Management: </li></ul><ul><li>Senior Management and Sales Management, ...
“ There is Nothing More Critical to the Successful Implementation of a  New Operating Process  Than…. 1) Effectively Reinf...
Reward or Respond  (To Behavior)! <ul><li>Rewarding  Positive  Behavior Normally Requires Nothing More Than a Respected Ma...
Reward or Respond  (To Behavior)! <ul><li>Addressing  Negative  Behavior Normally Requires Nothing More Than a Respected M...
“ If You Talk About It Enough, with Sufficient Emphasis, Results Will Be Produced….Simply Through Consistent, Quality Conv...
Reward or Respond  (To Behavior)! <ul><li>Have An “Appointment Logging Party” </li></ul><ul><ul><li>At The Start and End o...
Should You PAY for Appointments? No, At Least Not On a Consistent (or Frequent) Basis! Some Dealers Have Effectively Used ...
<ul><li>Sales Management Must  OWN  the Appointment Process! </li></ul><ul><ul><li>Coaching the Sales Consultants in How T...
<ul><li>Sources of Appointments </li></ul><ul><ul><li>Be-Backs </li></ul></ul><ul><ul><li>Phone OTDB </li></ul></ul><ul><u...
Implement a Systemic  Structure (Process)! <ul><li>Sales Management Confirmation </li></ul><ul><li>Once a “Data Card” has ...
Implement a Systemic Structure (Process)! <ul><li>Note: </li></ul><ul><li>Clearing (Wiping) the Appointment Board: </li></...
Upcoming SlideShare
Loading in …5
×

1. Appointments Mean Business Pp

986 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
986
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
17
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

1. Appointments Mean Business Pp

  1. 1. APPOINTMENTS MEAN BUSINESS TRAVIS SNOW UNLIMITED SUCCES S NOW! PRESENTS
  2. 2. Dealership “Management Professionals” Agree That Appointments…. <ul><li>“ Close” at 50% - 60% </li></ul><ul><li>Produce a Higher $PVR </li></ul><ul><li>Require Less Management Involvement </li></ul><ul><li>Are “More Fun” to Deal With </li></ul>
  3. 3. Then WHY Do The Same “Management Professionals” Fail To Effectively Address the Concept of Developing Appointments?
  4. 4. Because They Have Never Learned To Apply The 6 Elements of Effective “Accountability Management” !
  5. 5. Once “Accountability Management” Becomes a Learned Habit …… <ul><li>Results are Pre-Determined! </li></ul><ul><li>Managers and Employees Make More Individual Income! </li></ul><ul><li>Everyone Works Smarter, Rather Than Harder! </li></ul>
  6. 6. The 6 Primary Elements of Effective Accountability Management 1. Plan your work, and work your plan! 2. Clearly define and communicate your expectations. 3. Measure what you intend to manage! 4. Inspect what you expect! 5. Reward positive results, and respond appropriately to negative results! (Positive behavior that is rewarded will be repeated; and negative behavior that is not effectively addressed will, likewise, be repeated.) 6. Develop and Implement a Systemic Structure! (“Dissimilar” people operating within the same Systemic Structure will produce “Similar” results.)
  7. 7. How Does “Appointments Mean Business” Relate to The 6 Elements of Effective Accountability Management?
  8. 8. Plan Your Work, and Work Your Plan! <ul><li>The “Appointment Plan ”…. </li></ul><ul><li>50% of Each Salesperson’s Business (Deliveries) Result From Appointments. </li></ul><ul><li>Each Working Day, the Dealership Will Have the Number of “Confirmed” Appointments Equal to “ 50% x Number of Salespersons ”. (Example: 12 Person Sales Staff; Daily Appointments = 50.0% (0.50) x 12.0 = 6 Appointments Per Day. </li></ul><ul><li>50% of “Confirmed” Appointments Will Close </li></ul><ul><li>Management is Responsible and Accountable for the Success of The Plan </li></ul>
  9. 9. Plan Your Work, and Work Your Plan! <ul><li>Pre-Determined Results of the Plan </li></ul><ul><li>For An “Average” Salesperson, Delivering 10 Units Per Month </li></ul><ul><ul><li>At Least 5 Deliveries Will Result From Appointments , Requiring That He/She Produce 10 “Confirmed” Appointments Per Month, That Will Close at a Percentage of 50% (On Average). </li></ul></ul><ul><ul><li>No More Than 5 Deliveries Will Result From “Walk-Ins”, Requiring That He/She Must Face Off With No More Than 30 “Walk-Ins” Per Month, Closing, On a First-Time-In Basis, of 16.7% (On Average). </li></ul></ul><ul><li>A Twelve (12) Person Sales Staff Will Have No Less Than Six (6) “Confirmed” Appointments Per Day. (50% [0.50] Appointment Ratio x 12 Salespeople = 6 Appointments) </li></ul><ul><li>A Twelve (12) Person Sales Staff in a 7-Day/Week Store Will Produce 90 Deliveries Per Month From Appointments . (6 Appointments Per Day x 30 Days x 50% Delivery Ratio) </li></ul>
  10. 10. Plan Your Work, and Work Your Plan! <ul><li>Working The “Appointment Plan ”…. </li></ul><ul><li>Sales Management consistently conducts One-on-One Meetings with Sales Consultants to “Coach” Them On How to Secure Appointments. </li></ul><ul><li>Sales Management Works with the “Most Pro-Active” Sales Consultants, Training Them in How to Develop and Nurture a “Bird-Dog Network”. </li></ul><ul><li>Senior Management Continually Follows Up with Sales Management to Ensure That the Appointment Process is Effective. </li></ul>
  11. 11. Plan Your Work, and Work Your Plan! <ul><li>Working The “Appointment Plan ”…. </li></ul><ul><li>Sales Management and Sales Consultants Must “Work” the “Appointments Mean Business” Process In Tandem With the “My Top Ten Prospects” Process. </li></ul>
  12. 13. Clearly Define and Communicate Expectations! <ul><li>Sales Management </li></ul><ul><li>Must Understand and Accept that THEY Are Primarily Responsible and Accountable for the Success of the Appointment Process. </li></ul><ul><li>Must Understand and Accept that THEIR Performance Will Be Measured and Reported Against Pre-Determined Objectives. </li></ul><ul><li>Must Understand and Accept that an Effective Appointment Process is a “Condition of Employment” for Sales Managers. </li></ul>
  13. 14. Define and Communicate Expectations! <ul><li>Sales Consultants </li></ul><ul><li>Must Understand and Accept that 50% of Their Unit Deliveries , and 70% - 75% of Their Personal Income Should Be Derived From The Appointment Process. </li></ul><ul><li>Must Understand ( and Demand ) that Sales Management is Accountable to “Coach and Administer” the Appointment Process . </li></ul><ul><li>Must Understand and Accept that an Effective Appointment Process is a “Condition of Employment” for Sales Consultants. </li></ul>
  14. 15. Measure What You Need to Manage! <ul><li>Step #1 </li></ul><ul><li>Sales Consultants </li></ul><ul><li>Must Complete (and Submit to Sales Administration) a “Data Card” for the Appointment. </li></ul><ul><li>Step #2 </li></ul><ul><li>Sales Administration </li></ul><ul><li>Must Log the Appointment On The “Approved” Appointment Board, and then Submit the Data Card to Sales Management. </li></ul>
  15. 17. Measure What You Need to Manage! <ul><li>Step #3 </li></ul><ul><li>Sales Management </li></ul><ul><li>Must “Confirm” the Appointment by Telephone, Complete the “Confirmation” Section of the Data Card, and Return the Data Card to Sales Administration. </li></ul>
  16. 18. Measure What You Need to Manage! <ul><li>Step #4 </li></ul><ul><li>Sales Administration </li></ul><ul><li>Must Log the “Confirmation” On The “Approved” Appointment Board. </li></ul><ul><li>Step #5 </li></ul><ul><li>Sales Management or Administration </li></ul><ul><li>Must Log the “Show” of the Customer. </li></ul>
  17. 19. Measure What You Need to Manage! <ul><li>Note: </li></ul><ul><li>The following two slides present sample “Appointment Boards” for: </li></ul><ul><ul><li>Medium to Large Dealerships </li></ul></ul><ul><ul><li>Smaller Dealerships </li></ul></ul>
  18. 21.         3         2         1 Sales Consultant Guest Apt. Time   Future Dates         3         2         1 Sales Consultant Guest Apt. Time   Tomorrow November 25th         5         4         3         2         1 Sales Consultant Guest Apt. Time   Today November 24th Welcome to our Scheduled Guests
  19. 22. Measure What You Need to Manage! <ul><li>Coding the Appointment Board: </li></ul><ul><li>Many Dealerships Provide an Open Column To Present Specific Information About Each Logged Customer. For Example: </li></ul><ul><ul><li>A Two-Sided Triangle “ “ Might Be Used To Identify a “Logged But Non-Confirmed” Appointment. </li></ul></ul>
  20. 23. Measure What You Need to Manage! <ul><li>Coding the Appointment Board: </li></ul><ul><ul><li>The Third Side “ “ Is Then Added, Once the Appointment Has Been “Confirmed” By a Sales Manager. </li></ul></ul><ul><ul><li>Some Dealers Then Use “ “ , or Something Similar, to Indicate “Show” Status for the Customer. </li></ul></ul><ul><ul><li>And Finally “ “ May Be Used To Indicate That The Customer is “Sold”. </li></ul></ul>
  21. 24. Measure What You Need to Manage! <ul><li>Other Measurement Methods: </li></ul><ul><li>As an Alternative to the “Appointment Board”, Some Dealers Elect To Keep an Appointment “Log”. A Sample “Weekly” Appointment Log is Displayed in the Following Slide. </li></ul>
  22. 26. Measure What You Need to Manage! <ul><li>Most Important: </li></ul><ul><li>Whether You Decide to Use a “Board” or “Log” (Daily or Weekly) to Track and Display Appointments, You MUST Maintain An Accurate, Permanent Record of the Appointment Process, By Day and MTD, By Salesperson, and Separated By New and Pre-Owned! </li></ul>
  23. 27. Inspect What You Expect! <ul><li>Process Must Be “Visible”: </li></ul><ul><li>The Reason “Appointment Boards” Have Become So Popular is Because of Their Visibility ….to Senior Management, to Sales Management, to Each Sales Consultant (and His/Her Peers), and to the Customer. </li></ul><ul><li>If Only “Logs” Are Used, They Should Be Maintained in a Prominent, Consistent Location at the Sales Control Desk, Readily Available for Inspection by Senior Management. </li></ul>
  24. 28. Inspect What You Expect! <ul><li>Continual Focus By Management: </li></ul><ul><li>Senior Management and Sales Management, Throughout Each Day , Should Regularly Review the Results of the Appointment Process (by “Inspecting” the Appointment Board or Log). </li></ul><ul><li>Sales Consultants Should Be Constantly Aware of Management’s “Inspection”, Which Demonstrates Management’s Commitment to the Importance of the Appointment Process. </li></ul>
  25. 29. “ There is Nothing More Critical to the Successful Implementation of a New Operating Process Than…. 1) Effectively Reinforcing the Behavior of those Employees That Embrace the New Process, and 2) Immediately Responding, In Firm Fashion, to Those Employees Who Resist The New Process.” Reward or Respond! (To Behavior)
  26. 30. Reward or Respond (To Behavior)! <ul><li>Rewarding Positive Behavior Normally Requires Nothing More Than a Respected Manager sincerely saying, </li></ul><ul><ul><li>“ Great Job Securing Appointments, Bill! That’s Exactly the Type of Performance I’m Looking For! Keep Up The Good Work! It Will Make You A Lot Of Money!” </li></ul></ul><ul><li>And doing so in the presence of other Sales Consultants! </li></ul>
  27. 31. Reward or Respond (To Behavior)! <ul><li>Addressing Negative Behavior Normally Requires Nothing More Than a Respected Manager sincerely saying, </li></ul><ul><ul><li>“Joe, I’m REALLY Disappointed in the way you are Securing Appointments! I HOPE YOU UNDERSTAND that this is a 100% Participation Program! Please don’t jeopardize your future with the dealership by ignoring what I’m telling you! Now…. How Can I Help You Do a Better Job?” </li></ul></ul><ul><li>And doing so in private, but ensuring (even surreptitiously) that the other Sales Consultants know what was said to ‘good ole Joe’! </li></ul>
  28. 32. “ If You Talk About It Enough, with Sufficient Emphasis, Results Will Be Produced….Simply Through Consistent, Quality Conversation!” Reward or Respond! (To Behavior) This Is Certainly True of the Appointment Process!
  29. 33. Reward or Respond (To Behavior)! <ul><li>Have An “Appointment Logging Party” </li></ul><ul><ul><li>At The Start and End of Each Shift! </li></ul></ul><ul><li>Use the PA System – Regular (But Varied) Announcements </li></ul><ul><ul><li>“ The Appointment Registration Center Is Now Open For Business!” </li></ul></ul><ul><li>Make the Appointment Process FUN ! </li></ul>
  30. 34. Should You PAY for Appointments? No, At Least Not On a Consistent (or Frequent) Basis! Some Dealers Have Effectively Used Incentives to “Launch” the Process. Others Have Used Incentives to Re-Engage the Process. Reward or Respond! (To Behavior)
  31. 35. <ul><li>Sales Management Must OWN the Appointment Process! </li></ul><ul><ul><li>Coaching the Sales Consultants in How To Secure Appointments </li></ul></ul><ul><ul><li>Logging Appointments and Measuring the Process </li></ul></ul><ul><ul><li>Confirming Appointments </li></ul></ul><ul><ul><li>Following Up On “No Shows” </li></ul></ul><ul><ul><li>Reinforcing the Process Through One-On-One Meetings </li></ul></ul><ul><ul><li>Ensuring 100% Participation In, and Compliance With the Process, by Sales Consultants </li></ul></ul>Implement a Systemic Structure (Process)!
  32. 36. <ul><li>Sources of Appointments </li></ul><ul><ul><li>Be-Backs </li></ul></ul><ul><ul><li>Phone OTDB </li></ul></ul><ul><ul><li>Internet OTDB </li></ul></ul><ul><ul><li>Repeat Buyer </li></ul></ul><ul><ul><li>Owner Referral </li></ul></ul><ul><ul><li>Dealership Employee Referral </li></ul></ul><ul><ul><li>Dealership Management Referral </li></ul></ul><ul><ul><li>“ Bird Dog” Referral </li></ul></ul>The Systemic Structure (Process)! Coaching Sales Consultants <ul><li>Sources of Appointments </li></ul><ul><li>Family Members </li></ul><ul><li>Friends </li></ul><ul><li>Personal Circle Of Influence </li></ul><ul><li>Service Drive </li></ul><ul><li>Collision Center </li></ul><ul><li>Orphan Owners </li></ul><ul><li>Other </li></ul>
  33. 37. Implement a Systemic Structure (Process)! <ul><li>Sales Management Confirmation </li></ul><ul><li>Once a “Data Card” has been submitted, as soon as possible thereafter, a Sales Manager must “Confirm” the Appointment by Telephone with the Customer. Following is a Sample Script: </li></ul><ul><ul><li>“ Mrs. Smith, My name is Jack Jones, and I’m the Sales Manager here at ABC Motors. I understand that you have an appointment tomorrow at 11:00 AM with Bob Benson. The purpose of my call is to confirm that appointment….I want to be sure that Bob will be totally free of any other obligations at that time. Can we expect to see you for certain at 11:00 AM tomorrow?” </li></ul></ul>
  34. 38. Implement a Systemic Structure (Process)! <ul><li>Note: </li></ul><ul><li>Clearing (Wiping) the Appointment Board: </li></ul><ul><ul><li>At the End of the Day, Those Appointments Coded As “ “ (No-Shows) Should Be Recorded, Prior to the Board Being Wiped Clean , Then Transferred to the “Follow-Up and Re-Schedule” List, Maintained By Sales Administration. </li></ul></ul>

×