Lead Management Process

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

Process Improvement Implementation

ATTRACT INTERACT RESPOND 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.

Results Focused eBusiness Workshops

LEAD MANAGEMENT PROCESS

IMPROVEMENT & IMPLEMENTATION

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Lead Management Process Management Process Seminar
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

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.

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Lead Management Process
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

Process Improvement 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
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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

“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 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
2.

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Results-Based Lead Management Process
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

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)

© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

(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.

© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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? •Response Content; What Sells More Cars •ISM Toolkit CD;

•How they impact closing rates •Techniques for Improvement

•Process Maps • •Email Templates Phone Scripts •Metrics Analysis (continued on next slide) Spreadsheets
© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

Day 1 (PM) Workshop Agenda:
(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.
© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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 on next slide)
© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

(continued)

Day 2 (AM) Workshop Agenda:
•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”

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

•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)

© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

Day 2 (PM) Workshop Agenda:
•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 on next slide)

© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

(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
© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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 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 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 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
2. 4. 6.

© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

Introduction to LMP: Relationship Between People & Processes

Define eBusiness Success in your Dealership

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process TIPS eBusiness Strategy
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

n Tech

ing arket ement dM grate Manag Inte and elling ed S b Br si st We gy As
olo

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management - Strategy Winning on the WebProcess
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

Process Improvement Implementation

TRAFFIC

Honda/Acura Honda/Acura
INTERACTIVE WEB PLATFORM

HOLISTIC ho·lis·tic: adj. emphasizing the importance of the whole System and the interdependence of its Partners and their Processes.

Honda/Acura Honda/Acura
PROCESS

Dealers Dealers
SALES

TRANSFORMATION* TRANSFORMATION*

Dealers Dealers

*Increased Close Rates, Faster & More Profitable Sales *Increased Close Rates, Faster & More Profitable Sales
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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

T.I.P.S. is an eBusiness Strategy used by highly successful Dealers to Implement Results-Based eBusiness Processes and Marketing Tactics

T raffic
TAS Showroom Reception TAS Showroom Reception Integrated eBusiness Marketing Optimization Integrated eBusiness Marketing Optimization

= Higher Closing Ratios = Higher Closing Ratios

= Increased Car Buyers to Dealer’s web site = Increased Car Buyers to Dealer’s web site

S ales

I nteractive Web Site/Buying Services

TAS Confirmation Process TAS Confirmation Process = More Showroom Visits = More Showroom Visits

Blueprinted Lead Sourcing & Management Blueprinted Lead Sourcing & Management = ALL Participants* Held ROI Accountable = ALL Participants* Held ROI Accountable TAS Lead Management Workflow TAS Lead Management Workflow = Increased Showroom Appointments = Increased Showroom Appointments

P rocess

TAS Process Performance Metrics Review TAS Process Performance Metrics Review = Lead Response Execution Accountability = Lead Response Execution Accountability
*Participants = 3rd party lead providers, OEM referrals & Dealer web site leads + Managers and Sales Staff
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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

Lead Management Process Improvement Results: Lead Management Process Improvement Results: LMP Improvement Program
Honda Dealer Case Study: Monthly Internet Sales 85 80 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 0

84 67

72 51 42 31 20 2
Sept

69

44

23

6
Oct Nov Dec Jan Feb Mar Apr May June July Aug

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People & Pay Plans
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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

RESULTS
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People & Pay Plans

Who are the Right People? What is the Right Job? What is the Right Pay ?
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

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

Who will need to be involved in the strategy?
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

Who are the Right People?
- Dealer - General Manager -General Sales Manager -Used Car Manager - Service Manager - Parts Manager - Body Shop Manager -Other Dealership personnel

Internet Manager

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

The Right People?

=
Brick Success
27

Click Success
© Copyright 2005 Ralph Paglia - All Rights Reserved

“The same thinking that created success on the brick will help you on the click”
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Results-Based Lead Management Process
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

People

The Right People?
Committed
VS.

Involved

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

The Right People? Designated
Part Time VS.

Dedicated

Full Time

Part Time Effort Equals Part Time Results!

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

Managing Leads is a Big Job
October November December

New Leads Carry Over Lost Sales Total Wor kin g
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100 0 0 9 9 1
30

100 91 10 1 6 16 16 5 5

100 165 20 2 0 23 23 0 0
© Copyright 2005 Ralph Paglia - All Rights Reserved

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Dealership Receives Lead
Business Hours
Internet Sales Rep After Hours

E-mail Contact

Dealership’s ISM or ISR writes a Customized E-mail response using a pre-designed template and sends to customer within 30 minutes of receiving lead

Auto Responder Phone Contact

Not Reached By Phone

No response To E-mail

Reached By E-mail

E-mail 24 Hours Later

Internet Sales Process

The Most Well Defined Process is Useless Without Execution.

Reached By Phone

Voice Mail 30 Minutes Later

Internet Sales Process

E-mail 24 Hours Later

Schedule Appointment

E-mail Follow-up 5th Day

Voice Mail 48 Hours later Internet Administrator

Internet Sales Rep Sale & Delivery

E-mail 5 Days Later

E-mail Follow-up 10th Day

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

The Right People?

65 - 85 leads per
Internet Manager

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

The Right People?
The Profile of an I-Manager:
•Characteristics? •Previous Experience? •Skills?
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

What is the Right Job?

ŸCreating Traffic? ŸUpdating Interactive Site? ŸExecuting the Process? ŸCreating Internet Sales? ŸReporting & Performance Measurement? ŸService Appointments? ŸParts Sales?
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© Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11

Results-Based Lead Management Process
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

People

What is the Right Pay? Ÿ
What are the characteristics of a good pay plan? ŸSimple ŸWithin control of employee ŸEasy to measure ŸDrives Business Objectives
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

People

What is the Right Pay?
Ÿ

What are some different Pay Plans that work?
Ÿ Ÿ
04/03/11

Review Sample Pay Plans
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead the Value of Training? What isManagement Process
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

Process 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 flameresistant 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 Warrington Pro 2008 is a leather ‘top boot’ with steal capped toes, Gore-Tex lining and pull on straps. Y - Style Braces (not shown). Red flame retardant webbing with leather attachment tabs and leather backing.

Trained & Qualified

Untrained, But has equipment

Which of these two would you want to rely upon?
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

eople & Pay Plans

Enter Your “Next Steps” Into the Action Plan Workbook
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process Internet Manager Job Description
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

•Integrated Marketing Strategy raffic •www.ABCHonda.com •Brand Dealership URL

nteractive Web Site rocess ales

•Set Up •Maintain •Improve •Process & Pricing •People & Pay Plans •Performance Measurement •Managing the Customer Experience when prospects arrive at dealership •Streamlined Sales process •Service & Sales Retention •Drive lower Costs per Vehicle Sold
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© Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11

Results-Based Lead Management Process
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

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process Internet Manager Job Description
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

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.
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process Internet Manager Job Description
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

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process Internet Manager Job Description
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

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)
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process Internet Manager Job Description
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

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.

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process Internet Manager Job Description
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

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
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process Internet Manager Job Description 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)
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

•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)
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Results-Based Lead Management Process
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

Define eBusiness Success in your Dealership Performance Accountability: Proven Management Processes

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Results-Based Lead Management Process
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

Sample Reports

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

Daily Internet Report
Daily
Leads Appointments Set/Scheduled Appointments Scheduled for Today Showed Appointments Sales

MTD

70
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Results-Based Lead Management Process
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

Date Number of Leads Number of leads MTD Number of appointments made today Appointments mtd Number of appointments due today Number Shown shown mtd Number Sold Sold MTD apptment ratio show ratio show to close ratio closing ratio

1 2 2 1 1 1 1 1 1 1 50 100 100 50

2 3 5 1 2 1 1 2 1 2

3 2 7 2 4 2 1 3 1 3

4 5 12 1 5 1 1 4 1 4

5 7 19 3 8 3 2 6 2 6

6 5 24 2 10 2 2 8 2 8

7 4 28 1 11 1 1 9 1 9

40 57.14 41.67 42.11 41.67 39.29 100 75 80 75 80 81.82 100 100 100 100 100 100 40 42.86 33.33 31.58 33.33 32.14

Excel
04/03/11

Spread Sheet
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Results-Based Lead Management Process
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

© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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?
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Results-Based Lead Management Process
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

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?
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Results-Based Lead Management Process
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

Define eBusiness Success in your Dealership Key Metrics; How to Inspect what you expect: Which Metrics Matter? Why & When - Actual Dealership Results
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Results-Based Lead Management Process
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

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Results-Based Lead Management Process
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

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Results-Based Lead Management Process
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

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Results-Based Lead Management Process
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

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Results-Based Lead Management Process
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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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Results-Based Lead Management Process
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

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Results-Based Lead Management Process
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

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Results-Based Lead Management Process
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

Enter Your “Next Steps” Into the Action Plan Workbook

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

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)

Content + Speed = Increased Sales Closing Ratios 68 04/03/11
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© Copyright 2005 Ralph Paglia - All Rights Reserved

A: Increasing Closing Ratios is not “Just About” Response Times…

Q: Why the variations?

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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

MDX TL

10 50 10 40

Zone 5

Average Minutes to Answer Email 1

10 30 10 20 10 10 10 00 90 0 80 0 70 0 60 0 50 0 40 0 30 0 20 0 10 0 0 0 10 0 20 0
Zone 4 Zone 6 Zone 1 Zone 6 Zone 2 Zone 3 Zone 1 Zone 5 Zone 4

Zone 2 Zone 3

04/03/11

Average Minutes to Answer Email 30 0 40 0 50 60 270 0 0 0 80 0 90 10 0 00 70

© Copyright 2005 Ralph Paglia - All Rights Reserved

10 10

10 20

10 30

10 40

10 50

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

Accord Odyssey

80 0 70 5 70 0
Zone 4

Average Minutes to Answer Email # 1

60 5 60 0 50 5 50 0 40 5 40 0 30 5 30 0 20 5 20 0 10 5 10 0 5 0 0 0 5 0 10 0 10 5
Zone 2 Zone 1 Zone 1 Zone 7 Zone 6 Zone 3 Zone 8 Zone 10 Zone 8 Zone 7 Zone 10 Zone 5 Zone 4 Zone 9

Zone 5

Zone 6 Zone 9

Zone 3 Zone 2

Average Minutes to Answer 2 0 2 0 3 0 Email 4 0 4 0 5 0 5 0 0 5 0 30 5 0 0 5 #2 5
71

60 0

60 5

70 0

70 5

80 0

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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Technology Assisted Selling
PROCESS

1. TAS Process methodology is designed to engage a 1. TAS Process methodology is designed to engage a customer continuously throughout the buying cycle, customer continuously throughout the buying cycle, Using Multiple Channels… Email… Phone… Meetings.. Using Multiple Channels… Email… Phone… Meetings

SALES

Person 2 Person

Face 2 Face Keyboard 2 Keyboard
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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

eBusiness Assessment
PROCESS PROCESS

2. Lead Management Process Improvement begins with 2. Lead Management Process Improvement begins with an eBusiness Assessment of existing procedures using an eBusiness Assessment of existing procedures using Process Mapping Gap Analysis & Appreciative Inquiry Process Mapping Gap Analysis & Appreciative Inquiry

SALES

Traffic to web site and lead submission rates Traffic to web site and lead submission rates not being monitored… not being monitored… Only email In-box is used to organize leads Only email In-box is used to organize leads

http://www.dealersite.com

Visits Site

Email Contact

customer
Walk-In Leads

Sales Manager

Sales Individual sales reps managing their own leads… Each doing it differently than the other! Individual sales reps managing their own leads… Each doing it differently than the other! Reps

? ?

? ?
Service

Phone Leads

Lack of consistent lead follow-up monitoring limits Sales Rep accountability Lack Leads of consistent lead follow-up monitoring limits Sales Rep accountability

? ?

? ?

? ?

Internet Leads

Random lead assignment procedures Random lead assignment procedures

use telephone and/or email to respond to leads and schedule appointments No process or data capture from other web lead sources use telephone and/or email to respond to leads and schedule appointments or data capture from other web lead sources No process

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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

Response Funnel - HONDA

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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Response Funnel - ACURA

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© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Mystery Shop; Dealer Response Attributes
956 Mystery Leads Dealers who Dealers who Shops Submitted to Responded by Responded Completed Dealers Email ONLY by Phone During ONLY Summer 2003 Dealers who Dealers who Responded by Answered BOTH Email ALL & Phone Questions Asked

148 109 1 808 554 11

15 96

8 35

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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

HONDA
- Responses to Information Requested in E-Mail
No Q u e sti o n e d A n sw e r e d 55%

One Q u e s t io n 27%
Tw o Q u e sti o n s 1 3 % Zone 1 A ll Q u e sti o n s 5%

113

2

Zone 2 19 2 Zone 3 Zone 4 Zone 5 Zone 6 Zone 7 Zone 8 Zone 9 Zone 10
46 37
77

Zn 1 oe Zn 2 oe
67

2% 11% 4% 17% 1% 4% 6% 8% 7% 5%

3 8
93

Zn 3 oe Zn 4 oe
1

48

Zn 5 oe Zn 6 oe
6

69 95 63

3

Zn 7 oe Zn 8 oe Zn 9 oe Zn 1 oe 0

5 3 2

% Answered All Questions
© Copyright 2005 Ralph Paglia - All Rights Reserved

04/03/11

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

ACURA
- Responses to Information Requested in E-Mail
No Questioned Answ e re d 53%

One Que stion 24%
Tw o Que stions 16% All Questions 7%

Zone1 Zone2 Zone3 Zone4

22

0

Zone 1 0%
2

29

Zone 2 Zone 3
0% Zone 4

7%

18

4

22%

18

Zone5 13 1 Zone6
23

Zone 5
2

8%

Zone 6

9%
% Answered All Questions

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Honda’s Fastest Responding Dealers
Answering all Information Requested in E-Mail
Dealer ID Zone District

Dealer Name Honda Automobiles Of Nashua Koons of Manassas, Inc. Classic Honda Honda of Ft. Myers Tony Honda
79

Minutes

# of Questions Answered

Phone Follow- Up

207222

9

D

4 4 7 10 10

3

No No No No No

206831

6

A

3

207260

7

B

3

208221

7

F

3

207215

2

E

3

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

ACURA’s Fastest Responding Dealers Answering all Information Requested in E-Mail
Dealer ID Zone District

Dealer Name Ed Napleton Acura Scottsdale Acura Continental Acura of Dupage Mac Churchill Acura Pohanka Acura
80

Minutes

# of Questions Answered

Phone Follow- Up

251418

3

C

16 16 22 23 32

3

No No No No No

251188

6

C

3

251144

3

C

3

251416

6

A

3

251174

2

C

3

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Enter Your “Next Steps” Into the Action Plan Workbook

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Lead Management Process
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

Process Improvement Implementation

Morning Break

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Define eBusiness Success Response Content: in Sells More Cars? Whatyour Dealership

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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

Results Optimized Process
PROCESS PROCESS

3. eBlueprinted Optimized Process 3. eBlueprinted Optimized Process design w/Templated Steps design w/Templated Steps ensures accountability for ensures accountability for consistent lead handling consistent lead handling
Automated Email Response by Lead Type

SALES

eBlueprinted Optimized Process

1 1

http://www.dealersite.com
Lead Submitted Visits Site Clock Starts

Automated Database Population

2 2

customer

eBusiness Office eBusiness Office
Prospect responds directly to assigned sales rep via email and phone

6 6
Scheduled e-mail follow-up to BOTH web & retail CRM Application open status contacts

Sales Reps

Sales Manager

CRM Application CONTACT DATABASE

4 4

Clock Stops

Sales Rep uses CRM Application email templates and telephone to respond to leads & schedule appt

3 3
Sales Mgr. Lead Assignment

Customer Leads

Pre-contact Post-contact

Process Process Performance Performance Metrics Metrics

7 7

Sales Reps enter ALL contact info from Ups into CRM Application

5 5

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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

Showroom “Showtime” Sales
SALES

4. Incremental sales and profits are the direct result of dealer integration of marketing strategy, 4. Incremental sales and profits are the direct result of dealer integration of marketing strategy

LEADS SOLD

Lead Management Process Lead Process Sales Performance Metrics

Dealership Dealership Visits Visits
•Faster Response Time •Faster Response Time •Emails that set stage for Phone Contact •Emails that set stage for Phone Contact •Proven Lead Management Process •Proven Lead Management Process •Multiple/Direct Customer Contacts •Multiple/Direct Customer Contacts •Ask for & Schedule the Appointment •Ask for & Schedule the Appointment •Appointment Confirmation Process •Appointment Confirmation Process •No-Show Follow-up Process •No-Show Follow-up Process

(Appt. Shows) (Appt. Shows)

•Appointment Welcome Board •Appointment Welcome Board •Agenda review upon arrival •Agenda review upon arrival •Vehicles Pre-selected & made ready for inspection & Test drive •Vehicles Pre-selected & made ready for inspection & Test drive •Online Credit Pre-Approval •Online Credit Pre-Approval •Documentation Pre-completed •Documentation Pre-completed •Streamlined Sales Process •Streamlined Sales Process

results

INCREMENTAL SALES INCREMENTAL SALES
85
© Copyright 2005 Ralph Paglia - All Rights Reserved

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Lead Management Process •Faster Response Time •Faster Response Time

•Emails that set stage for Phone Contact •Emails that set stage IforTPhoneCContact A T R A C T • N R A T •Proven TLead Management EProcess • R E •Proven Lead Management Process •Multiple/Direct Customer Contacts •Multiple/Direct Customer Contacts •Ask for & Schedule the Appointment •Ask for & Schedule the Appointment •Appointment Confirmation Process •Appointment Confirmation Process •No-Show Follow-up Process •No-Show Follow-up Process

S P O N D

S E L L

S E R V I C E

Sales Improvement Sales Implementation Results Results R E T A I N

Process

Lead Lead Management Management Process Process

Tools & Tools & Technology Technology Dealership Visits Dealership Visits
(Appt. Shows) (Appt. Shows)

People & People & Pay Plans Pay Plans

•Detail Process •Detail •Email Templates Oriented •Email Templates Oriented Process •Organized ent Welcome Board •Automated Response/Receipt ment Welcome Board •Automated •Organized Response/Receipt Performance eview upon arrival •CRM Application Savvy •Automated •CRM Application Savvy Performance eview upon arrival •Automated Follow-up Prompts Follow-up Prompts •Can Work Trade-In Valuations Metrics Pre-selected & made ready for inspection & Test drive •Can Work Trade-In Valuations Metrics •Targeted Broadcast Emails Pre-selected & made ready for inspection & Test drive •Targeted Broadcast Emails •Can Manage Quoting Prices that are in line with Pricing Strategy edit Pre-Approval •Can •DMS Integration Manage Quoting Prices that are in line with Pricing Strategy edit Pre-Approval •DMS Integration •Know the product and availability tation Pre-completed •Know •Reports & Metrics the product and availability tation Pre-completed •Reports & Metrics ed Sales Process •Lead Provider ROI Reports ed Sales Process •Lead Provider ROI Reports
© Copyright 2005 Ralph Paglia - All Rights Reserved

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

TIPS eBusiness Transformation
TRANSFORMATION

•Showtime! RETURN ON INVESTMENT
TRAFFIC
WEB PLATFORM

•Appointment Reception Process SALES INTERACTIVE PROCESS
•Review Visit Agenda •Vehicle Presentation •Test drive •Revisit Numbers •F&I Introduction •Delivery

Integrated Marketing Strategy • Regional Market Advertising •Newspaper/Print Media Newspaper/Print •Radio/TV/Broadcast Media •Outdoor/Signage Outdoor/Signage •Direct Mail Direct •Broadcast Email •Web Coupons & Specials Web

•Pre-Selected Vehicles ready to show, test drive and deliver •Pre-Completed Documentation •Streamlined Sales Process completed in less than 1.5 Hours from

Interactive Web Services •New & Used Inventory •Photos & Pricing Photos •Sales, Service & Parts Sales, Coupons & Specials •Service Appointments Service •Online Credit App’s •Appraisal Requests Appraisal

•Automated Response that verifies receipt by dealer and sets up customer expectations •Respond to ALL Leads in less than 30 minutes •Quotes on 4 vehicles available for delivery •Call every customer to verify receipt of Price Quotes and set appointment to Test drive and see the differences between 4 quoted vehicles •Documented follow-up process that ensures every customer is contacted repeatedly in an ongoing and prescribed manner
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© Copyright 2005 Ralph Paglia - All Rights Reserved

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Lead Management Process CRM Application Utilization
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
LE AD

Process Improvement Implementation
• R E T A I N

Managing Customer Leads
LE AD

Can Be Like….
AD LE
LE AD

….Herding Cats!
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© Copyright 2005 Ralph Paglia - All Rights Reserved

AD LE

D A LE

LE AD

AD LE

Lead the Value of Training? What isManagement Process
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

Process 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 flameresistant 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 Warrington Pro 2008 is a leather ‘top boot’ with steal capped toes, Gore-Tex lining and pull on straps. Y - Style Braces (not shown). Red flame retardant webbing with leather attachment tabs and leather backing.

Trained & Qualified

Untrained, But has equipment

Which of these two would you want to rely upon?
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Lead Management Process Consulting and Training Venues
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

Process Improvement Implementation

In-Dealership Consulting & Training

Enterprise Consulting & Training

Results-Focused Workshops

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Enter Your “Next Steps” Into the Action Plan Workbook

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Process Improvement: Dealer eBusiness Strategy
•Receipt that validates customer’s Inquiry •Outlines eProcess •Sets up the customer’s expectations •Is the lead from an existing Customer in DMS? •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

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

Automatic eMail Responses DMS-Internet Lead Cross Checking

•Assigned Staff Responds to Customer Inquiries Using a Library of Templates •A Personalized eMail Response that sets the stage for direct Phone Contact is 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 Business Day to verify receipt of price quotes, answer questions and Arrange a Test Drive Appointment

customer
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Internet Sales Process

Initial Phone Contact

eMail & Phone Follow Up

CRM Begins With First Contact and Continues Through the Customer Purchase Cycle

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Process Improvement: Managing Customer Expectations
•Is The Product I Want In Stock?

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

Internet Sales Process
customer

•Are There Any Additional Costs? •When Can I Take Delivery? •Is The Price Guaranteed? •Another dealer has quoted me a better Price and/or payment…

Handling On-Line Questions & Objections

Managing On-Line Trade-In Estimates

•What Is the Value of My Trade? •Do You Take Consignment Trades? •Will The Price be Lower if I Sell My Trade Myself? •Another Dealer Has Offered a Better Trade-In Value…

Face-To-Face Appointments

Using On-Line Financing •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?

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Process Improvement: Strategy and Tactical Execution

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

•Incremental P&A Sales •Customer Convenience •Improving CSI

On-Line Parts & Accessory Sales

•Serving the Customer 24X7 •Collecting Information •Service Alerts and Recalls •Managing Service Volume •Improving CSI •

On-Line Service Appointments

Internet Sales Process
customer

•Targeting Customers •Developing Content •Success Metrics •Follow-Through •Acquiring Lists •Promoting •Merchandising •3rd Party Alliances •Inventory Content •Photography •

Email Campaign Marketing Used Vehicle Marketing

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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

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 Retention System

Converts Buyers Into Loyal Service Customers

Service Transition System

Internet Sales Process

customer

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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

Market Research Validated Lead Management Process

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Results-Based Lead Management Process
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

Impact of Dealer Response Attributes on Customer Satisfaction:
Dealer Response Attribute Experienced by Customer within 24 hours* of Submitting Lead
Completely or Very Satisfied who DID NOT experience the attribute Completely or Very Satisfied who DID Experience the attribute 84% 75% GAP Correlation Factor of attribute with Customer Satisfaction % of ALL Respondents who DID Experience the attribute 59% 94%

Dealer made Direct Phone Contact with Customer 58% after sending Email Dealer Acknowledged Customer Request 51%

26% 24%

29 12 53 21 34 27 38

Dealer Showed Genuine Interest in Customer’s Wants & Needs
Dealer Responded using Customer’s Preferred Communication Method

13% 39%

82% 76% 90% 85% 89%

69% 37% 30% 24% 34%

87% 93% 44% 49% 52%

Customer Received Price Quotes from 60% Dealer
Customer Contacted more than once by Email and 61% Telephone

Dealer Confirmed Availability of Vehicle(s) for Sale and Delivery

55%

*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
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Results-Based Lead Management Process
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

Impact of Dealer Response Attributes on Vehicle Purchase:
Dealer Response Attribute Experienced by Customer within 24 hours* of Submitting Lead
Dealer made Direct Phone Contact with Customer after sending Email
Dealer Acknowledged Customer Request Dealer Showed Genuine Interest in Customer’s Wants & Needs Dealer Responded using Customer’s Preferred Communication Method Purchase Respondents* who DID NOT experience the attribute 17% 21% 21% 21% % of Purchase* GAP among the Respondents who DID Experience the attribute 27% 23% 23% 23% 27% 9% 2% 2% 2% 8% Correlation Factor of attribute with Vehicle Purchase % of ALL Respondents who DID Experience the attribute 59% 94% 87% 93% 44%

11 1 2 1 9 5 3

Customer Received Price Quotes from 20% Dealer Customer Contacted more than once by Email and Telephone
Dealer Confirmed Availability of Vehicle(s) for Sales and Delivery 21%

25%

4%

49%

22%

24%

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
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Results-Based Lead Management Process
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

Top 4 Ways to Sell More Cars

Experienced by Customer within 24 hours of Submitting a Web based Inquiry (Lead)
Make Direct Phone Contact with Customer after sending Email w/availability & prices Send Price Quotes by Email to Customer Contact Customer more than once by Email and Telephone (within First 24 Hours)

Purchase % of Respondents* Purchase* who DID NOT among the experience Respondents the attribute who DID Experience the attribute 17% 20% 21% 27% 27% 25% 24%

Correlation Factor of attribute with Vehicle Purchase

#1 #2 #3 #4

11 9 5 3

Make sure Customers are either Completely or Very 21% Satisfied with the Lead Response

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!
04/03/11

Survey Participants who Purchased a Vehicle were identified via RDR data cross reference and matching with Internet Lead Data

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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)

Content + Speed = Increased Sales Closing Ratios 100 04/03/11
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A: Increasing Closing Ratios is not “Just About” Response Times…

Q: Why the variations?

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Results-Based Lead Management Process
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

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
© Copyright 2005 Ralph Paglia - All Rights Reserved

Results-Based Lead Management Process
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

LMP Best Practice Examples and Demonstration

Lead Management Process Improvement
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Lead Management Process
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

Process Improvement 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

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Lead Management Process
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

Process Improvement Implementation

An Example?

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Lead Management Process
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

Process Improvement 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

Lead Management Process
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

Process Improvement Implementation

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

9/13/2003 10:45 AM

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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.

9/13/2003 10:46 AM

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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.
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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”.

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

9/13/2003 10:51 AM
I receive a confirmation… Then go back to doing work related stuff on my PC…
© Copyright 2005 Ralph Paglia - All Rights Reserved

Dear Ralph,

Lead Management Process

Thank you for expressing an T E R A C T in R E S P O N D Jay Wolfe this opportunityAto earn your allowing • S E L L • S E R V I C E • R E T I N A T T R A C T • I N interest • business. We have successfully received your information.

Process Improvement Implementation

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,
Charla Eastwood

Internet Sales Manager Jay Wolfe Honda 220 W.103rd Street Kansas City, MO 64114

1-800-655-1385

Click here to submit an online financial application. 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.

A few minutes go by, then my email “bell” clangs and I open up a new email message… I can see it is an automated response that tells me to expect a personalized response within the next two hours from the dealership. I’ll believe it when I see it!

9/13/2003 10:55 AM

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

9/13/2003 11:54 AM

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process Email Response Analysis
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

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 2003 Honda

Model Accord

MSRP $22,060

E-Price $20,400

Stock # H31155

In addition, here are a few other vehicles we selected, based on your inquiry, that you may want to consider: Year-Make 2003 Honda 2003 Honda 2003 Honda Model Accord Accord Civic MSRP $16,260 $19,660 $16,470 E-Price $15,907 $18,195 $15,194 Stock # available H32068 H32098

Additionally, the manufacturer may offer special APR’s (interest rates) on select models that are subject to credit approval.

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Lead Management Process Email Response Analysis
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

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.

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Lead Management Process Email Response Analysis
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

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 noobligation 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. 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

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Lead Management Process Email Response Analysis
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

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: 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.
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 Once again, thank you for your inquiry and we look forward to meeting you! Charla Eastwood Internet Sales Manager Jay Wolfe Honda 220 W.103rd Street Kansas City, MO 64114 Click here to submit an online financial application. 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.

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Lead Management Process Email Response Analysis
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

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: 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
Once again, thank you for your inquiry and we look forward to meeting you! Charla Eastwood Internet Sales Manager Jay Wolfe Honda 220 W.103rd Street Kansas City, MO 64114

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Lead Management Process Email Response Analysis
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

Process Improvement Implementation

Once again, thank you for your inquiry and we look forward to meeting you! Charla Eastwood Internet Sales Manager Jay Wolfe Honda 220 W.103rd Street Kansas City, MO 64114 Click here to submit an online financial application. Click here to view 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.

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Lead Management Process Phone Follow-up Analysis
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

Process Improvement Implementation

Phone Call To Set Appointment
Received Call from Charla at Jay Wolfe Honda less than an hour after receiving the price Purpose: quotes on 4 cars - 9/13/2003 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

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Lead Management Process Phone Follow-up Analysis
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

Process Improvement Implementation

(secret sauce) (secret sauce)

Call Made Call Made Within Within 1 Hour 1 Hour

The most successful eBusiness Dealers focus on scheduling an appointment by using a form that has a dual purpose of “Information Gathering Tool” and suggested Phone Script during each call…
ØLet’s take a closer look at this tool and how it is used by dealers...

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Lead Management Process Phone Follow-up Analysis
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

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: That’s OK…When would be a better time to speak with you about the information we IF NO: That’s OK…When would be a better time to speak with you about the information Hi __________, earlier today (yesterday?) we sent you an email message with we sent? What number should call? ________________ Do you have an email that you can sent? What and price quotes. ________________ Do you have an at it? informationnumber should II call? Have you been able to take a lookemail that you can discuss how it works with you… Would that be OK? If NO: When would be a better time for me to call? If NO: When would be a better time for me to call?

access right now, so II can send you price quotes(& dealer invoices)? #2 access right now, so can send you price quotes(& dealer invoices)? #2 Email:______________________ Email:______________________ IF YES: Great! So that you get all the benefits offered by ABC’s Internet program, I’d like to

IF YES: Have you ever bought a vehicle using the Internet before?
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
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If Yes: Great! Tell me, how did it go? If Yes: Great! Tell me, how did it go?

11/2/2003 1:38 PM

Lead Management Process Phone Follow-up Analysis
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

Process Improvement Implementation

(Part 2) Internet Customer Call AFTER Price Quotes Sent by Email

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
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© Copyright 2005 Ralph Paglia - All Rights Reserved

11/2/2003 1:38 PM

Lead Management Process Phone Follow-up Analysis
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

Process Improvement Implementation

(Part 3) Internet Customer Call AFTER Price Quotes Sent by Email (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? ________________________________________________________ ________________________________________________________

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Lead Management Process Phone Follow-up Analysis
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

Process Improvement Implementation

(Part 4) Internet Customer Call AFTER Price Quotes Sent by Email 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 Morning Tomorrow be better?

O Evening? O R 10:15 or 10:45? R 6:15 or 6:45? Great, we’ll see you on ________________ at:____________
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11/2/2003 1:38 PM

Lead Management Process Phone Follow-up Analysis
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

Process Improvement Implementation

(Part 5) Internet Customer Call AFTER Price Quotes Sent by Email
When you arrive at the dealership, please take advantage of the When you arrive at the dealership, please take advantage of the Customer Parking in the front of our showroom and see our Customer Parking in the front of our showroom and see our receptionist, who is located in the showroom entryway, right as you walk receptionist, who is located in the showroom entryway, right as you walk in the front. Please give her your name and let her know you have an in the front. Please give her your name and let her know you have an appointment with Joe Dealermaker, our General Manager…She will have appointment with Joe Dealermaker, our General Manager…She will have your name on her appointment calendar and Joe will be expecting you. your name on her appointment calendar and Joe will be expecting you. We will have several vehicle pre-selected for your inspection and test We will have several vehicle pre-selected for your inspection and test drive. drive. Please let me give you directions… Or, would you prefer that II send Please let me give you directions… Or, would you prefer that send them to you by email? them to you by email? (Give directions to dealership) (Give directions to 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?
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Lead Management Process
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

Process Improvement Implementation

Case Studies: Define eBusiness Success Best Practice LMP's in your Dealership proven by sales results

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Lead Management Process
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

Process Improvement Implementation

The Results?

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Results-Based Lead Management Process
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

TAS eBusiness Process: Implementation Results

WAG Monthly Internet Sales
278 288 275 254 256 250 217 225 200 200 164 175 150 150 106 110 125 83 100 75 42 50 25 0 Sept Nov Jan Mar May July
04/03/11

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Results-Based Lead Management Process
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

12 Month Process Improvement Results:

Jay Wolfe Honda
M onthly Internet Sales
75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 0

72

57 36 15 7 9 8 40

59 61

33 24 16 20 6 0 4 17 6

11 10

6

12

Sep

Nov

Jan

Mar
133

May

Jul

04/03/11

2002 - 2003

© Copyright 2005 Ralph Paglia - All Rights Reserved

New Used

Results-Based Lead Management Process
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

Lead Management Process Improvement Results:

Jay Wolfe Honda
85 80 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 0

Monthly Internet Sales
72 51 69 44 67

84

42 31 20 23 2 6

Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug
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“In September, our eleven stores in the Kansas City area Process Lead Management 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 and Ralph made it appear easy. He Concepts Realized: Real-World helped us get immediate buy-in with our General Managers Implementation and his experience in 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
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

Results-Based Lead Management Process
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

Dealers that implemented our recommended LMP increased the Brand’s sales closing ratio from 10.8% to 20.5%

04/03/11

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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

Lead Management Process
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

Process Improvement Implementation

Developing & Implementing Effective Lead Management Processes

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Developing a Strategy
• Start • Stop • Continue

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Enter Your “Next Steps” Into the Action Plan Workbook

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Afternoon Break

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

ATTRACT INTERACT RESPOND 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.

Results Focused eBusiness Workshops

LEAD MANAGEMENT PROCESS

IMPROVEMENT & IMPLEMENTATION

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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
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Lead Management Process
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

Process Improvement Implementation

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

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Correlation Between Internet Lead Response Time and Sales Close Ratios
Lead Management Process
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

Process Improvement 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 Response T ime (hours)

Content + Speed = Increased Sales Closing Ratios
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

A: Increasing Closing Ratios is not “Just About” Response Times…

Q: Why the variations?

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

MDX TL
10 50 10 40 10 30 10 20 10 10 10 00 90 0 80 0 70 0 60 0 50 0 40 0 30 0 20 0 10 0 0 0 10 0 20 0 30 0 40 0 50 0 60 0 70 0 80 0

Zone 5

Average Minutes to Answer Email 1

Zone 1 Zone 4 Zone 6 Zone 6 Zone 2 Zone 3 Zone 1

Zone 5 Zone 4

Zone 2 Zone 3

90 0

10 00

10 10

10 20

10 30

10 40

10 50

Average Minutes to Answer Email 2
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Lead Management Process
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

Process Improvement Implementation

Accord Odyssey
80 0 70 5 70 0 60 5 60 0 50 5 50 0 40 5 40 0 30 5 30 0 20 5 20 0 10 5 10 0 5 0 0 0 5 0 10 0 10 5 20 0

Zone 4

Average Minutes to Answer Email # 1

Zone 5 Zone 9 Zone 6 Zone 3 Zone 1 Zone 1 Zone 7 Zone 6 Zone 8 Zone 10 Zone 8 Zone 7 Zone 10 Zone 5 Zone 4 Zone 9

Zone 3 Zone 2

Zone 2
20 5

30 0

30 5

40 0

40 5

50 0

50 5

60 0

60 5

70 0

70 5

80 0

Average Minutes to Answer Email #2
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process Technology Assisted Selling
A T T R A C T • I N T E R A C T •

PROCESS

1. TAS Process methodology is designed to engage a 1.ETASOProcess E L L • S E R V I is E • R E T A to methodology C designed I N R S P N D • S customer continuously throughout the buying cycle, customer continuously throughout the buying cycle, Using Multiple Channels… Email… Phone… Meetings.. Using Multiple Channels… Email… Phone… Meetings

Process Improvement engageImplementation a

SALES

Person 2 Person

Face 2 Face Keyboard 2 Keyboard
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process eBusiness Assessment
A T T R A C T • I N T E R A C T

PROCESS PROCESS

• R E P O N D • S E L • S E R V I C E • R E T A N 2. Lead SManagementLProcess Improvement begins with 2. Lead Management Process Improvement Ibegins with an eBusiness Assessment of existing procedures using an eBusiness Assessment of existing procedures using Process Mapping Gap Analysis & Appreciative Inquiry Process Mapping Gap Analysis & Appreciative Inquiry

Process Improvement Implementation

SALES

Traffic to web site and lead submission rates Traffic to web site and lead submission rates not being monitored… not being monitored… Only email In-box is used to organize leads Only email In-box is used to organize leads

http://www.dealersite.com

Visits Site

Email Contact

customer
Walk-In Leads

Sales Manager

Sales Individual sales reps managing their own leads… Each doing it differently than the other! Individual sales reps managing their own leads… Each doing it differently than the other! Reps

? ?

? ?
Service

Phone Leads

Lack of consistent lead follow-up monitoring limits Sales Rep accountability Lack Leads of consistent lead follow-up monitoring limits Sales Rep accountability

? ?

? ?

? ?

Internet Leads

Random lead assignment procedures Random lead assignment procedures

use telephone and/or email to respond to leads and schedule appointments No process or data capture from other web lead sources use telephone and/or email to respond to leads and schedule appointments or data capture from other web lead sources No process

© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Response Funnel - HONDA
A T T R A C T • I N T E R A C T • R E S P O N D

Lead Management Process

Process Improvement Implementation

S E L L

S E R V I C E

R E T A I N

Sunday, 03 April 2011

© Copyright 2003. Reynolds Consulting ServicesRights Reserved 2005 Ralph Paglia - All - All Rights Reserved © 156

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

Response Funnel - ACURA
A T T R A C T • I N T E R A C T • R E S P O N D

Lead Management Process

Process Improvement Implementation

S E L L

S E R V I C E

R E T A I N

Sunday, 03 April 2011

© Copyright 2003. Reynolds Consulting ServicesRights Reserved 2005 Ralph Paglia - All - All Rights Reserved © 157

Mystery Shop; Dealer Response Attributes
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

Lead Management Process

Process Improvement Implementation

956 Mystery Leads Dealers who Dealers who Shops Submitted to Responded by Responded Completed Dealers Email ONLY by Phone During ONLY Summer 2003

Dealers who Dealers who Responded by Answered BOTH Email ALL & Phone Questions Asked

148 109 1 808 554 11

15 96

8 35

© Copyright 2005 Ralph Paglia - All Rights Reserved

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

HONDA
No Q u e sti o n e d A n sw e re d 55%

Lead Management Process
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

Process Improvement Implementation

- Responses to Information Requested in E-Mail
One Q u e s tio n 27%
Tw o Q u e stio n s 13%

Zone 1
A ll Q u e stio n s 5%
1 Zone 29 2

113

2

Z o n e2 % 1
67

Zone 3 Zone 4 4 8 Zone 5 Zone 6 Zone 7 Zone 8

3 8
93

Z o n e 21 1 % Z o n e 4 3% Zone 4 1 7 %
1

Z o n 1e %5 Z o n e 4 6%
6

69 95 63

3

Z o n e 67 % Zone 8 % Z o n e 79 % Z o n e 51 % 0

5 3

Zone 9 4 6 Z o n e 10 3 7 2

#o f R es p o n s es A n s w erin g A ll Q u es tio n s #

% Answered All Questions
Sunday, 03 April 2011 © Copyright 2003. Reynolds Consulting ServicesRights Reserved 2005 Ralph Paglia - All - All Rights Reserved © 159

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

ACURA

Lead Management Process
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

Process Improvement Implementation

- Responses to Information Requested in E-Mail
No Questioned Answered 53%

One Question 24%
Two Questions 16% All Questions 7%

Z e1 on Z e2 on Z e3 on Z e4 on Z e5 on Z e6 on

22

0

Zone 1 0%
2

29

Zone 2 Zone 3
0% Zone 4

7%

18

4

22%

18

13 1

Zone 5
2

8%

23

Zone 6

9%

#of R sp se e on s

# n e g A Q e ion A sw rin ll u st s

% Answered All Questions
Sunday, 03 April 2011 © Copyright 2003. Reynolds Consulting ServicesRights Reserved 2005 Ralph Paglia - All - All Rights Reserved © 160

Lead Management Process
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

Process Improvement Implementation

Honda’s Fastest Responding Dealers
Answering all Information Requested in E-Mail
Dealer ID Zone District

Dealer Name Honda Automobiles Of Nashua Koons of Manassas, Inc. Classic Honda Honda of Ft. Myers Tony Honda
161

Minutes

# of Questions Answered

Phone Follow- Up

207222

9

D

4 4 7 10 10

3

No No No No No

206831

6

A

3

207260

7

B

3

208221

7

F

3

207215

2

E

3

11/2/2003 1:38 PM

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

ACURA’s Fastest Responding Dealers Answering all Information Requested in E-Mail
Dealer ID Zone District

Dealer Name Ed Napleton Acura Scottsdale Acura Continental Acura of Dupage Mac Churchill Acura Pohanka Acura
162

Minutes

# of Questions Answered

Phone Follow- Up

251418

3

C

16 16 22 23 32

3

No No No No No

251188

6

C

3

251144

3

C

3

251416

6

A

3

251174

2

C

3

11/2/2003 1:38 PM

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Define eBusiness Success Response Content: in Sells More Cars? Whatyour Dealership

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process Results Optimized Process
A T T R A C T • I N T E R A C T • R E S P O N D •

PROCESS PROCESS

3.EeBlueprinted Optimized Process 3. eBlueprinted Optimized Process S L L • S E R V I C E • R E T A I N design w/Templated Steps design w/Templated Steps ensures accountability for ensures accountability for consistent lead handling consistent lead handling
Automated Email Response by Lead Type

Process Improvement Implementation

SALES

eBlueprinted Optimized Process

1 1

http://www.dealersite.com
Lead Submitted Visits Site Clock Starts

Automated Database Population

2 2

customer

eBusiness Office eBusiness Office
Prospect responds directly to assigned sales rep via email and phone

6 6
Scheduled e-mail follow-up to BOTH web & retail CRM Application open status contacts

Sales Reps

Sales Manager

CRM Application CONTACT DATABASE

4 4

Clock Stops

Sales Rep uses CRM Application email templates and telephone to respond to leads & schedule appt

3 3
Sales Mgr. Lead Assignment

Customer Leads

Pre-contact Post-contact

Process Process Performance Performance Metrics Metrics

7 7

Sales Reps enter ALL contact info from Ups into CRM Application

5 5

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Sales Showroom “Showtime” Process
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

Process Improvement Implementation

4. Incremental sales and profits are the direct result of dealer integration of marketing strategy, 4. Incremental sales and profits are the direct result of dealer integration of marketing strategy
SALES

LEADS SOLD

Lead Management Process Lead Process Sales Performance Metrics

Dealership Dealership Visits Visits
•Faster Response Time •Faster Response Time •Emails that set stage for Phone Contact •Emails that set stage for Phone Contact •Proven Lead Management Process •Proven Lead Management Process •Multiple/Direct Customer Contacts •Multiple/Direct Customer Contacts •Ask for & Schedule the Appointment •Ask for & Schedule the Appointment •Appointment Confirmation Process •Appointment Confirmation Process •No-Show Follow-up Process •No-Show Follow-up Process

(Appt. Shows) (Appt. Shows)

•Appointment Welcome Board •Appointment Welcome Board •Agenda review upon arrival •Agenda review upon arrival •Vehicles Pre-selected & made ready for inspection & Test drive •Vehicles Pre-selected & made ready for inspection & Test drive •Online Credit Pre-Approval •Online Credit Pre-Approval •Documentation Pre-completed •Documentation Pre-completed •Streamlined Sales Process •Streamlined Sales Process

results

INCREMENTAL SALES INCREMENTAL SALES
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process •Faster Response Time •Faster Response Time

•Emails that set stage for Phone Contact •Emails that set stage IforTPhoneCContact A T R A C T • N R A T •Proven TLead Management EProcess • R E •Proven Lead Management Process •Multiple/Direct Customer Contacts •Multiple/Direct Customer Contacts •Ask for & Schedule the Appointment •Ask for & Schedule the Appointment •Appointment Confirmation Process •Appointment Confirmation Process •No-Show Follow-up Process •No-Show Follow-up Process

S P O N D

S E L L

S E R V I C E

Sales Improvement Sales Implementation Results Results R E T A I N

Process

Lead Lead Management Management Process Process

Tools & Tools & Technology Technology Dealership Visits Dealership Visits
(Appt. Shows) (Appt. Shows)

People & People & Pay Plans Pay Plans

•Detail Process •Detail •Email Templates Oriented •Email Templates Oriented Process •Organized ent Welcome Board •Automated Response/Receipt ment Welcome Board •Automated •Organized Response/Receipt Performance eview upon arrival •CRM Application Savvy •Automated •CRM Application Savvy Performance eview upon arrival •Automated Follow-up Prompts Follow-up Prompts •Can Work Trade-In Valuations Metrics Pre-selected & made ready for inspection & Test drive •Can Work Trade-In Valuations Metrics •Targeted Broadcast Emails Pre-selected & made ready for inspection & Test drive •Targeted Broadcast Emails •Can Manage Quoting Prices that are in line with Pricing Strategy edit Pre-Approval •Can •DMS Integration Manage Quoting Prices that are in line with Pricing Strategy edit Pre-Approval •DMS Integration •Know the product and availability tation Pre-completed •Know •Reports & Metrics the product and availability tation Pre-completed •Reports & Metrics ed Sales Process •Lead Provider ROI Reports ed Sales Process •Lead Provider ROI Reports
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process TIPS eBusiness Transformation
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

Process Improvement Implementation

TRANSFORMATION

•Showtime! RETURN ON INVESTMENT
TRAFFIC
WEB PLATFORM

•Appointment Reception Process SALES INTERACTIVE PROCESS
•Review Visit Agenda •Vehicle Presentation •Test drive •Revisit Numbers •F&I Introduction •Delivery

Integrated Marketing Strategy • Regional Market Advertising •Newspaper/Print Media Newspaper/Print •Radio/TV/Broadcast Media •Outdoor/Signage Outdoor/Signage •Direct Mail Direct •Broadcast Email •Web Coupons & Specials Web

•Pre-Selected Vehicles ready to show, test drive and deliver •Pre-Completed Documentation •Streamlined Sales Process completed in less than 1.5 Hours from

Interactive Web Services •New & Used Inventory •Photos & Pricing Photos •Sales, Service & Parts Sales, Coupons & Specials •Service Appointments Service •Online Credit App’s •Appraisal Requests Appraisal

•Automated Response that verifies receipt by dealer and sets up customer expectations •Respond to ALL Leads in less than 30 minutes •Quotes on 4 vehicles available for delivery •Call every customer to verify receipt of Price Quotes and set appointment to Test drive and see the differences between 4 quoted vehicles •Documented follow-up process that ensures every customer is contacted repeatedly in an ongoing and prescribed manner
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process CRM Application Utilization
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
LE AD

Process Improvement Implementation
• R E T A I N

Managing Customer Leads
LE AD

Can Be Like….
AD LE
LE AD

….Herding Cats!
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© Copyright 2005 Ralph Paglia - All Rights Reserved

AD LE

D A LE

LE AD

AD LE

Lead the Value of Training? What isManagement Process
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

Process 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 flameresistant 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 Warrington Pro 2008 is a leather ‘top boot’ with steal capped toes, Gore-Tex lining and pull on straps. Y - Style Braces (not shown). Red flame retardant webbing with leather attachment tabs and leather backing.

Trained & Qualified

Untrained, But has equipment

Which of these two would you want to rely upon?
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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process Consulting and Training Venues
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

Process Improvement Implementation

In-Dealership Consulting & Training

Enterprise Consulting & Training

Results-Focused Workshops

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Define eBusiness Success inISM Toolkit CD: your Dealership Process Maps Phone Scripts Email Templates Metrics Analysis Spreadsheets
171

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Developing Strategy Define eBusiness Success

Define eBusiness Success in your Dealership

Four Key Elements to Web Brand Management

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Face To Face
Dealer Market Customer Advertising Base
Everywhere”

Dealer’s URL

Honda Acura URL

Search Engine Strategy

Links on Local & Regional Sites

Limited “Only” by a Dealer’s Creativity

•New & Used Inventory •Photos & Pricing
•Sales, Service & Parts Specials •Service Appointments
TM eBusiness Dept.

Showroom
Face to Face Ear to Ear Email to Email

•People •Pricing Philosophy •Place •Pay Plan

•Set expectations upon arrival with an “Agenda
173

Review”

•Vehicle ready for delivery •Documentation pre-completed
11/2/2003 1:38 PM

© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Benchmark s

Traffic1. Market Strategy 1000

2. Marketing Budget 3. Advertise Internal Customers (Meeting) 4. Advertise Customer Base (Direct Mail,Telemarketing) 5. Advertise Market (URL Everywhere) 6. Showroom Merchandising 7. Direct 3rd Party Leads to Website 8. Search Engine Strategy Development

Sales

(80%) 20
CLOSES

20%
Closing %

(10%)100
LEADS

Interactive Web Site

(50%) 25
Appointment Shows
11/2/2003 1:39 PM

(50%) 50 Process
174

Appointments Scheduled
© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Benchmark s

Traffic 1000

11. Multiple registered URL’s directed to site and Search Engine strategy implemented

1. Easy Navigation 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) 8. Site Forms customized for higher submission 9. Site Text customized for search engines 10. Pop-up Window customization

20

20%
Closing %

(10%) 100 2
LEADS

Sales

(80%) 20
CLOSES

Interactive Web Site

40 (50%) 7 25
Appointment Shows
11/2/2003 1:39 PM

50 (50%)10 Process
175

Appointments Scheduled
© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Benchmark s

Traffic 1000

1. Lead Management Tool – Process Training 2. Auto Responder 3. Personal Responses w/links to info site features 4. E-Mail Templates – Improved verbage 5. 2-Way Pagers 6. Telephone Contact using Phone Script Training

20 Sales (80%) 20
CLOSES

20%
Closing %

(10%) 100 2
LEADS

Interactive Web Site

40 (50%) 7 25
Appointment Shows
11/2/2003 1:39 PM

50 (50%)10 Process
176

Appointments Scheduled
© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Benchmark s

Traffic 1000

20 Sales (80%) 20
CLOSES

20%
Closing %

(10%) 100 2
LEADS

Interactive Web Site

1. Confirmation Call 2. Confirmation E-Mail Template: •Map to Dealership •Custom Directions •Links to web forms - streamlined buy process

40 (50%) 7 25
Appointment Shows
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50 (50%)10 Process
177

Appointments Scheduled
© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Benchmark s Agenda Review upon arrival Vehicles pre-selected & ready to drive ISM introduces Sales Specialist SS works deal – T/O to ISM if no close “After Best Deal” Coupon 1st Service Appointment scheduled

Traffic 1000

20 Sales (80%) 20
CLOSES
7. Updates on Promotions 8. F&I Process – Online Menu 9. Pricing Process – Weekly Grid 10. Welcome Board Appointments

20%
Closing %

(10%) 100 2
LEADS

Interactive Web Site

40 (50%) 7 25
Appointment Shows
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50 (50%)10 Process
178

Appointments Scheduled
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Define eBusiness Success in your Dealership The 5 Key Metrics for Managing Success

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179

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

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180

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Sales to Sales to Dealership Visits Dealership Visits

What Metrics Let’s Do Have You Been The Math… Hearing About?

70% 70% 28% Dealership Dealership Visits Visits to Leads to Leads Received Received 20% 20% 80% 80% 28% 28% Sales to Sales to Leads Leads Receive Receive 20% d 20% d
Dealership Visits to Dealership Visits to Appointments Appointments Scheduled Scheduled
181
© Copyright 2005 Ralph Paglia - All Rights Reserved

Appointments Appointments Scheduled to Scheduled to Leads Leads Received Received

35% 35%

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Lead Management Process
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
Fill in the unshaded, clear fields - All the shaded colored fields will be automatically calculated based on the data you enter...

Process Improvement Implementation

Integrated Marketing Business Opportunities: Opportunity Analysis
Customer Inquiries Apptmnts Made Dealer Visits Sales Close Ratio* Dealer Visit Closing %
Apt. Shows to Scheduled %

Opportunities Converted to Dealer Visits

Appointments Made to Opportunity %

Dealer's Web Sites: OEM's Web Sites: Integrated Marketing Totals:
Opportunity Analysis

100 100 200
Customer Inquiries

50 50 100
Apptmnts Made

35 30 65
Dealer Visits

14 20 34

14% 20% 17%

40% 67% 52%
Dealer Visit Closing %

70% 60% 65%
Apt. Shows to Scheduled %

35% 30% 33%
Opportunities Converted to Dealer Visits

50% 50% 50%
Appointments Made to Opportunity %

3rd Party Provided Business Opportunities:

Included in your ISM Toolkit…

Sales

Close Ratio*

Autobytel MSN Autos CarsDirect KBB Classifieds Yahoo! Autos Autovantage Autotrader.com 3rd Party Lead Provider Totals: TAS Process Totals:
*Close Ratio Automatic Color Shading Key:

100 100 100 100 100 100 100 700 900

5 10 15 20 25 30 35 140 240

4 7 10 12 10 25 28 96 161

3 5 9 4 9 7 25 62 96

3% 5% 9% 4% 9% 7% 25% 9% 11%
= Marginal Performance

75% 71% 90% 33% 90% 28% 89% 65% 60%

80% 70% 67% 60% 40% 83% 80%
69%

4% 7% 10% 12% 10% 25% 28% 14% 18%

5% 10% 15% 20% 25% 30% 35%
20%

67%

27%

= Benchmark or Better

= Underperforming Process

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© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Define eBusiness Success in your Dealership Current Performance Ratios Analyze Your Numbers

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183

© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Traffic
WHAT ARE YOURS?

Open Your Manual to Page: _______

1500

Sales

(71%) 5
CLOSES

____%
Closing %

(1.7%)25
LEADS

Interactive Web Site

(70%) 7
Appointment Shows
11/2/2003 1:39 PM

(40%) 10 Process
184

Appointments Scheduled
© Copyright 2005 Ralph Paglia - All Rights Reserved

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

Traffic
WHAT ARE YOURS?

Dealership name: ______________

1500

Sales

(71%)
CLOSES

__%
Closing %

(1.7%)
LEADS

Interactive Web Site

(70%)
Appointment Shows
11/2/2003 1:39 PM

(40%) Process
185

Appointments Scheduled
© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Where are you today?

How does this compare to the last time we checked?
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186

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Define eBusiness Success in your Dealership Targeting your weakest link to improve sales results

11/2/2003 1:38 PM

187

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

11/2/2003 1:38 PM

188

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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?
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189

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement 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?
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190

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Define eBusiness Success in your Dealership Prepare Internet Sales Action Plan

11/2/2003 1:38 PM

191

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Enter Your “Next Steps” Into the Action Plan Workbook

11/2/2003 1:38 PM

192

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Summary & Conclusions
Define eBusiness Success in your Dealership Response Review Assessing Actual Examples

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193

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Respond To Incoming Leads:

Learning Adventure

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.
11/2/2003 1:38 PM

194

© Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management Process
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

Process Improvement Implementation

Distribute Example Emails… …Recap & Debrief

11/2/2003 1:38 PM

195

© Copyright 2005 Ralph Paglia - All Rights Reserved

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