AHM LMP Day 1 - 11-05-03

Process
Lead Management Process Improvement

Implementation
A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
ATTRACT
Results Focused eBusiness Workshops
INTERACT
LEAD MANAGEMENT PROCESS
RESPOND IMPROVEMENT &
IMPLEMENTATION
SELL
SERVICE
RETAIN
Professional Development Programs for Dealerships and their Management teams designed to
build the understanding, knowledge, skill sets and expertise required for success in today’s
eBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts from
Reynolds Consulting Services to supplement and leverage AHMeBusiness Programs, TAS
Strategy provides dealers with process improvement solutions proven to increase sales.
© Copyright 2005 Ralph Paglia - All Rights Reserved

Process
Lead Lead
Management Process
Management Seminar
Process Improvement
Implementation
Intro
Intro
Video
Video
“Winning On The Web”

MISSION: To supply dealers with the knowledge and
understanding of specific tasks and skill sets
needed to improve their Internet closing ratios,
improve their response quality to customers,

and meet customer expectations for the
Honda and Acura brands.
11/2/2003 1:38 PM 2 © Copyright 2005 Ralph Paglia - All Rights Reserved

Process
Implementation
For Everyone’s Benefit…

• Please Silence Your Mobile Phones

• Breaks Are limited to 15 Minutes,

and Lunch is 45 Minutes

• Please Return To The Class Promptly

at the End of Each Break or Lunch

• If You Return from a Break Late, You Must Read

the next section out loud (real loud!) to the class…

• Locations of Restrooms and Break Area

“Winning On The Web”

Approach & Content based on 2 Key Resources:
1.The “Best Practices” that have been documented and
gathered from dealers who consistently sustain the
highest Sales Closing Ratios
2.
3.Market Research focused on thousands of sold

customers resulting from shoppers submitting leads…
Then, back-tracking those Internet Leads to analyze and
categorize the specific dealer responses and actions
that correlated with a sale
04/03/11 4 © Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
Day 1 (AM) Workshop Agenda:

•Define eBusiness Success in your Dealership
•Business Case for LMP Improvement: The Facts
•Recruiting, Hiring & Training ISM's: Who Gets Results?
•Job Descriptions & Pay Plans;
Driving Process Execution & Results
•Performance Accountability;
Proven Management Processes
•Key Metrics; How to Inspect what you expect
•Which Metrics Matter?
•Why & When - Actual Dealership Results
•Response Times; How they impact sales results
•Response Content; What Sells More Cars?
•
(continued on next slide)

(continued) Day 1 (AM) Workshop Agenda:

•LMP Best Practice Examples and Demonstration
•Case Studies: Best Practice LMP's proven by sales results
•How to Implement "Best Practices" in Your Dealership
•Implementing Effective Lead Management Processes
•Empowering Your ISM to Sell More Cars in Less Time
•Managing Effective Execution of LMP after initial 10 days
•DP/GM Defined Action Plan for Dealership (strategy/tactics for ISM)
•LUNCH (12:15 – 1:00 pm)
Before we break for lunch, you will have redefined your sales
management strategy for handling “Up’s” that come in through the
e-Door to your dealership. Your strategy and direction will be left in
this room for use by your Internet Managers in developing their
action Items for use when they return to the dealership.

Day 1 (PM) Workshop Agenda:

•Understanding Customer Experience
•Managing Expectations
•Turning Convenience into Profits
•Obstacles Faced by ISM’s:
•Within the Dealership
•Customer Generated
•Opportunity Response Time - What’s it Worth?
•How they impact closing rates
•Techniques for Improvement
•Response Content; What Sells More Cars
•ISM Toolkit CD;
•Process Maps
•Email Templates•Phone Scripts
• •Metrics Analysis
Spreadsheets


(continued)
•Four Key Elements to Web Brand Management
•The 5 Key Metrics for Managing Success
•Current Performance Ratios - Analyze Your Numbers
•Targeting your weakest link to improve sales results
•Prepare Internet Sales Action Plan
•Response Review – Assessing Actual Examples
Before leaving, you will have acquired a complete set of sales management
tools that include email templates, telephone scripts and face-to-face word
tracks that have been proven to sell more cars in less time. You will have
acquired the an understanding or what activities yield results, versus those
that “spin your wheels”. You will know how to spot the obstacles to fast
and efficient sales process, whether internal or external… Along with how
to overcome them. You will go back to the dealership KNOWING what
needs to be done to streamline and accelerate your sales process.

Day 2 Workshop Agenda:
•Response Review; Emails that help/hurt sales

•The "Good", The "Bad" and The "Ugly"
•Overview of Lead Management Process (LMP) Mapping
•LMP Performance Metrics:
•Measurement Techniques – Get the Numbers!
•Analyzing Your Metrics – Results Based
Management
•LMP Improvement Case Studies:
•Jay Wolfe Honda
•Ourisman Honda

(continued) Day 2 (AM) Workshop Agenda:
•What to do when a Sales Opportunity (Lead) comes in;

•How Important is Speed to the Top Performing Dealers?
•What is our first Results-Driven Priority?
•How do we Neutralize Obsession with Pricing?
•Why do we want to “Take ‘em out of the market”
•Communication - Understanding what's Important
•Vehicle Selection - Targeting Process Objectives
•Managing Customer Expectations
•Creating Customer Desire to have direct contact
•Overcoming Roadblocks to Effective Response Process
•LUNCH (12:15 – 1:00 PM)


•Streamlining Internet sales processes with templates
•Using the ISM Toolkit CD to build your template toolbox
•Pricing Strategy: How to get past price to focus on value
•How To: Email+Telephone=Sell More Cars in Less Time
•Telephone Techniques:
•Managing your calls – Timing is Everything
•Targeting Call Objectives – Visualizing Success
•Using Phone Scripts – Why Professionals do it
•Customizing and using phone scripts as a sales tool
•Call Tracking Services – Are they worth it?

(continued) Day 2 (PM) Workshop Agenda:
•Phone Role-Play; Executing Phone Scripts

•Group Discussion: Objectives-Focused Phone Scripts
•Overview of Resources at your Dealership
•Measurement Techniques – Get the Numbers!
•Analyzing Your Metrics – Results Based
Management
•Completing Your Sales Process Action Plan
•Review Action Plans w/Group
•Statement of Goals and Objectives
•Group Discussion: Implementing Improved Sales Process
•Recap of Seminar Accomplishments - Key action items
•Seminar Evaluations - Depart Facility

Day 2 Workshop Results:
1.Before leaving, you will have developed an action plan for how to
sell more cars to the customers currently coming in to your
dealership through the e-Door… And, how to get opportunities
2.
from Lead to Phone to Face-2-Face to Sale… Faster!
3.You will be leaving with a Sales Process Toolkit, along with the
knowledge of how to use it. Plus, you will be able to measure the
results of your improved sales process and see exactly where to
4.
focus on further improvements
5.You will have seen what the most successful dealers in America
are doing to get more results from each minute and dollar they
6.
invest into eBusiness
7.When you get back to your dealership, you will have an Action Plan
to refer to and track how well you are implementing what you
have learned today

Introduction to LMP: Relationship

Between People & Processes
Define eBusiness
Success
in your Dealership

TIPS eBusiness
Results-Based Strategy
Lead Management Process
a rk eting ent
g ra t ed M nagem
Inte and Ma elling
b B r e d S
We si st
n olo gy As
Tech

- Strategy
Process
Winning
Leadon the WebProcess
Management Improvement
Implementation
TRAFFIC
HOLISTIC
Honda/Acura
Honda/Acura
ho·lis·tic: adj. emphasizing the
importance of the whole System and
INTERACTIVE
the interdependence of its Partners
WEB PLATFORM
and their Processes.
Honda/Acura
Honda/Acura
PROCESS
Dealers
Dealers TRANSFORMATION*
TRANSFORMATION*
SALES
Dealers
Dealers
*Increased
*Increased Close
Close Rates,
Rates, Faster
Faster &
& More
More Profitable
Profitable Sales
Sales
T.I.P.S. is an eBusiness Strategy used by

highly successful Dealers to Implement
Results-Based eBusiness Processes and
Marketing Tactics
T raffic
Integrated
Integrated eBusiness
eBusiness Marketing
Marketing Optimization
Optimization
TAS
TAS Showroom
Showroom Reception
Reception
== Increased
Increased Car
Car Buyers
Buyers to
to Dealer’s
Dealer’s web
web site
site
== Higher
Higher Closing
Closing Ratios
Ratios I nteractive
S ales Web Site/Buying Services
Blueprinted
Blueprinted Lead
Lead Sourcing
Sourcing &
& Management
Management
TAS
TAS Confirmation
Confirmation Process
Process == ALL
ALL Participants*
Participants* Held
Held ROI
ROI Accountable
Accountable
== More
More Showroom
Showroom Visits
Visits
TAS
TAS Lead
Lead Management
Management Workflow
Workflow
== Increased
Increased Showroom
Showroom Appointments
Appointments
P rocess
TAS
TAS Process
Process Performance
Performance Metrics
Metrics Review
Review
== Lead
Lead Response
Response Execution
Execution Accountability
Accountability
*Participants = 3rd party lead providers, OEM referrals & Dealer web site leads + Managers and Sales Staff


Business
Business Case
Case for
for
Define
Lead eBusiness Success
Lead Management
Management
in your
Process
Process Dealership
Improvement…
Improvement…
The Facts

Lead
Lead Management
Management Process
Process Improvement
Improvement Results:
Results:
LMP Improvement Program
Honda Dealer Case Study: Monthly Internet Sales
85 84
80
75 72
70 69 67
65
60
55 51
50
42 44
45
40
35 31
30 23
25 20
20
15
10 6
5 2
0
Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug

Define eBusiness Success

in your Dealership
Recruiting, Hiring & Training
ISM's:
Who Gets Results?

People
&
Pay Plans
People & Pay Plans

Right People + Right Job + Right Pay
equals
RESULTS
People & Pay Plans

Who are the Right People?
What is the Right Job?
What is the Right Pay ?

People
Which departments are going to be effected by a
Lead Management Process?
-Sales - Body
-Service - Paint All of the above?
-Parts - Rental
Who will need to be involved in the strategy?

People
- Dealer
- General Manager
-General Sales Manager
-Used Car Manager Internet
- Service Manager
- Parts Manager
Manager
- Body Shop Manager
-Other Dealership personnel

People
The Right People?
=
Brick Success Click Success
“The same thinking that created success on the brick will help you on the click”
People
The Right People?
Committed VS. Involved

People
The Right People?
Designated VS. Dedicated
Part Time Full Time
Part Time Effort Equals Part Time Results!

Managing Leads is a Big Job

October November December
New Leads 100 100 100
Carry Over 0 91 165

Lost 0 10 20
Sales 9 1 2
6 0
Total
9 16
16 23
23
Wor kin
1 5
5 0
0
g

Dealership Receives Lead
Business After
Hours Hours
Internet Auto
Sales Rep Dealership’s ISM or ISR writes Responder
a Customized E-mail response
using a pre-designed template
Phone
E-mail and sends to customer within
Contact Not Reached
Contact 30 minutes of receiving lead
By Phone
Reached
By Phone
The Most Well
Voice Mail
30 Minutes Later
No response Reached
To E-mail By E-mail
Defined Internet
Sales Process
Process is Useless E-mail
24 Hours Later
E-mail 24 Internet
Hours Later Sales Process Without Execution. Schedule
Appointment Voice Mail
48 Hours
later
E-mail
Follow-up Internet Internet
5th Day Sales Rep Administrator
E-mail 5
Days
Later
Sale &
E-mail Delivery
Follow-up
10th Day

People
The Right People?
65 - 85 leads per
Internet Manager

People
The Right People?
The Profile of an I-Manager:
•Characteristics?
•Previous Experience?
•Skills?

People
The Right People?
Internet Manager Profile:
- Computer literate - Outstanding writing skills
- “Likeable” selling style -Good Phone skills
- Highly organized -High CSI

People
What is the Right Job?
ŸCreating Traffic?
ŸUpdating Interactive Site?
ŸExecuting the Process?
ŸCreating Internet Sales?
ŸReporting & Performance Measurement?
ŸService Appointments?
ŸParts Sales?

People
What
Ÿ
is the Right Pay?
What are the characteristics of a
good pay plan?
ŸSimple
ŸWithin control of employee
ŸEasy to measure
ŸDrives Business Objectives

People
What is the Right Pay?
Ÿ
What are some
different Pay Plans
that work?
Ÿ
Ÿ Review Sample Pay Plans
Process
LeadisManagement
What the Value of Process
Training? Improvement
Implementation
Imagine what would happen if he skipped training…

A - Turnout Helmet. NFPA Certified turnout helmet, complete
with shell, face shield, neck protector and liner with
adjustable headband and chinstrap. Available in white, yellow
and red.
B - Turnout Coat. Features include 260gsm, blue flame-
resistant Nomex IIIA Rip Stop outer shell and Thermalite
inner liner quilted to aramid scrim.Two deep front pockets
with Velcro fasten flaps, silver reflective tape around the
sleeves and hem, and zippered front with storm flap and
exposed blast clips.
C - Firefighter Gloves. NFPA Certified, structural fire fighting
glove, made of leather and includes a moisture barrier.
D - Turnout Overtrousers. Features include 260gsm, lime
flame-resistant Nomex IIIA Rip Stop overtrousers with Proban
treated inner cotton liner provided. Two deep front pockets
with Velcro fasten flaps, gold reflective tape around the
ankles and Velcro front fastener with press-studs and leather
backing for attaching braces. Inner liner has Velcro tapes at
the waist and ankles to secure the garment to the inside of
the overtrousers.
E - Turnout Boots – Warrington Pro 2008. NFPA Certified
Trained & Warrington Pro 2008 is a leather ‘top boot’ with steal capped
toes, Gore-Tex lining and pull on straps.
Untrained,
Qualified Y - Style Braces (not shown). Red flame retardant webbing But has equipment
with leather attachment tabs and leather backing.
Which of these two would you want to rely upon?

eople & Pay Plans
Enter Your
“Next Steps”
Into the Action
Plan Workbook


in your Dealership
Job Descriptions & Pay
Plans:
Driving Process Execution &
Results

Internet Manager
Results-Based Job Description
•Integrated Marketing Strategy

raffic •www.ABCHonda.com
•Brand Dealership URL
•Set Up
nteractive •Maintain
Web Site •Improve
•Process & Pricing

rocess •People & Pay Plans
•Performance Measurement
•Managing the Customer Experience

ales when prospects arrive at dealership
•Streamlined Sales process
•Service & Sales Retention
•Drive lower Costs per Vehicle Sold

Internet Manager’s Job Performance Objectives

• Execute actions that increase the TRAFFIC to your site
• Manage the development and maintenance of an
INTERACTIVE SITE that helps turn traffic into showroom
visits, telephone calls and requests for information
• Establish and manage PROCESSES for turning requests
for information into relationships that generate
appointments which result in sales
• Close more SALES with all customers regardless of
how they enter the dealership by building better
relationships that improve gross profits

Internet Manager
Traffic:
Create traffic using targeted marketing on/off the web
Site marketing is also a big key to the process. Leads to the web site, Time spent
by the customer on the web site and percentage of quotes vs. unique users.
Responsible for creating and maintaining a smart marketing strategy that includes
being in alignment with leads from the manufacturer, working with 3rd party lead
providers and aggressively branding the dealerships own URL with in the market
through traditional advertising and through web based banners and associations.
We should always be studying the web trends stat package and look at user
secessions. The key is 4 ½ min or longer per visit. New ideas should be brought
up for creating longer visits. The percentage of unique visitors to request for quotes
has to be constantly reviewed. We must get to a 10% ratio as a goal.
Site marketing ideas must be shared with the group and we must always strive to
get new people to visit our site. As web hub administrator it is our duty to create
new ways to draw traffic. Reports should be provided no later than the 5th of every
month as to traffic count, unique user secessions and request for quotes and
include the average cost per sale for each lead provider. Monthly meeting should
be held to share ideas with ISM’s and the GM’s to boost traffic.

Internet Manager
Interactive Site: Maintain the design & update content

of dealership web site so that it gives the customer all the
information they need to facilitate doing business with the dealership
and buying a car. The result should transform site visitors into
quality leads.
The Internet Sales Manager should be responsible for making sure

that dealership web site visitors get a world-class experience.
• Update inventory
• Update Used vehicle pictures
• Update web site pages including specials, staff photos,
dealership pictures, navigation, and other items that make
the site more interactive

Internet Manager
Process: The goal is to design & Implement a customer friendly process to

transform leads into appointments, then ensure that appointments show up at
the dealership and are the store is prepared to turn them into sales. Tracking
results and generating reports are an important part of the ISM’s job.
•Setting up a lead management tool, BDC processes (if applicable) and any supporting tools
(including 2-way pagers)
•Managing the utilization of the dealer’s Honda Certified lead management tool
•Updating the auto responders, custom e-mail templates and phone scripts
•Receiving, sourcing, responding, organizing, managing, and reporting on lead activity
•Creating quality appointments that show up to the dealership
•Making confirmation calls to all appointments
•Handling all pre-visit work including gathering the customers finance and trade information,
inputting it into the stores operating system.
•Updating the Welcome board daily with the days appointments
•Handling all face-face interaction with the customer up to and in some cases including F&I
•Performing a positive delivery where we enroll the customer on to their personal web page at
delivery
•Conduct all customer follow up fo rthose customers who did not make an appointment, show
up for an appointment, did not buy and the sold customer base
•
Continued on Next Slide (page)

Internet Manager
Service Retention & Repeat Sales:

Service Appointments and Process, Parts/Accessories sales & fulfillment Processes
Process: The goal is to design & Implement a customer friendly process to transform leads into
appointments and appointments into sales.
Reports and Tracking Metrics:

A report should be provided no later than the 5th of every month showing closing ratios of each store and
each individual Internet sales person. Not just leads to sales but a tracking process for appointments as
well. This will help us identify the strengths and weaknesses of our staff.
A tracking report monthly should also be provided on the 5th showing the cost of each 3rd part provider
and the cost of our web sites. This should be compared to the profits from each as well.
Data Management:
Create and maintain a data base of all of your customers email addresses.
Follow up on all unsold e-mail leads twice a month. Once on the 1st with a newsletter campaign or link to a
newsletter web page and on the 15th with a specific e-mail offer on the vehicle line make they have
originally requested.
Follow up with sold customers electronically with vehicle anniversary, recalls and request for referrals.
Follow up with sold customers and customers who purchased from other dealers but could use the benefit
of our service department. We know when they will need a 15,000 mile service, an oil change, 30,000 mile
service a set of tires and so on. Follow up electronically with lease term customers and anticipate when
others may re-enter the market. Example; a Taurus sale goes out on a 5 year loan the customer will most
likely re-enter the market in 27 months.

Internet Manager
Sales: (Showtime) The goal is to streamline the sales process and customer
experience for customers who have provided information via the Internet and
have scheduled an appointment to visit the dealership.
Proper preparation and set up improves shows/sales closing ratios and

customer satisfaction with the sales process once the customer arrives at the
dealership:
•Pre-Selected Vehicles ready to show
•Appointment Reception Process
•Review Visit Agenda
•Vehicle Presentation
•Test drive
•Revisit Numbers
•F&I Introduction
•Delivery
•Pre-Completed Documentation (credit app’s, ATFI,
worksheets, etc.)
•Streamlined Sales Process completed
in leas than 1.5 Hours from time of
arrival to vehicle delivery

Internet Manager
Sales Reporting and Performance Metrics: The Internet Sales Manager has
reporting responsibilities that include the reports listed below, which are to
be presented on a monthly basis to the Dealer Manager and the store’s
management team.
Create and distribute reports on the departments results for the day, week, month
and year-to-date that include the following information and ratio analysis:
•Number of unique visitors to Dealer Sites
•Site Visitor to leads submitted ratio
•Number of leads generated from dealer’s web site
•Number of leads generated from Honda web sites
•Number of leads generated from 3rd Party lead providers
•Average Response time (Overall and by individual ISS)
•Appointments Scheduled/leads ratios (Overall and by individual
ISS)
•Appointment shows/scheduled ratios (Overall and by individual ISS)
•Closing ratios: Leads/Sales, Shows/Sales (Overall and by
individual ISS)
•Average grosses (front and back end):
•PNVR/PUVR (Overall and by individual ISS)
•PNVR by Model line (Store, Internet department,
Individual ISS)
•Percentage of trade-ins to transactions (Store, Internet department,
ISS)

in your Dealership
Performance Accountability:
Proven Management
Processes

Sample
Reports

Daily Internet Report

Daily MTD
Leads
Appointments
Set/Scheduled
Appointments
Scheduled for Today
Showed
Appointments
Sales
70
Date 1 2 3 4 5 6 7
Number of Leads 2 3 2 5 7 5 4
Number of leads MTD 2 5 7 12 19 24 28
Number of appointments
made today 1 1 2 1 3 2 1
Appointments mtd 1 2 4 5 8 10 11
Number of appointments
due today 1 1 2 1 3 2 1
Number Shown 1 1 1 1 2 2 1
shown mtd 1 2 3 4 6 8 9
Number Sold 1 1 1 1 2 2 1
Sold MTD 1 2 3 4 6 8 9
apptment ratio 50 40 57.14 41.67 42.11 41.67 39.29

show ratio 100 100 75 80 75 80 81.82
show to close ratio 100 100 100 100 100 100 100
closing ratio 50 40 42.86 33.33 31.58 33.33 32.14
Excel Spread Sheet


Metrics Analysis:
Where does this store have the greatest opportunity for
improving their overall Internet Sales Closing Ratio?
What will it take to turn all the metrics GREEN?
What will happen to the store’s sales when all 5

Process Metrics Points are GREEN?
Metrics Analysis:
What is happening when this store’s ISM gets an
appointments and the appointment shows up?
New Car Leads
Used Car Leads
Why would the showroom close ratio on New

Car Leads be less than on used car leads when
the appointment shows up?

in your Dealership
Key Metrics; How to Inspect
what you expect:
Which Metrics Matter?
Why & When - Actual
Dealership Results








Enter Your
“Next Steps”
Into the Action
Plan Workbook


in your Dealership
Response Time & Content:
How they impact sales
results

Correlation Between Internet Lead
Response Time and Sales Close Ratios
35.00%
30.00%
25.00%
Closing Ratio
20.00%
15.00%
10.00%
5.00%
0.00%
0.00 5.00 10.00 15.00 20.00
Response T ime (hours)
Content04/03/11
+ Speed = Increased Sales Closing Ratios 68
A: Increasing Closing Ratios is not
“Just About” Response Times…
Q: Why the
variations?

MDX
TL
1500
Zone 5
1400
1300
Average Minutes to Answer
1200
1100
1000
Email 1
900
800
700
Zone 5
600 Zone 1
Zone 1
500 Zone 6 Zone 2 Zone 3 Zone 4
400 Zone 4
Zone 2
Zone 6
300
200 Zone 3
100
0 Average Minutes to Answer Email
0 100 200 300 400 500 600 2 700 800 900 1000 1100 1200 1300 1400 1500
04/03/11 70
Accord
Odyssey
800
750 Zone 4
700
650
Zone 5
600
550 Zone 9
Zone 6
500
Email # 1
450 Zone 8 Zone 9

Zone 3 Zone 8 Zone 10
400
Zone 1
Zone 7 Zone 10
350
Zone 5
300 Zone 7
Zone 1 Zone 4
Zone 6
250 Zone 3
200
Zone 2
150
Zone 2
100
50
0
0 50 100 150 200 250 300 Email 002 450 500 550
350 4# 600 650 700 750 800
Technology Assisted Selling

1.
1. TAS
TAS Process
Process methodology
methodology is
is designed
designed to
to engage
engage aa
customer
customer continuously
continuously throughout
throughout the
the buying
buying cycle,
cycle,
PROCESS Using
Using Multiple
Multiple Channels…
Channels… Email
Email…… Phone
Phone… … Meetings
Meetings..
SALES
Person
2 Person
Face
2 Face
Keyboard
2 Keyboard

eBusiness Assessment
2.
2. Lead
Lead Management
Management Process
Process Improvement
Improvement begins
begins with
with
an
an eBusiness Assessment of existing procedures using
eBusiness Assessment of existing procedures using
PROCESS
PROCESS
Process
Process Mapping
Mapping Gap
Gap Analysis
Analysis &
& Appreciative
Appreciative Inquiry
Inquiry
SALES
Traffic
Traffic to
to web
web site
site and
and lead
lead submission
submission rates
rates
not
not being
being monitored…
monitored… Only
Only email In-box
email In-box is
is used
used to
to organize
organize leads
leads
http://www.dealersite.com
Email Contact
Visits Site
customer
Walk-In
Leads
Sales Manager
Individual
Individual sales
sales reps
reps managing
managing their
their own
own leads…
leads… Each
Each doing Sales than
doing itit differently
differently than the
the other!
other!
Reps Phone
Leads
?? ??
Service
Lack Leads
Lack of
of consistent
consistent lead
lead follow-up
follow-up monitoring
monitoring limits
limits Sales
Sales Rep
Rep accountability
accountability
?? ??
?? Internet
Leads
Random
Random lead
lead assignment
assignment procedures
procedures
use
use telephone
telephone and/or
and/or email
email to
to respond
respond to
to leads
leads and
and schedule
schedule appointments
No
No process
process or
appointments or data
data capture
capture from
from other
other web
web lead
lead sources
sources

Response Funnel - HONDA

Response Funnel - ACURA

Mystery Shop; Dealer Response Attributes

956 Mystery Leads Dealers who Dealers who Dealers who Dealers who
Shops Submitted to Responded by Responded Responded by Answered
Completed Dealers Email ONLY by Phone BOTH Email ALL
During ONLY & Phone Questions
Summer 2003 Asked
148 109 1 15 8
808 554 11 96 35

HONDA
- Responses to Information Requested in E-Mail
One
No Q u e s t io n
Q u e sti o n e d 27%
A n sw e r e d Tw o
55% Q u e sti o n s
1 3 % Zone 1 113 2
Zone1 2%
Zone 2 19 2
A ll Zone2 11%
Q u e sti o n s Zone 3 67 3
5% Zone3 4%
Zone 4 48 8
Zone4 17%
Zone 5 93 1 Zone5 1%
Zone10 5%
Zone 10 37 2
% Answered All Questions

ACURA
One
No Que stion
Questioned 24%
Answ e re d Tw o
53% Que stions
16%
All
Questions
7%
Zone1 22 0 Zone
0%1
Zone2 29 2 Zone 2 7%
Zone3 18 4 Zone 3 22%
Zone4 18 Zone
0%4

Process
Implementation
Honda’s Fastest Responding Dealers

Answering all Information Requested in E-Mail
# of
Dealer
ID
Zone District
Dealer Name Minutes Questions Phone
Answered
Follow- Up
207222 9 D
Honda Automobiles Of Nashua 3
4 No
206831 6 A
Koons of Manassas, Inc. 3
4 No
207260 7 B
Classic Honda 3
7 No
208221 7 F
Honda of Ft. Myers 3
10 No
207215 2 E
Tony Honda 3
10 No
Process
Implementation
ACURA’s Fastest Responding Dealers

# of
Dealer
ID
Zone District
Answered
Follow- Up
251418 3 C
Ed Napleton Acura 3
16 No
251188 6 C
Scottsdale Acura 3
16 No
251144 3 C
Continental Acura of Dupage 3
22 No
251416 6 A
Mac Churchill Acura 3
23 No
251174 2 C
Pohanka Acura 3
32 No
Process
Implementation
Enter Your
“Next Steps”
Into the Action
Plan Workbook

Process
Implementation
Morning Break

Process
Implementation
Define eBusiness
Response Success
Content:
in your
What SellsDealership
More Cars?

Results Optimized Process 3.

3. eBlueprinted
eBlueprinted Optimized
Optimized Process
Process
design
design w/Templated
w/Templated Steps
Steps
PROCESS
PROCESS ensures
ensures accountability
accountability for
for
consistent
consistent lead
lead handling
handling
SALES eBlueprinted Optimized Process Automated Email Response
by Lead Type
11
http://www.dealersite.com Automated
Database
Lead Submitted Population
Clock Starts
Visits Site 22
customer
eBusiness
eBusiness Office
Office
Prospect
responds 66
directly to CRM
Scheduled e-mail follow-up Application
assigned to BOTH web & retail Sales CONTACT
sales rep CRM Application Reps DATABASE
via email open status contacts Sales
and phone Manager
Customer
Sales Rep uses Leads
33
CRM Application
44 email templates
and telephone to
Clock
Stops respond to leads Sales Mgr. Process
Process
Lead 77
& schedule appt
Assignment
Performance
Performance
Pre-contact Metrics
Metrics
Post-contact Sales Reps enter ALL contact info from Ups into CRM Application
55

Showroom “Showtime” Sales
4.
4. Incremental
Incremental sales
sales and
and profits
profits are
are the
the direct
direct result
result of
of dealer
dealer integration
integration of
of marketing
marketing strategy,
strategy
SALES
LEADS SOLD
Lead
Process
Sales
Performance
Dealership
Dealership Metrics
Visits
Visits
(Appt.
(Appt. Shows)
Shows)
•Faster
•Faster Response
Response Time
Time
•Emails
•Emails that
thatset
setstage
stage for
for Phone
Phone Contact
Contact
•Proven
•Proven Lead
Lead Management
Management Process
Process
•Multiple/Direct
•Multiple/Direct Customer
Customer Contacts
Contacts
•Ask
•Ask for
for &&Schedule
Schedule the
theAppointment
Appointment
•Appointment
•AppointmentConfirmation
Process
•No-Show
•No-Show Follow-up
Follow-up Process
Process
•Appointment
•Appointment Welcome
Welcome Board
Board
•Agenda
•Agenda review upon
review upon arrival
arrival
•Vehicles
•Vehicles Pre-selected
Pre-selected && made
made ready
ready for
for inspection
inspection &
& Test
Test drive
drive results
•Online
•Online Credit
Credit Pre-Approval
Pre-Approval
•Documentation
•Documentation Pre-completed
Pre-completed
•Streamlined
•Streamlined Sales
Sales Process
Process INCREMENTAL
INCREMENTAL SALES
SALES

Process
Lead Management
•Faster
•Faster Response Time Process
Response Time Sales
Sales Improvement
•Emails
•Emails that
that set
set stage
stage for
A T T R A C T •
for Phone
Phone Contact
Contact
I N T E R A C T • R E S P O N D • S E L L • S E R V I C E •
Results Implementation
R E T A I NResults
•Proven
•Proven Lead Management Process
•Multiple/Direct
Customer Contacts
Contacts
•Ask for & Schedule the Appointment
•Appointment
•Appointment Confirmation
Process
•No-Show
Follow-up Process
Process Lead
Lead
Management
Management
Process
Process
Tools
Tools &
&
Technology
Technology
People
People &
&
Pay
Pay Plans
Plans
Dealership
Dealership Visits
Visits
(Appt.
(Appt. Shows)
Shows)
•Email •Detail
•Detail Oriented
•Email Templates
Templates Oriented Process
Process
ent Welcome Board •Automated •Organized
•Organized
•Automated Response/Receipt
ment Welcome Board Response/Receipt Performance
Savvy Performance
eview
eview upon
upon arrival
arrival •Automated•CRM
•Automated •CRM Application
Application
Follow-up
Follow-up Prompts
PromptsSavvy
Pre-selected
made ready
ready for
for inspection
inspection &
& Test
Test drive
•Targeted
drive
•Targeted •Can
•Can Work
Work
Broadcast
Broadcast Trade-In
Emails
Emails Valuations Metrics
Trade-In Valuations Metrics
edit Pre-Approval
edit Pre-Approval •DMS •Can
•Can Manage Quoting Prices
•DMS Integration
Integration Manage Quoting Prices that
that are
are in
in line
line with
with Pricing
Pricing Strategy
Strategy
tation
tation Pre-completed
Pre-completed •Reports & •Know
•Know
Metrics
•Reports & Metrics the
the product
product and
and availability
availability
ed
ed Sales
Sales Process
Process •Lead
•Lead Provider
Provider ROI
ROI Reports
Reports

TIPS eBusiness Transformation

TRANSFORMATION •Showtime!
RETURN ON INVESTMENT
TRAFFIC •IAppointment
NTERACTIVE
Reception
PROCESS SALES Process
WEB PLATFORM •Review Visit Agenda
•Test drive
•Revisit Numbers
•F&I Introduction
•Delivery
•Pre-Selected Vehicles ready to
Integrated Marketing Strategy show, test drive and deliver
• Regional Market Advertising •Pre-Completed Documentation
•Newspaper/Print
Newspaper/Print Media
•Radio/TV/Broadcast Media •Streamlined Sales Process completed in less than 1.5 Hours from
•Outdoor/Signage
Outdoor/Signage
•Direct
Direct Mail
•Broadcast Email
•Web
Web Coupons & Specials
•Automated Response that verifies receipt by

dealer and sets up customer expectations
Interactive Web Services •Respond to ALL Leads in less than 30 minutes
•New & Used Inventory •Quotes on 4 vehicles available for delivery
•Photos
Photos & Pricing •Call every customer to verify receipt of Price
•Sales,
Sales, Service & Parts Quotes and set appointment to Test drive and
Coupons & Specials see the differences between 4 quoted vehicles
•Service
Service Appointments
•Online Credit App’s
•Documented follow-up process that ensures
•Appraisal
Appraisal Requests every customer is contacted repeatedly in an
ongoing and prescribed manner

Process
CRMLead
Application Utilization
Management Process Improvement
Implementation
LE
AD
Managing Customer Leads

LE
AD
LE
A
Can Be Like….
D
LE
AD
LE
AD
LE
AD
LE
AD
LE
AD
….Herding Cats!
Process
LeadisManagement
Implementation

and red.
the overtrousers.
Untrained,

Process
Lead Management
Consulting Process
and Training Venues Improvement
Implementation
In-Dealership Consulting
& Training
Enterprise Consulting Results-Focused

& Training Workshops

Process
Implementation
Enter Your
“Next Steps”
Into the Action
Plan Workbook

Process Improvement: Dealer eBusiness Strategy

•Receipt that validates
customer’s Inquiry
•Outlines eProcess
•Sets up the customer’s •Is the lead from an existing Customer in DMS?
expectations •Is the lead from the dealer’s web site?
•Is the lead from the OEM’s web site?
•Is it a 3rd Party Lead Referral… If so, from where?
•Lead Consolidation… Review previous inquiries
•Customer Profiling; Name, Location, Model, Email
•Targeted Vehicle Selection; “Creating Curiosity”
•Lead assignment “Matchmaker” management process
Automatic eMail •Assigned Staff Responds to Customer

Responses Inquiries Using a Library of Templates
•A Personalized eMail Response that sets
DMS-Internet Lead the stage for direct Phone Contact is
Cross Checking Sent Within 30 Minutes of Lead receipt
•TAS Strategy looks at Email creation like
writing Ad specials to create Phone calls
Templated
Personal Responses
Customers Should be
Contacted by Phone
Within 1 Hour of same
Internet
Business Day to verify
receipt of price quotes,
Initial Phone answer questions and
Contact Arrange a Test Drive
Sales
Appointment
CRM Begins With First
Process
Contact and Continues
Through the Customer
eMail & Phone
Purchase Cycle
Follow Up
customer

Process Improvement: Managing Customer Expectations
•Is The Product I Want In Stock?
Internet
•Are There Any Additional Costs?
•When Can I Take Delivery?
Handling On-Line
Questions & Objections •Is The Price Guaranteed?
Sales
•Another dealer has quoted me a
better Price and/or payment…
Process •What Is the Value of My

Trade?
Managing On-Line
Trade-In Estimates •Do You Take Consignment
Trades?
customer
•Will The Price be Lower if I
Sell My Trade Myself?
•Another Dealer Has Offered a
Better Trade-In Value…
Using
On-Line
Financing
Face-To-Face
Appointments
•How Do I Apply for Credit On-Line?
•What Are Your Interest Rates?
•Is My On-Line Application Secure?
•What Financial Institutions do you Work With?
•Can I Use OEM Rebates as a Down Payment?
•How Soon Will I Know if My Loan is Approved?

Process Improvement: Strategy and Tactical Execution
•Incremental
Internet
P&A Sales On-Line Parts &
•Customer Accessory Sales
Convenience
•Improving CSI
Sales
•Serving the Customer 24X7
On-Line Service
Appointments
Process
•Collecting Information
•Service Alerts and Recalls
•Managing Service Volume
•Improving CSI
•
customer
Email Campaign
•Targeting Customers Marketing
•Developing Content
•Success Metrics Used Vehicle
•Follow-Through Marketing
•Acquiring Lists
•Promoting
•Merchandising
•3rd Party Alliances
•Inventory Content
•Photography
•

Sustained Results:
Winning Hearts and Minds
Prevents Service
Customers from Defecting
to Aftermarket Providers
Measures Customer
Satisfaction with their
Experience at a Dealership
Customer
Reactivation System
CSI Surveys
Keeps Loyal Service

Customers Coming
Back to a Dealership
Customer
Internet
Retention System
Sales
Converts Buyers
Into Loyal Service
Customers
Service Transition
System Process customer

Market Research Validated


Impact of Dealer Response Attributes on Customer Satisfaction:
Dealer Response Attribute Completely or

Very Satisfied
Completely or
Very Satisfied
GAP Correlation
Factor of
% of ALL
Respondents
Experienced by Customer within who DID NOT who DID attribute with who DID
experience the Experience the Customer Experience
24 hours* of Submitting Lead attribute attribute Satisfaction the attribute
29
Dealer made Direct Phone Contact with Customer 58% 84% 26% 59%
after sending Email
12
Dealer Acknowledged Customer Request 51% 75% 24% 94%
Dealer Showed Genuine Interest in

53
13% 82% 69% 87%
Customer’s Wants & Needs
21
Dealer Responded using Customer’s Preferred 39% 76% 37% 93%
Communication Method
Customer Received Price Quotes from 60%

34
90% 30% 44%
Dealer
27
Customer Contacted more than once by Email and 61% 85% 24% 49%
Telephone
Dealer Confirmed Availability of

38
55% 89% 34% 52%
Vehicle(s) for Sale and Delivery
*Survey Respondents received Emailed Survey invitations that were sent 24 hours after they had submitted an inquiry (Lead)… 77,000 Surveys Received during Q1, 2003

Impact of Dealer Response Attributes on Vehicle Purchase:

Dealer Response Attribute Purchase
Respondents*
% of Purchase* GAP
among the
Correlation
Factor of
% of ALL
Respondents
Experienced by Customer within who DID NOT Respondents attribute with who DID
experience the who DID Vehicle Experience
24 hours* of Submitting Lead attribute Experience the Purchase the attribute
attribute
Dealer made Direct Phone Contact 17% 27% 9%

11 59%
with Customer after sending Email
Dealer Acknowledged Customer Request 21% 23% 2%
1 94%
Dealer Showed Genuine Interest in Customer’s

Wants & Needs
21% 23% 2%
2 87%
Dealer Responded using Customer’s Preferred

Communication Method
21% 23% 2%
1 93%
Customer Received Price Quotes from 20% 27% 8%

9 44%
Dealer
Customer Contacted more than once 21% 25% 4%
5 49%
by Email and Telephone
Dealer Confirmed Availability of Vehicle(s) for

Sales and Delivery
22% 24% 3%
3 52%
*Survey Respondents who Purchased a Vehicle were identified via RDR data cross reference and match, Surveys sent 24 hours after lead submitted, sales trac
Top 4 Experienced by Customer Purchase % of

Respondents* Purchase*
Correlation
Factor of
Ways to
Sell within 24 hours of who DID NOT among the
experience Respondents
attribute
with Vehicle
More Submitting a Web based the attribute who DID
Experience
Purchase
Cars
Inquiry (Lead) the attribute
Make Direct Phone Contact with Customer

#1 after sending Email w/availability & prices
17% 27%
11
Send Price Quotes by Email to Customer
#2 20% 27%
9
Contact Customer more than once by Email
#3 and Telephone (within First 24 Hours)
21% 25%
5
#4 Make sure Customers are either Completely or Very 21%
Satisfied with the Lead Response
24%
3
Recent Marketing research (Q1, 2003) confirms the Best Practices

collected during “Best In Class” Dealer Benchmark studies.
How to sell more cars to customers that submit Internet leads…
Without relying on opinion or seat of the pants management!
Survey Participants who Purchased a Vehicle were identified via RDR data cross reference and matching with Internet Lead Data
35.00%
30.00%
25.00%
Closing Ratio
20.00%
15.00%
10.00%
5.00%
0.00%
0.00 5.00 10.00 15.00 20.00
Content04/03/11
+ Speed = Increased Sales Closing Ratios 100
Q: Why the
variations?
04/03/11 101
Are Internet Leads submitted by

people who are Chronic Shoppers?
85% of Internet Leads are submitted by people who
submit ONE request to ONE dealer of that brand*…
40% of Internet Leads are submitted by

people who submit ADDITIONAL requests
to other dealers of a different brand…
On a different make and model vehicle.*
*Morpace Research; Lead Data Cross-Referencing Analysis – 88,000+ Leads, 2003

LMP Best Practice

Examples and Demonstration

Process
Implementation
TAS eBusiness Lead Management Strategy

•Respond to Leads quickly with 2 Initial Emails:
1.Email an Automated Response that Sets Customer’s Expectations
2.Quote Prices on 4 Available Vehicles and Sets the
Stage for a Phone call to discuss the Price Quotes sent (30
minutes)
•Make Direct Phone Contact with customer after sending Email

with Price Quotes on Available Vehicles to:
1.Verify receipt of the Emailed Price Quotes
2.Discuss the vehicles quoted and Customer’s Wants/Needs
3.Set an appointment for the customer to visit dealership,
inspect vehicles quoted and take test drive(s)
•Use Management for Customer Satisfaction Assurance:
Assurance
1.Email sent same day that lead arrives, introducing GM/Owner
and providing direct Email and Phone contact information
2.Management Phone call to Customer made 24 Hours after lead
arrives to verify complete satisfaction with Dealer’s response
Process
Implementation
An Example?
Process
Implementation
I am a car buyer… I see one of Jay Wolfe Honda’s ads inviting me to

visit www.JayWolfeHonda.com for the best online
selection of new and used Hondas… So, I visit the site.
9/13/2003 10:44 AM © Copyright 2005 Ralph Paglia - All Rights Reserved

Process
Implementation
I click on “New Cars” and then select “Vehicle Search”…

Process
Implementation
I then use the site’s Inventory search engine to look for a

Honda Accord EX sedan within the $20K to $25K price
bracket… I find the car I am interested in and click on it to see
more information.
Process
Implementation
9/13/2003 10:47 AM
When I open up the details screen for this car, I start to get
excited… It is pretty close to what I have been looking for.
Now, I see the “I’m Interested” button and click on it.
Process
Implementation
I then use the Dealer’s customized

online (XML based) form to provide
my contact information and express
interest in the Accord EX that I
selected from the Jay Wolfe Honda’s
current inventory…
9/13/2003 10:48 AM

Process
Implementation
9/13/2003 10:49 AM
As I scroll down to complete the
“I’m Interested” form for the Accord,
I am noticing that the information
being requested is easy to select
from customized drop-down menus
and I can tell the dealer wants to be
able to give me exactly what I want
by finding out what’s important to
me… I write some comments
explaining my buying
circumstances, then click “Submit”.

Process
Implementation
9/13/2003 10:51 AM
I receive a confirmation…
Then go back to doing work

related stuff on my PC…
Dear Ralph, Process
Implementation
Thank you for expressing
A T T R A C T • an interest
I N T E R A C T in
• Rallowing
E S P O N D Jay
• S Wolfe
E L L • this
S E R opportunity
V I C E • R E T Ato
I N earn your
business. We have successfully received your information.
If you have submitted a request for pricing or vehicle information during our regular
business hours we will send you a response within two hours or less. If your request was
submitted during non-business hours, on a Sunday or a holiday, we will get back to you
within two hours of our next business day.
Again, thank you for choosing Jay Wolfe. You are welcome to visit the dealership at any
time that is convenient for you. I have included a link at the bottom of this email that will
give you detailed directions to our dealership. For the best service possible, please
remember to ask for me so that I can provide you with any and all current Internet specials.
Sincerely,
A few minutes go by, then my email “bell” clangs
Charla Eastwood
Internet Sales Manager
and I open up a new email message… I can see it
Jay Wolfe Honda
220 W.103rd Street
Kansas City, MO 64114
is an automated response that tells me to expect a
1-800-655-1385
personalized response within the next two hours
Click here to submit an online financial application.
from the dealership. I’ll believe it when I see it!

Click here to view the Wolfe Automotive Group new vehicle inventory.
Click here to view the Wolfe Automotive Group pre-owned inventory.
Click here to value your trade.
Click here for directions to Jay Wolfe Honda.
Click here for directions to Jay Wolfe Kia.

Process
Implementation
9/13/2003 11:54 AM

Process
Implementation

Process
Implementation

Process
Email
LeadResponse
ManagementAnalysis
Process Improvement
Implementation
Thank you for your inquiry on the 2003 Honda Accord Sdn EX Man. Below you will find
information regarding the vehicle that most closely matches the vehicle you selected, along with
other important information for you. You can view our entire inventory online at:
www.jaywolfehonda.com
Year-Make Model MSRP E-Price Stock #

2003 Honda Accord $22,060 $20,400 H31155
In addition, here are a few other vehicles we selected, based on your
inquiry, that you may want to consider:
Year-Make Model MSRP E-Price Stock #
2003 Honda Accord $16,260 $15,907 available
2003 Honda Accord $19,660 $18,195 H32068
2003 Honda Civic $16,470 $15,194 H32098
Additionally, the manufacturer may offer special APR’s (interest
rates) on select models that are subject to credit approval.
Process
Email
LeadResponse
ManagementAnalysis
Process Improvement
Implementation
By the way, we have many other vehicles in stock that

are similar to what’s listed above…several of which are
less expensive. We would like to show you all of these
vehicles, plus provide information on the value of your
trade-in, optional equipment, financial services, and
anything else that will help you feel confident and
comfortable doing business with Jay Wolfe Honda.
Because this information is important, and time sensitive, I will be contacting you by
phone. Additionally, we can discuss any questions you have and make arrangements
for a no-obligation personal test drive.
You can click on the following link to submit a credit application which will allow Jay
Wolfe Honda to process a no-obligation pre-approval:
Click Here for Wolfe Automotive's Online Credit Application
By submitting your Financial Services Application online, you can have the entire
buying process streamlined so that your time in our dealership is minimized.
Process
Email
LeadResponse
ManagementAnalysis
Process Improvement
Implementation
Because this information is important,

and time sensitive, I will be contacting
you by phone. Additionally, we can
discuss any questions you have and
make arrangements for a no-
obligation personal test drive.
You can click on the following link to submit a credit application which will allow Jay Wolfe Honda to process a no-obligation pre-approval:
By submitting your Financial Services Application online, you can have the entire buying process streamlined so that your time in our
dealership is minimized.
For questions regarding any possible vehicle trade-ins you might have, we have found that the most trusted and accurate site relied upon
by millions of Americans is Kelley Blue Book:
Click Here for the Kelley Blue Book Trade-in Evaluator
If you would like to visit the website trusted by more new car buyers than any other for information regarding dealer costs and "True Market
Value" then you will want to visit Edmunds Online:
Click Here to Visit Edmunds Car Buying Consumer Web Site
Process
Email
LeadResponse
ManagementAnalysis
Process Improvement
Implementation
You can click on the following link to submit a credit application

which will allow Jay Wolfe Honda to process a no-obligation
pre-approval:
By submitting your Financial Services Application online, you can
have the entire buying process streamlined so that your time in our
dealership is minimized.
For questions regarding any possible vehicle trade-ins you might have, we have found that the most trusted and accurate site relied upon
by millions of Americans is Kelley Blue Book:
If you would like to visit the website trusted by more new car buyers than any other for information regarding dealer costs and "True Market
Value" then you will want to visit Edmunds Online:
Once again, thank you for your inquiry and we look forward to meeting you!
Charla Eastwood
Jay Wolfe Honda
220 W.103rd Street

Click here to view the Wolfe Automotive Group new vehicle inventory.
Process
Email
LeadResponse
ManagementAnalysis
Process Improvement
Implementation
For questions regarding any possible vehicle trade-ins

you might have, we have found that the most trusted and
accurate site relied upon by millions of Americans is
Kelley Blue Book:
If you would like to visit the website trusted by more new

car buyers than any other for information
regarding dealer costs and "True Market Value" then you
will want to visit Edmunds Online:
Once again, thank you for your inquiry and we look forward to meeting you!
Charla Eastwood
Jay Wolfe Honda
220 W.103rd Street
Process
Email
LeadResponse
ManagementAnalysis
Process Improvement
Implementation
Once again, thank you for your inquiry and we look forward to
meeting you!
Charla Eastwood
Jay Wolfe Honda
220 W.103rd Street

Click here to view Wolfe Automotive Group new vehicle inventory.
Process
Phone
LeadFollow-up
Management Analysis
Process Improvement
Implementation
Phone Call To Set Appointment

Received Call from Charla at Jay Wolfe
Honda less than an hour after receiving
the price quotes on 4 cars - 9/13/2003
Purpose:
12:32 PM
1.Establish what is most important to your customer by
following the Internet Price-Quote Follow-up word
track from Reynolds Consulting
2.Set the stage for your Customer’s expectations…
Create a buying “Plan” during the conversation
3.Schedule appointment for a vehicle presentation and
test drive at dealership or customer’s location
"Sell yourself...and you can sell anything!"
-Spencer Johnson
Process
Phone
LeadFollow-up
Management Analysis
Process Improvement
Implementation
The most successful

eBusiness Dealers
focus on scheduling an
appointment by using a
form that has a dual
Call
Call Made
Made purpose of “Information
Within
Within
11 Hour
Hour
Gathering Tool” and
(secret
(secret sauce)
sauce) suggested Phone Script
during each call…
ØLet’s take a closer look at

this tool and how it is used
by dealers...
Process
Phone
LeadFollow-up
Management Analysis
Process Improvement
Implementation
(Part 1) Internet Customer Call AFTER Price Quotes Sent by Email

Hello, this is _______ with the CRC at ABC Motors, May I speak with_____________?
IF NO:
NO: That’s
That’s OK…When
IF __________,
Hi OK…When would be
be aa better
better time
would(yesterday?)
earlier today weto
time speak
tosent
speak with
you anyou
with you about
about
email the
the information
message with we
information we
sent?
sent? What
What number
information number should
should
and price II call?
quotes. ________________
call? Have
________________
you been able Do
Dotoyou
you
takehave
have an
an email
a look at it?that
email that you
you can
can
access
access right
right now,
now, so
so II can
can send
send you
you price
price quotes(&
quotes(& dealer
dealer invoices)?
invoices)? #2
#2
Email:______________________
Email:______________________
IF YES: Great! So that you get all the benefits offered by ABC’s Internet program, I’d like to
discuss how it works with you… Would that be OK?
IfIf NO:
NO: When
When would
would be
be aa better
better time
time for
for me
me to
to call?
call?
IF YES: Have you ever bought a vehicle using the Internet before?
IfIf Yes:
Yes: Great!
Great! Tell
Tell me,
me, how
how did
did itit go?
go?
IF NO: No problem, Let me explain how our Internet process helps you get a better deal… There
are Four easy and convenient steps:
Step 1. Find a few vehicles that might be right for you
Step 2. Provide you with prices & the information you need to make
an informed decision
Step 3. Schedule a convenient time to come in, look at the vehicles and
take a test drive
Step 4. You bypass the traditional car sales process and buy your new vehicle
in less than half the time it usually takes… At the lowest prices,
without any hassles or aggravation
Process
Phone
LeadFollow-up
Management Analysis
Process Improvement
Implementation

So that I can make sure we sent you quotes on the right vehicles,
I am going to ask you a few questions:
You indicated that you’re interested in a:

_______________________________________(year/make/model)
What options or equipment are a “Must Have” for you?_________

________________________________________________________
________________________________________________________
________________________________________________________
If we had a similar vehicle to what you enquired about, with
similar equipment, that was less expensive… would you want to
know about it, or would you rather have us rule that out for you?
(IE: Demo’s, factory program vehicles, cancelled orders, etc.)
YES or NO
Process
Phone
LeadFollow-up
Management Analysis
Process Improvement
Implementation

(Circle Answer) Are you ADDING or REPLACINGa vehicle?
What are you currently driving?
Year:____ Make:__________ Model:____________ Miles:______K
Options/Equipment?______________________________________
(Circle Answer)Would you like a Trade-In value estimate?
YES or NO
So we can understand what’s important to you…
Thinking about what you currently drive:
What do you Like Best?
________________________________________________________
________________________________________________________
What would you Improve?
________________________________________________________
________________________________________________________
Process
Phone
LeadFollow-up
Management Analysis
Process Improvement
Implementation

Going back to the ______________ (model only) you expressed interest in…
When was the last time you drove a (Year & Model)?____________
May I make a suggestion?_________

(If Trade) So we can (give you as much possible for your trade
in and…) give you an opportunity to test drive the (Year&
Model)... we should make arrangements for you to come in:
…Would Today Tomorrow be better?
O
Morning
O Evening?
R
10:15 or 10:45? R 6:15 or 6:45?
Great, we’ll see you on ________________ at:____________
Process
Phone
LeadFollow-up
Management Analysis
Process Improvement
Implementation

When
When youyou arrive
arrive at
at the
the dealership,
dealership, please
please take
take advantage
advantage of of the
the
Customer
Customer Parking
Parking inin the
the front
front of
of our
our showroom
showroom and and see
see our
our
receptionist,
receptionist, who
who is
is located
located inin the
the showroom
showroom entryway,
entryway, right
right as
as you
you walk
walk
in
in the
the front.
front. Please
Please give
give her
her your
your name
name and
and let
let her
her know
know you
you have
have anan
appointment
appointment withwith Joe
Joe Dealermaker,
Dealermaker, ourour General
General Manager…She
Manager…She will will have
have
your
your name
name on on her
her appointment
appointment calendar
calendar and
and Joe
Joe will
will be
be expecting
expecting you.
you.
We
We will
will have
have several
several vehicle
vehicle pre-selected
pre-selected for
for your
your inspection
inspection andand test
test
drive.
drive.
Please
Please let
let me
me give
give you
you directions…
directions… Or,Or, would
would you
you prefer
prefer that
that II send
send
them
them toto you
you by
by email?
email?
(Give
(Give directions
directions to
to dealership)
dealership)
…AND, If anything changes on our end, I will contact you by

email & phone to let you know…
PLEASE do me a favor; if anything should change on your end
that will effect you coming in… will you let me know?
Process
Implementation
Case Studies:
Best Practice LMP's
in your Dealership
proven by sales results
Process
Implementation
The Results?
TAS eBusiness Process: Implementation Results
WAG Monthly Internet Sales
275 254 278 288

256
250 217
225 200
200 164
175 150
150
125 106 110
100 83
75 42
50
25
0
Sept Nov Jan Mar May July
12 Month Process Improvement Results:
Jay Wolfe Honda

M onthly Internet Sales
72
75
70 57 59 61
65
60
55 40
50 36
33
45
40 24
35 17
30 16 15
25 9 8 11 10 12
20 6 6 7
20 4 6
15 0
10
5
0
Sep Nov Jan Mar May Jul New
04/03/11
2002 - 2003 133
Used
Lead Management Process Improvement Results:
Jay Wolfe Honda

Monthly Internet Sales
85 84
80
75 72
70 69 67
65
60
55 51
50 42 44
45
40
35 31
30
25 20 23
20
15
10 6
5 2
0
Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug

“In September, our eleven stores in the Kansas City area Process
combined to sell less than fifty units that we could Improvement Implementation
attribute to the Internet. Under Ralph’s guidance, we

implemented a process that showed immediate results. In

just less than four months of working our Internet
inquiries “Ralph’s Way”, our sales increased more than
350%!
This has not been easy. Changing a process as detailed and
intricate as this across eleven stores spread out over an
entire metropolitan area is challenging. However, somehow
Reynolds Consulting
Concepts andRealized:
Ralph made it appear easy. He
Real-World
helped us get immediate buy-in with our General Managers
and his experience in Implementation
working with other large dealer
groups across the country allowed us to be prepared for
the inevitable bumps in the road that we would face.
Since our initial launch, we have expanded our efforts to
other cities where we have stores and again, Reynolds
Consulting has been instrumental in helping us implement
and manage those start-ups.”
Mark Vickery
Wolfe
Automotive Group © Copyright 2005 Ralph Paglia - All Rights Reserved
Dealers that implemented our recommended LMP

increased the Brand’s sales closing ratio from 10.8% to 20.5%

Process
Implementation
Key Findings:
(Lead Sales as a Percentage of Total Retail
Sales)
• Web Lead Sales have risen
from 2% of Total Retail Sales at
the beginning of 2001 to over
8% during 2003, with a straight
line increase trending at
approximately 3% per year
Copyright © 2002 , SAS Institute Inc. All rights reserved. © Copyright 2005 Ralph Paglia - All Rights Reserved
Process
Implementation
Developing & Implementing

Effective Lead Management
Processes
Process
Implementation
Developing a Strategy
• Start
• Stop
• Continue
Process
Implementation

Process
Implementation

Process
Implementation

Process
Implementation

Process
Implementation

Process
Implementation
Enter Your
“Next Steps”
Into the Action
Plan Workbook
Process
Implementation
Afternoon Break

Process
Implementation
ATTRACT
Results Focused eBusiness Workshops
INTERACT
LEAD MANAGEMENT PROCESS
RESPOND IMPROVEMENT &
IMPLEMENTATION
SELL
SERVICE
RETAIN
Professional Development Programs for Dealerships and their Management teams designed to
build the understanding, knowledge, skill sets and expertise required for success in today’s
eBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts from
Reynolds Consulting Services to supplement and leverage AHMeBusiness Programs, TAS
Strategy provides dealers with process improvement solutions proven to increase sales.

Process
Implementation
For Everyone’s Benefit…

• Please Silence Your Mobile Phones

• Breaks Are limited to 15 Minutes,

and Lunch is 45 Minutes

• Please Return To The Class Promptly

at the End of Each Break or Lunch

• If You Return from a Break Late, You Must Read

the next section out loud (real loud!) to the class…

• Locations of Restrooms and Break Area

Process
Implementation

in your Dealership
Response Time & Content:
How they impact sales
results
Process
Implementation

35.00%
30.00%
25.00%
Closing Ratio
20.00%
15.00%
10.00%
5.00%
0.00%
0.00 5.00 10.00 15.00 20.00
Content + Speed = Increased Sales Closing Ratios

Process
Implementation

Q: Why the
variations?

Process
Implementation
MDX
TL
1500
Zone 5
1400
1300
1200
1100
1000
900
Email 1
800
700
600
500
Zone 5
400 Zone 1
Zone 1
300 Zone 6 Zone 2 Zone 3 Zone 4
200 Zone 4
Zone 2
100 Zone 6
0 Zone 3
0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500
Average Minutes to Answer Email

2
Process
Implementation
Accord
Odyssey
800
750 Zone 4
700
650
600 Zone 5
550
500 Zone 9
450 Zone 6
Email # 1
400 Zone 9
Zone 8
350 Zone 3 Zone 8 Zone 10
300 Zone 1
Zone 7 Zone 10
250
Zone 5
200 Zone 7
Zone 1 Zone 4
150 Zone 6
Zone 3
100
50 Zone 2
0
Zone 2
0 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 800

Email #2
Process
Lead Management
Technology Process
Assisted Selling Improvement
1.
1. TAS
TAS Process
Process methodology
methodology is is designed
designed to engageImplementation
to engage a a
customer
customer continuously
continuously throughout
throughout thethe buying
buying cycle,
cycle,
PROCESS Using
Using Multiple
Multiple Channels…
Channels… EmailEmail…… Phone
Phone… … Meetings
Meetings..
SALES
Person
2 Person
Face
2 Face
Keyboard
2 Keyboard

Process
eBusiness Assessment Implementation
A T T R A C T • I N T E R A C T2.
2. Lead
Lead Management
• R E S P O N D • S E LProcess
Management L • S E R Improvement
Process V I C E • R E T A begins
Improvement Ibegins
N with
with
an
an eBusiness Assessment of existing procedures using
eBusiness Assessment of existing procedures using
PROCESS
PROCESS
Process
Process Mapping
Mapping GapGap Analysis
Analysis & & Appreciative
Appreciative Inquiry
Inquiry
SALES
Traffic
Traffic to
to web
web site
site and
and lead
lead submission
submission rates
rates
not
not being
being monitored…
monitored… Only
Only email In-box
email In-box is
is used
used to
to organize
organize leads
leads
http://www.dealersite.com
Email Contact
Visits Site
customer
Walk-In
Leads
Sales Manager
Individual
Individual sales
sales reps
reps managing
managing their
their own
own leads…
leads… Each
Each doing Sales than
doing itit differently
differently than the
the other!
other!
Reps Phone
Leads
?? ??
Service
Lack Leads
Lack of
of consistent
consistent lead
lead follow-up
follow-up monitoring
monitoring limits
limits Sales
Sales Rep
Rep accountability
accountability
?? ??
?? Internet
Leads
Random
Random lead
lead assignment
assignment procedures
procedures
use
use telephone
telephone and/or
and/or email
email to
to respond
respond to
to leads
leads and
and schedule
schedule appointments
No
No process
process or
appointments or data
data capture
capture from
from other
other web
web lead
lead sources
sources

Process
Response Funnel - HONDA

Implementation
© Copyright© 2003.
2005 Ralph Paglia - All Rights Reserved
Sunday, 03 April 2011 156 Reynolds Consulting Services - All Rights Reserved
Process
Response Funnel - ACURA
Improvement
Implementation
Process
Mystery Shop; Dealer Response Attributes
Improvement
Implementation
956 Mystery Leads Dealers who Dealers who Dealers who Dealers who
Shops Submitted to Responded by Responded Responded by Answered
Completed Dealers Email ONLY by Phone BOTH Email ALL
During ONLY & Phone Questions
Summer 2003 Asked
148 109 1 15 8
808 554 11 96 35

Process
HONDA A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
Implementation

One
No Q u e s tio n
Q u e sti o n e d 27%
A n sw e re d Tw o
55% Q u e stio n s
13%
Zone 1 113 2
A ll Z o n e2 %1
Q u e stio n s Z o n e 21 9 2
5% Z o n e 21 1 %
Zone 3 67 3
Z o n e 4 3%
Zone 4 4 8 8
Zone 4 1 7 %
Zone 5 93 1
Z o n 1e %5
Zone 6 69 3
Z o n e 4 6%
Zone 7 95 6 Z o n e 67 %
Zone 8 63 5 Zone 8 %
Zone 9 4 6 3 Z o n e 79 %
Z o n e 10 3 7 2 Z o n e 51 %0
#o f R es p o n s es#A n s w erin g A ll Q u es tio n s

Process
ACURA A T T R A C T • I N T E R A C T • R E S P O N D • S E L L • S E R V I C E • R E T A I N
Implementation

One
No Question
Questioned 24%
Answered Two
53% Questions
16%
All
Questions
7%
Zone1 22 0 Zone0%
1
Zone3 18 4 Zone 3 22%
Zone4 18 Zone
0%4
#of Responses #Answering All Questions

Process
Implementation
Honda’s Fastest Responding Dealers

# of
Dealer
ID
Zone District
Answered
Follow- Up
207222 9 D
Honda Automobiles Of Nashua 3
4 No
206831 6 A
Koons of Manassas, Inc. 3
4 No
207260 7 B
Classic Honda 3
7 No
208221 7 F
Honda of Ft. Myers 3
10 No
207215 2 E
Tony Honda 3
10 No
Process
Implementation
ACURA’s Fastest Responding Dealers

# of
Dealer
ID
Zone District
Answered
Follow- Up
251418 3 C
Ed Napleton Acura 3
16 No
251188 6 C
Scottsdale Acura 3
16 No
251144 3 C
Continental Acura of Dupage 3
22 No
251416 6 A
Mac Churchill Acura 3
23 No
251174 2 C
Pohanka Acura 3
32 No
Process
Implementation
Define eBusiness
Response Success
Content:
in your
What SellsDealership
More Cars?
Process
Results
LeadOptimized
ManagementProcess
Process Improvement
A T T R A C T • I N T E R A C T • R E S P O N D •
3.
3. eBlueprinted
eBlueprinted Optimized
Optimized Process
S E L L • S E R V I C E • R E T A I N
Process Implementation
design
design w/Templated
w/Templated Steps Steps
PROCESS
PROCESS ensures
ensures accountability
accountability for for
consistent
consistent lead lead handling
handling
SALES eBlueprinted Optimized Process Automated Email Response
by Lead Type
11
http://www.dealersite.com Automated
Database
Lead Submitted Population
Clock Starts
Visits Site 22
customer
eBusiness
eBusiness Office
Office
Prospect
responds 66
directly to CRM
Scheduled e-mail follow-up Application
assigned to BOTH web & retail Sales CONTACT
sales rep CRM Application Reps DATABASE
via email open status contacts Sales
and phone Manager
Customer
Sales Rep uses Leads
33
CRM Application
44 email templates
and telephone to
Clock
Stops respond to leads Sales Mgr. Process
Process
Lead 77
& schedule appt
Assignment
Performance
Performance
Pre-contact Metrics
Metrics
Post-contact Sales Reps enter ALL contact info from Ups into CRM Application
55

Process
Lead Management
Showroom “Showtime” Process
Sales Improvement
Implementation
4.
4. Incremental
Incremental sales
sales and
and profits
profits are
are the
the direct
direct result
result of
of dealer
dealer integration
integration of
of marketing
marketing strategy,
strategy
SALES
LEADS SOLD
Lead
Process
Sales
Performance
Dealership
Dealership Metrics
Visits
Visits
(Appt.
(Appt. Shows)
Shows)
•Faster
•Faster Response
Response Time
Time
•Emails
•Emails that
thatset
setstage
stage for
for Phone
Phone Contact
Contact
•Proven
•Proven Lead
Lead Management
Management Process
Process
•Multiple/Direct
Customer Contacts
Contacts
•Ask
•Ask for
for &&Schedule
Schedule the
theAppointment
Appointment
•Appointment
•AppointmentConfirmation
Process
•No-Show
Follow-up Process
Process
•Appointment
•Appointment Welcome
Welcome Board
Board
•Agenda
•Agenda review upon
review upon arrival
arrival
•Vehicles
•Vehicles Pre-selected
made ready
ready for
for inspection
inspection &
& Test
Test drive
drive results
•Online
•Online Credit
Credit Pre-Approval
Pre-Approval
•Documentation
•Documentation Pre-completed
Pre-completed
•Streamlined
•Streamlined Sales
Sales Process
Process INCREMENTAL
INCREMENTAL SALES
SALES

Process
Lead Management
•Faster
•Faster Response Time Process
Response Time Sales
Sales Improvement
•Emails
•Emails that
that set
set stage
stage for
A T T R A C T •
for Phone
Phone Contact
Contact
I N T E R A C T • R E S P O N D • S E L L • S E R V I C E •
Results Implementation
R E T A I NResults
•Proven
•Proven Lead Management Process
•Multiple/Direct
Customer Contacts
Contacts
•Appointment
•Appointment Confirmation
Process
•No-Show
Follow-up Process
Process Lead
Lead
Management
Management
Process
Process
Tools
Tools &
&
Technology
Technology
People
People &
&
Pay
Pay Plans
Plans
Dealership
Dealership Visits
Visits
(Appt.
(Appt. Shows)
Shows)
•Email •Detail
•Detail Oriented
•Email Templates
Templates Oriented Process
Process
ent Welcome Board •Automated •Organized
•Organized
•Automated Response/Receipt
ment Welcome Board Response/Receipt Performance
Savvy Performance
eview
eview upon
upon arrival
arrival •Automated•CRM
•Automated •CRM Application
Application
Follow-up
Follow-up Prompts
PromptsSavvy
Pre-selected
made ready
ready for
for inspection
inspection &
& Test
Test drive
•Targeted
drive
•Targeted •Can
•Can Work
Work
Broadcast
Broadcast Trade-In
Emails
Emails Valuations Metrics
Trade-In Valuations Metrics
edit Pre-Approval
edit Pre-Approval •DMS •Can
•Can Manage Quoting Prices
•DMS Integration
Integration Manage Quoting Prices that
that are
are in
in line
line with
with Pricing
Pricing Strategy
Strategy
tation
tation Pre-completed
Pre-completed •Reports & •Know
•Know
Metrics
•Reports & Metrics the
the product
product and
and availability
availability
ed
ed Sales
Sales Process
Process •Lead
•Lead Provider
Provider ROI
ROI Reports
Reports
Process
Lead
TIPS Management
eBusiness Process
Transformation Improvement
Implementation
TRANSFORMATION •Showtime!
RETURN ON INVESTMENT
TRAFFIC •IAppointment
NTERACTIVE
Reception
PROCESS SALES Process
WEB PLATFORM •Review Visit Agenda
•Test drive
•Revisit Numbers
•F&I Introduction
•Delivery
•Pre-Selected Vehicles ready to
Integrated Marketing Strategy show, test drive and deliver
• Regional Market Advertising •Pre-Completed Documentation
•Newspaper/Print
Newspaper/Print Media
•Radio/TV/Broadcast Media •Streamlined Sales Process completed in less than 1.5 Hours from
•Outdoor/Signage
Outdoor/Signage
•Direct
Direct Mail
•Broadcast Email
•Web
Web Coupons & Specials
•Automated Response that verifies receipt by

dealer and sets up customer expectations
Interactive Web Services •Respond to ALL Leads in less than 30 minutes
•New & Used Inventory •Quotes on 4 vehicles available for delivery
•Photos
Photos & Pricing •Call every customer to verify receipt of Price
•Sales,
Sales, Service & Parts Quotes and set appointment to Test drive and
Coupons & Specials see the differences between 4 quoted vehicles
•Service
Service Appointments
•Online Credit App’s
•Documented follow-up process that ensures
•Appraisal
Appraisal Requests every customer is contacted repeatedly in an
ongoing and prescribed manner

Process
CRMLead
Application Utilization
Management Process Improvement
Implementation
LE
AD
Managing Customer Leads

LE
AD
LE
A
Can Be Like….
D
LE
AD
LE
AD
LE
AD
LE
AD
LE
AD
….Herding Cats!
Process
LeadisManagement
Implementation

and red.
the overtrousers.
Untrained,

Process
Lead Management
Consulting Process
and Training Venues Improvement
Implementation
In-Dealership Consulting
& Training
Enterprise Consulting Results-Focused

& Training Workshops
Process
Implementation

inISM
your Dealership
Toolkit CD:
Process Maps Phone

Scripts
Email Templates
Metrics Analysis
11/2/2003 1:38 PM Spreadsheets 171 © Copyright 2005 Ralph Paglia - All Rights Reserved
Process
Implementation
Developing Strategy
in your Dealership
Four Key Elements
to Web Brand Management
Process
Implementation
Face
To Face
Dealer Honda Search Links on
Market Dealer’s Engine Local &
Advertising
Customer URL Acura Regional
Base Everywhere” Strategy
URL Sites
Limited “Only” by a Dealer’s Creativity
•New & Used Inventory •Photos & Pricing

•Sales, Service & Parts Specials •Service Appointments
eBusiness Dept.TM Showroom

Face to Face
•People •Pricing Philosophy Ear to Ear
•Place •Pay Plan Email to Email
•Set expectations upon arrival with an “Agenda Review”

•Vehicle ready for delivery •Documentation pre-completed
Benchmark
s Traffic1. Market Strategy
2. Marketing Budget
3. Advertise Internal Customers (Meeting)
4. Advertise Customer Base
1000 (Direct Mail,Telemarketing)
5. Advertise Market (URL Everywhere)
6. Showroom Merchandising
7. Direct 3rd Party Leads to Website
8. Search Engine Strategy Development
20% Interactive
Sales (80%) 20 Closing % (10%)100 Web Site
CLOSES LEADS
(50%) 25 (50%) 50
Appointment Shows Appointments Scheduled
Process
Benchmark
s Traffic 11. Multiple registered URL’s directed to
site and Search Engine strategy
implemented
1. Easy Navigation 1000

2. Research – Honda Technology
3. Find a Car (Inventory Updated from DMS)
4. Used Vehicle Photos & Prices Posted
5. Trade Evaluations (KBB)
6. Financing (Honda Technology)
7. Weekly TDA Ads uploaded (new specials)
20%
8. Site Forms customized for higher submission
9. Site Text customized for search engines
10. Pop-up Window customization
20 Closing % (10%) 100
Interactive
Sales (80%) 20 2 Web Site
CLOSES LEADS
40
(50%) 7 25 50
(50%)10
Process
Benchmark 1. Lead Management Tool – Process

s Traffic Training
2. Auto Responder
3. Personal Responses w/links to info
site features
1000 4. E-Mail Templates – Improved
verbage
5. 2-Way Pagers
6. Telephone Contact using Phone
Script Training
20
20%
Closing % (10%) 100
Interactive
CLOSES LEADS
40
(50%) 7 25 50
(50%)10
Process
Benchmark
s Traffic
1000
20
20%
Closing % (10%) 100
Interactive
CLOSES LEADS
1. Confirmation Call
2. Confirmation E-Mail Template:
•Map to Dealership
•Custom Directions
•Links to web forms - streamlined buy process
40
(50%) 7 25 50
(50%)10
Process
Benchmark
s Traffic
Agenda Review upon arrival
Vehicles pre-selected & ready to drive 1000
ISM introduces Sales Specialist
SS works deal – T/O to ISM if no close
“After Best Deal” Coupon
1st Service Appointment scheduled
20
20%
Closing % (10%) 100
Interactive
CLOSES LEADS
7. Updates on Promotions
8. F&I Process – Online Menu
9. Pricing Process – Weekly Grid
10. Welcome Board -
Appointments
40
(50%) 7 25 50
(50%)10
Process
Process
Implementation

in your Dealership
The 5 Key Metrics
for Managing Success
Process
Implementation
Process
Implementation
Let’s
What Do
Metrics
Sales
Sales to
to Have
The You Been
Math…
Dealership
Dealership Visits
Visits Hearing About?
70%
70%
28% 28%
28%
Dealership Appointments
Dealership
Visits
Sales
Sales to
to Appointments
Scheduled
Visits Scheduled to
to
to
to Leads
Leads Leads
Leads Leads
Leads
Received
Received Receive
Receive Received
Received
20% d
20% d 35%
35%
20%
20%
80%
80% Dealership
Dealership Visits
Visits to
to
Appointments
Appointments
Scheduled
Scheduled
Process
Implementation
Fill in the unshaded, clear fields - All the shaded colored fields will be automatically calculated based on the data you enter...
Integrated Marketing Business Opportunities:
Opportunities Appointments
Customer Apptmnts Dealer Dealer Visit Apt. Shows to Converted to
Opportunity Analysis Inquiries Made Visits
Sales Close Ratio* Made to
Closing % Scheduled % Dealer Visits Opportunity %
Dealer's Web Sites: 100 50 35 14 14% 40% 70% 35% 50%
OEM's Web Sites: 100 50 30 20 20% 67% 60% 30% 50%

Integrated
Marketing Totals:
200 100 65 34 17% 52% 65% 33% 50%
3rd Party Provided Business Opportunities:
Opportunities Appointments
Customer Apptmnts Dealer Dealer Visit Apt. Shows to Converted to
Opportunity Analysis Sales Close Ratio* Made to
Included
Inquiries Made Visits Closing % Scheduled % Dealer Visits Opportunity %
Autobytel 100 5 4 3 3% 75% 80% 4% 5%

in your
ISM MSN Autos 100 10 7 5 5% 71% 70% 7% 10%
Toolkit… CarsDirect 100 15 10 9 9% 90% 67% 10% 15%

KBB Classifieds 100 20 12 4 4% 33% 60% 12% 20%
Yahoo! Autos 100 25 10 9 9% 90% 40% 10% 25%
Autovantage 100 30 25 7 7% 28% 83% 25% 30%
Autotrader.com 100 35 28 25 25% 89% 80% 28% 35%

3rd Party Lead
Provider Totals:
700 140 96 62 9% 65% 69% 14% 20%
TAS Process
Totals:
900 240 161 96 11% 60% 67% 18% 27%
*Close Ratio Automatic = Benchmark = Marginal = Underperforming

Color Shading Key: or Better Performance Process
Process
Implementation

in your Dealership
Current Performance Ratios
Analyze Your Numbers
Traffic Open Your Manual

WHAT ARE YOURS? to Page: _______
1500
____% Interactive
Sales (71%) 5 Closing % (1.7%)25 Web Site
CLOSES LEADS
(70%) 7 (40%) 10
Process
Dealership name:
Traffic
WHAT ARE YOURS?
______________
1500
__% Interactive
Sales (71%) Closing % (1.7%) Web Site
CLOSES LEADS
(70%) (40%)
Process
Process
Implementation
Where are you today?
How does this compare to

the last time we checked?
Process
Implementation

in your Dealership
Targeting your weakest link
to improve sales results
Process
Implementation
Process
Implementation
Metrics Analysis:
Where does this store have the greatest opportunity for
improving their overall Internet Sales Closing Ratio?
What will it take to turn all the metrics GREEN?
What will happen to the store’s sales when all 5

Process Metrics Points are GREEN?
Process
Implementation
Metrics Analysis:
What is happening when this store’s ISM gets an
appointments and the appointment shows up?
New Car Leads
Used Car Leads
Why would the showroom close ratio on New

Car Leads be less than on used car leads when
the appointment shows up?
Process
Implementation

in your Dealership
Prepare
Internet Sales Action Plan
Process
Implementation
Enter Your
“Next Steps”
Into the Action
Plan Workbook
Process
Implementation
Summary & Conclusions

in your Dealership
Response Review
Assessing Actual Examples
Process
Implementation
Learning Adventure
Respond To Incoming Leads:
What is a "Like Me” Message?
The purpose of this exercise is for you to gather a sample of
your favorite "like me" messages.
Part One:
On your own, read each response and highlight anything you
would consider a "like me message." With a different color,
highlight anything that would turn you off.
Part Two:
After you read and highlight each response on your own,
discuss at your table what you highlighted and why you liked it
or didn't like it. Put all the "like me messages" on one flip chart
and all the ones you didn't like on another.
Process
Implementation
Distribute Example Emails…

…Recap & Debrief

AHM LMP Day 1 - 11-05-03

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AHM LMP Day 1 - 11-05-03

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Process

Lead Management Process Improvement

© Copyright 2005 Ralph Paglia - All Rights Reserved

“Winning On The Web”

improve their response quality to customers,

11/2/2003 1:38 PM 2 © Copyright 2005 Ralph Paglia - All Rights Reserved

For Everyone’s Benefit…

• Breaks Are limited to 15 Minutes,

• Please Return To The Class Promptly

• If You Return from a Break Late, You Must Read

• Locations of Restrooms and Break Area

“Winning On The Web”

3.Market Research focused on thousands of sold

04/03/11 4 © Copyright 2005 Ralph Paglia - All Rights Reserved

Day 1 (AM) Workshop Agenda:

© Copyright 2005 Ralph Paglia - All Rights Reserved

(continued) Day 1 (AM) Workshop Agenda:

© Copyright 2005 Ralph Paglia - All Rights Reserved

Day 1 (PM) Workshop Agenda:

© Copyright 2005 Ralph Paglia - All Rights Reserved

Day 1 (PM) Workshop Agenda:

© Copyright 2005 Ralph Paglia - All Rights Reserved

Day 2 Workshop Agenda:

•Response Review; Emails that help/hurt sales

© Copyright 2005 Ralph Paglia - All Rights Reserved

(continued) Day 2 (AM) Workshop Agenda:

•What to do when a Sales Opportunity (Lead) comes in;

© Copyright 2005 Ralph Paglia - All Rights Reserved

Day 2 (PM) Workshop Agenda:

© Copyright 2005 Ralph Paglia - All Rights Reserved

(continued) Day 2 (PM) Workshop Agenda:

•Phone Role-Play; Executing Phone Scripts

© Copyright 2005 Ralph Paglia - All Rights Reserved

Day 2 Workshop Results:

© Copyright 2005 Ralph Paglia - All Rights Reserved

Introduction to LMP: Relationship

04/03/11 14 © Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11 15 © Copyright 2005 Ralph Paglia - All Rights Reserved

T.I.P.S. is an eBusiness Strategy used by

04/03/11 17 © Copyright 2005 Ralph Paglia - All Rights Reserved

11/2/2003 1:39 PM 18 © Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11 19 © Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11 20 © Copyright 2005 Ralph Paglia - All Rights Reserved

Define eBusiness Success

04/03/11 21 © Copyright 2005 Ralph Paglia - All Rights Reserved

People & Pay Plans

People & Pay Plans

What is the Right Job?

What is the Right Pay ?

04/03/11 24 © Copyright 2005 Ralph Paglia - All Rights Reserved

Who will need to be involved in the strategy?

04/03/11 26 © Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11 28 © Copyright 2005 Ralph Paglia - All Rights Reserved

Part Time Effort Equals Part Time Results!

04/03/11 29 © Copyright 2005 Ralph Paglia - All Rights Reserved

Managing Leads is a Big Job

New Leads 100 100 100

Carry Over 0 91 165

04/03/11 31 © Copyright 2005 Ralph Paglia - All Rights Reserved

Dealership Receives Lead

04/03/11 32 © Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11 33 © Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11 34 © Copyright 2005 Ralph Paglia - All Rights Reserved