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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved

Lead Management ProcessLead Management ProcessProcessProcessImprovementImprovementImplementationImplementation

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 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 PROCESSLEAD MANAGEMENT PROCESS

IMPROVEMENT &IMPROVEMENT &

IMPLEMENTATIONIMPLEMENTATION

Results Focused eBusiness WorkshopsResults Focused eBusiness Workshops

ATTRACTATTRACT

INTERACTINTERACT

RESPONDRESPOND

SELLSELL

SERVICESERVICE

RETAINRETAIN

Professional Development Programs for Dealerships and their Management teams designed toProfessional Development Programs for Dealerships and their Management teams designed tobuild the understanding, knowledge, skill sets and expertise required for success in todaysbuild the understanding, knowledge, skill sets and expertise required for success in todayseBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts fromeBusiness dealership environment. Designed and facilitated by TAS Certified Catalysts fromReynolds Consulting Services to supplement and leverage AHMeBusiness Programs, TASReynolds Consulting Services to supplement and leverage AHMeBusiness Programs, TASStrategy provides dealers with process improvement solutions proven to increase sales.Strategy provides dealers with process improvement solutions proven to increase sales.

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11/2/2003 1:38 PM 2


Lead Management Process Seminar

Winning On The WebWinning On The WebMISSION:MISSION: To supply dealers with the knowledge andTo supply dealers with the knowledge and

understanding of specific tasks and skill setsunderstanding of specific tasks and skill setsneeded to improve their Internet closing ratios,needed to improve their Internet closing ratios,

improve their response quality to customers,improve their response quality to customers,and meet customer expectations for theand meet customer expectations for theHonda and Acura brands.Honda and Acura brands.

IntroIntroVideoVideo

IntroIntroVideoVideo
http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4http://tmp/Documents/02-OEM/AHM/Lead%20Management%20Process%20Seminars/Winning%20On%20the%20Web4.mp4

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11/2/2003 1:38 PM 3


Please Silence Your Mobile Phones

Breaks Are limited to 15 Minutes,and Lunch is 45 Minutes

Please Return To The Class Promptlyat the End of Each Break or Lunch

If You Return from a Break Late, You Must Readthe next section out loud (real loud!) to the class

Locations of Restrooms and Break Area

For Everyones BenefitFor Everyones Benefit

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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/11 4

Winning On The WebWinning On The WebApproach & Content based on 2 Key Resources:

1.The Best Practicesthat have been documented andgathered from dealers who consistently sustain thehighest Sales Closing Ratios

2.

3.Market Research focused on thousands of soldcustomers resulting from shoppers submitting leadsThen, back-tracking those Internet Leads to analyze and

categorize the specific dealer responses and actionsthat correlated with a sale

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Results-Based Lead Management ProcessResults-Based Lead Management Process



Define eBusiness Success in your DealershipDefine eBusiness Success in your DealershipBusiness Case for LMP Improvement:Business Case for LMP Improvement: The FactsThe FactsRecruiting, Hiring & Training ISM's:Recruiting, Hiring & Training ISM's: Who Gets Results?Who Gets Results?Job Descriptions & Pay Plans;Job Descriptions & Pay Plans;

Driving Process Execution & ResultsDriving Process Execution & ResultsPerformance Accountability;Performance Accountability;

Proven Management ProcessesProven Management ProcessesKey Metrics; How to Inspect what you expectKey Metrics; How to Inspect what you expect

Which Metrics Matter?Which Metrics Matter?

Why & When - Actual Dealership ResultsWhy & When - Actual Dealership ResultsResponse Times;Response Times; How they impact sales resultsHow they impact sales resultsResponse Content;Response Content; What Sells More Cars?What Sells More Cars?

(continued on next slide)(continued on next slide)

Day 1 (AM) Workshop Agenda:Day 1 (AM) Workshop Agenda:

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(continued)(continued)

LMP Best Practice Examples and DemonstrationLMP Best Practice Examples and DemonstrationCase Studies: Best Practice LMP's proven by sales resultsCase Studies: Best Practice LMP's proven by sales resultsHow to Implement "Best Practices" in Your DealershipHow to Implement "Best Practices" in Your DealershipImplementing Effective Lead Management ProcessesImplementing Effective Lead Management ProcessesEmpowering Your ISM to Sell More Cars in Less TimeEmpowering Your ISM to Sell More Cars in Less Time

Managing Effective Execution of LMP after initial 10 daysManaging Effective Execution of LMP after initial 10 daysDP/GM Defined Action Plan for DealershipDP/GM Defined Action Plan for Dealership (strategy/tactics for ISM)(strategy/tactics for ISM)LUNCHLUNCH(12:15 1:00 pm)(12:15 1:00 pm)


Before we break for lunch, you will have redefined your salesBefore we break for lunch, you will have redefined your sales

management strategy for handling Ups that come in through themanagement strategy for handling Ups that come in through thee-Door to your dealership. Your strategy and direction will be left ine-Door to your dealership. Your strategy and direction will be left inthis room for use by your Internet Managers in developing theirthis room for use by your Internet Managers in developing theiraction Items for use when they return to the dealership.action Items for use when they return to the dealership.

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Understanding Customer ExperienceUnderstanding Customer ExperienceManaging ExpectationsManaging ExpectationsTurning Convenience into ProfitsTurning Convenience into Profits

Obstacles Faced by ISMs:Obstacles Faced by ISMs:Within the DealershipWithin the DealershipCustomer GeneratedCustomer Generated

Opportunity Response Time - Whats it Worth?Opportunity Response Time - Whats it Worth?How they impact closing ratesHow they impact closing ratesTechniques for ImprovementTechniques for Improvement

Response Content; What Sells More CarsResponse Content; What Sells More CarsISM Toolkit CD;ISM Toolkit CD;

Process MapsProcess MapsEmail TemplatesEmail Templates

(continued on next slide)

Day 1 (PM) Workshop Agenda:Day 1 (PM) Workshop Agenda:

Phone ScriptsPhone ScriptsMetrics AnalysisMetrics AnalysisSpreadsheetsSpreadsheets

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(continued)(continued)Four Key Elements to Web Brand ManagementFour Key Elements to Web Brand ManagementThe 5 Key Metrics for Managing SuccessThe 5 Key Metrics for Managing SuccessCurrent Performance Ratios -Current Performance Ratios -Analyze Your NumbersAnalyze Your NumbersTargeting your weakest link to improve sales resultsTargeting your weakest link to improve sales resultsPrepare Internet Sales Action PlanPrepare Internet Sales Action PlanResponse Review Response Review Assessing Actual ExamplesAssessing Actual Examples

Day 1 (PM) Workshop Agenda:Day 1 (PM) Workshop Agenda:

Before leaving, you will have acquired a complete set of sales managementBefore leaving, you will have acquired a complete set of sales managementtools that include email templates, telephone scripts and face-to-face wordtools 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 havetracks that have been proven to sell more cars in less time. You will haveacquired the an understanding or what activities yield results, versus thoseacquired the an understanding or what activities yield results, versus thosethat spin your wheels. You will know how to spot the obstacles to fastthat spin your wheels. You will know how to spot the obstacles to fastand efficient sales process, whether internal or external Along with howand efficient sales process, whether internal or external Along with howto overcome them. You will go back to the dealership KNOWING whatto overcome them. You will go back to the dealership KNOWING whatneeds to be done to streamline and accelerate your sales process.needs to be done to streamline and accelerate your sales process.

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Response Review; Emails that help/hurt salesResponse Review; Emails that help/hurt sales

The "The "GoodGood", The "", The "BadBad" and The "" and The "UglyUgly""

Overview of Lead Management Process (LMP) MappingOverview of Lead Management Process (LMP) Mapping

LMP Performance Metrics:LMP Performance Metrics:

Measurement Techniques Measurement Techniques Get the Numbers!Get the Numbers!

Analyzing Your Metrics Analyzing Your Metrics Results BasedResults Based

ManagementManagement

LMP Improvement Case Studies:LMP Improvement Case Studies:Jay Wolfe HondaJay Wolfe Honda

Ourisman HondaOurisman Honda(continued on next slide)

Day 2 Workshop Agenda:Day 2 Workshop Agenda:

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What to do when a Sales Opportunity (Lead) comes in;What to do when a Sales Opportunity (Lead) comes in;How Important is Speed to the Top Performing Dealers?How Important is Speed to the Top Performing Dealers?What is our first Results-Driven Priority?What is our first Results-Driven Priority?How do we Neutralize Obsession with Pricing?How do we Neutralize Obsession with Pricing?

Why do we want to Take em out of the marketWhy do we want to Take em out of the market

Communication -Communication - Understanding what's ImportantUnderstanding what's Important

Vehicle Selection -Vehicle Selection - Targeting Process ObjectivesTargeting Process Objectives

Managing Customer ExpectationsManaging Customer Expectations

Creating Customer Desire to have direct contactCreating Customer Desire to have direct contact

Overcoming Roadblocks to Effective Response ProcessOvercoming Roadblocks to Effective Response Process

LUNCHLUNCH (12:15 1:00 PM)(12:15 1:00 PM)


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Streamlining Internet sales processes with templatesStreamlining Internet sales processes with templatesUsing the ISM Toolkit CD to build your template toolboxUsing the ISM Toolkit CD to build your template toolbox

Pricing Strategy: How to get past price to focus on valuePricing Strategy: How to get past price to focus on value

How To:How To: Email+Telephone=Sell More Cars in Less TimeEmail+Telephone=Sell More Cars in Less Time

Telephone Techniques:Telephone Techniques:

Managing your calls Managing your calls Timing is EverythingTiming is Everything

Targeting Call Objectives Targeting Call Objectives Visualizing SuccessVisualizing Success

Using Phone Scripts Using Phone Scripts Why Professionals do itWhy Professionals do it

Customizing and using phone scripts as a sales toolCustomizing and using phone scripts as a sales tool

Call Tracking ServicesCall Tracking Services Are they worth it?

(continued on next slide)

Day 2Day 2 (PM)(PM) Workshop Agenda:Workshop Agenda:

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Phone Role-Play;Phone Role-Play; Executing Phone ScriptsExecuting Phone ScriptsGroup Discussion:Group Discussion: Objectives-Focused Phone ScriptsObjectives-Focused Phone ScriptsOverview of Resources at your DealershipOverview of Resources at your Dealership

Measurement Techniques Measurement Techniques

Get the Numbers!Get the Numbers!

Analyzing Your Metrics Analyzing Your Metrics Results BasedResults BasedManagementManagement

Completing Your Sales Process Action PlanCompleting Your Sales Process Action PlanReview Action Plans w/GroupReview Action Plans w/Group

Statement of Goals and ObjectivesStatement of Goals and ObjectivesGroup Discussion:Group Discussion: Implementing Improved Sales ProcessImplementing Improved Sales ProcessRecap of Seminar Accomplishments -Recap of Seminar Accomplishments - Key action itemsKey action itemsSeminar Evaluations -Seminar Evaluations - Depart FacilityDepart Facility

Day 2Day 2 (PM)(PM) Workshop Agenda:Workshop Agenda:

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Day 2 Workshop Results:Day 2 Workshop Results:

1.1.Before leaving, you will have developed an action plan for how toBefore leaving, you will have developed an action plan for how tosell more cars to the customers currently coming in to yoursell more cars to the customers currently coming in to yourdealership through the e-Door And, how to get opportunitiesdealership through the e-Door And, how to get opportunitiesfrom Leadfrom Lead toto PhonePhone toto Face-2-FaceFace-2-Face toto Sale Faster!Sale Faster!

2.

3.3.You will be leaving with a Sales Process Toolkit, along with theYou will be leaving with a Sales Process Toolkit, along with theknowledge of how to use it. Plus, you will be able to measure theknowledge of how to use it. Plus, you will be able to measure theresults of your improved sales process and see exactly where toresults of your improved sales process and see exactly where tofocus on further improvementsfocus on further improvements

4.

5.5.You will have seen what the most successful dealers in AmericaYou will have seen what the most successful dealers in Americaare doing to get more results from each minute and dollar theyare doing to get more results from each minute and dollar theyinvest into eBusinessinvest into eBusiness

6.

7.7.When you get back to your dealership, you will have an Action PlanWhen you get back to your dealership, you will have an Action Planto refer to and track how well you are implementing what youto refer to and track how well you are implementing what youhave learned todayhave learned today

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Introduction to LMP: RelationshipIntroduction to LMP: Relationship

Between People & ProcessesBetween People & Processes

Define eBusinessDefine eBusiness

SuccessSuccess

in your Dealershipin your Dealership

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Technology

Assisted

SellingInteg

ratedMarketing

WebBran

dManagement

TIPS eBusiness StrategyTIPS eBusiness Strategy

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11/2/2003 1:38 PM 16


Winning on the Web - Strategy

TRAFFIC

INTERACTIVE

WEB PLATFORM

PROCESS

TRANSFORMATION*TRANSFORMATION*TRANSFORMATION*TRANSFORMATION*

HOLISTIC

holistic: adj. emphasizing theimportance of the whole System andthe interdependence of its Partnersand theirProcesses.

SALES

*Increased Close Rates, Faster & More Profitable Sales*Increased Close Rates, Faster & More Profitable Sales

DealersDealersDealersDealers

DealersDealersDealersDealers

Honda/AcuraHonda/AcuraHonda/AcuraHonda/Acura

Honda/AcuraHonda/AcuraHonda/AcuraHonda/Acura


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T.I.P.S.T.I.P.S. is an eBusiness Strategy used byis an eBusiness Strategy used byhighly successful Dealers to Implementhighly successful Dealers to Implement

Results-BasedResults-BasedeBusiness Processes andeBusiness Processes andMarketing TacticsMarketing Tactics

BlueprintedBlueprintedLead Sourcing & ManagementLead Sourcing & Management

== ALLALL Participants* Held ROI AccountableParticipants* Held ROI Accountable

BlueprintedBlueprintedLead Sourcing & ManagementLead Sourcing & Management

== ALLALL Participants* Held ROI AccountableParticipants* Held ROI Accountable

TASTASLead Management WorkflowLead Management Workflow== Increased Showroom AppointmentsIncreased Showroom AppointmentsTASTASLead Management WorkflowLead Management Workflow== Increased Showroom AppointmentsIncreased Showroom Appointments

T raffic

I nteractiveWeb Site/Buying ServicesS ales

P rocess

TAS Confirmation ProcessTAS Confirmation Process

== More Showroom VisitsMore Showroom Visits

TAS Confirmation ProcessTAS Confirmation Process

== More Showroom VisitsMore Showroom Visits

TAS Showroom ReceptionTAS Showroom Reception

== Higher Closing RatiosHigher Closing Ratios

TAS Showroom ReceptionTAS Showroom Reception

== Higher Closing RatiosHigher Closing Ratios

Integrated eBusiness Marketing OptimizationIntegrated eBusiness Marketing Optimization

== Increased Car Buyers to Dealers web siteIncreased Car Buyers to Dealers web site

Integrated eBusiness Marketing OptimizationIntegrated eBusiness Marketing Optimization

== Increased Car Buyers to Dealers web siteIncreased Car Buyers to Dealers web site

*Participants = 3*Participants = 3rdrdparty lead providers, OEM referrals & Dealer web site leads + Managers and Sales Staffparty lead providers, OEM referrals & Dealer web site leads + Managers and Sales Staff

TASTASProcess Performance Metrics ReviewProcess Performance Metrics Review

== Lead Response Execution AccountabilityLead Response Execution Accountability

TASTASProcess Performance Metrics ReviewProcess Performance Metrics Review

== Lead Response Execution AccountabilityLead Response Execution Accountability


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Define eBusiness SuccessDefine eBusiness Success


The FactsThe Facts

Business Case forBusiness Case forLead ManagementLead ManagementProcess ImprovementProcess Improvement

Business Case forBusiness Case forLead ManagementLead ManagementProcess ImprovementProcess Improvement

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Lead Management Process Improvement Results:Lead Management Process Improvement Results:Lead Management Process Improvement Results:Lead Management Process Improvement Results:

26

2023

31

42

72

4451

69 67

84

05

1015

2025303540455055

606570758085

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

LMP Improvement ProgramHonda Dealer Case Study: Monthly Internet Sales

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Recruiting, Hiring & TrainingRecruiting, Hiring & TrainingISM's:ISM's:

Who Gets Results?Who Gets Results?

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PeoplePeople

&&Pay PlansPay Plans

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People & Pay PlansPeople & Pay Plans

Right PeopleRight People ++ Right JobRight Job ++ Right PayRight Pay

RESULTS

equals

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People & Pay PlansPeople & Pay Plans

Who are theWho are the Right People?Right People?

What is theWhat is the Right Job?Right Job?

What is theWhat is the Right Pay ?Right Pay ?

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PeoplePeople

Who are the Right People?Who are the Right People?

Which departments are going to be effected by a

Lead Management Process?

-Sales - Body-Service - Paint All of the above?-

Parts - Rental

Who will need to be involved in the strategy?

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PeoplePeople

Who are the Right 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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Brick SuccessBrick Success Click SuccessClick Success

PeoplePeople

The same thinking that created success on the brick will help you on the click

The Right People?The Right People?

==

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PeoplePeople


CommittedCommitted VSVS.. InvolvedInvolved

R lt B d L d M t P

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PeoplePeople


DesignatedDesignated VS.VS. DedicatedDedicated

Part TimePart Time Full TimeFull Time

Part Time Effort Equals Part Time Results!Part Time Effort Equals Part Time Results!

R lt B d L d M t PR lt B d L d M t P

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Managing Leads is a Big JobManaging Leads is a Big Job

New Leads

Carry Over

LostLost

Sales

October November December

9 16 2200

100 100 100

165

2020

91

1010

0

00

TotalWorking

9191

161655161655

232300232300


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Dealership Receives Lead

Dealerships ISM or ISR writesa Customized E-mail responseusing a pre-designed templateand sends to customer within30 minutes of receiving lead

AfterHours

BusinessHours

InternetSales Rep

E-mailContact

No responseTo E-mail

ReachedBy E-mail

E-mail 24Hours Later

E-mailFollow-up

5th Day

ReachedBy Phone

Not ReachedBy Phone

InternetSales Process

Voice Mail30 Minutes Later

ScheduleAppointment

Sale &Delivery

E-mail24 Hours Later

E-mail 5DaysLater

PhoneContact

AutoResponder

InternetSales Process

InternetSales Rep

InternetAdministrator

The Most WellThe Most WellDefinedDefined

Process is UselessProcess is Useless

Without Execution.Without Execution.Voice Mail48 Hours

later

E-mailFollow-up10th Day

R lt B d L d M t PR lt B d L d M t P

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PeoplePeopleThe Right People?The Right People?

65 - 85 leads perInternet Manager

R lt B d L d M t PResults Based Lead Management Process

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PeoplePeople


The Profile of an I-Manager:The Profile of an I-Manager:Characteristics?Characteristics?

Previous Experience?Previous Experience?Skills?Skills?

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Results Based Lead Management ProcessResults Based Lead Management Process

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PeoplePeopleWhat is the Right Job?What is the Right Job?

CreatingCreating TTraffic?raffic?UpdatingUpdating IInteractive Site?nteractive Site?Executing theExecuting the PProcess?rocess?Creating InternetCreating Internet SSales?ales?

Reporting & Performance Measurement?Reporting & Performance Measurement?Service Appointments?Service Appointments?Parts Sales?Parts Sales?


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PeoplePeopleWhat is the Right Pay?What is the Right Pay?

What are the characteristics of aWhat are the characteristics of agood pay plan?good pay plan?

SimpleSimple

Within control of employeeWithin control of employeeEasy to measureEasy to measureDrives Business ObjectivesDrives Business Objectives


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PeoplePeopleWhat is the Right Pay?What is the Right Pay?

What are someWhat are some

different Pay Plansdifferent Pay Plansthat work?that work? Review Sample Pay Plans

Lead Management ProcessLead Management ProcessProcessProcessI tImpro ement

What is the Val e of Training?

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Lead Management ProcessLead Management Process ImprovementImprovementImplementationImplementation

11/2/2003 1:38 PM 39


What is the Value of Training?

Imagine what would happen if he skipped trainingImagine what would happen if he skipped training

A - Turnout Helmet. NFPA Certified turnout helmet, completewith shell, face shield, neck protector and liner withadjustable headband and chinstrap. Available in white, yellowand red.B - Turnout Coat. Features include 260gsm, blue flame-resistant Nomex IIIA Rip Stop outer shell and Thermaliteinner liner quilted to aramid scrim.Two deep front pocketswith Velcro fasten flaps, silver reflective tape around thesleeves and hem, and zippered front with storm flap and

exposed blast clips.C - Firefighter Gloves. NFPA Certified, structural fire fightingglove, made of leather and includes a moisture barrier.D - Turnout Overtrousers. Features include 260gsm, limeflame-resistant Nomex IIIA Rip Stop overtrousers with Probantreated inner cotton liner provided. Two deep front pocketswith Velcro fasten flaps, gold reflective tape around theankles and Velcro front fastener with press-studs and leatherbacking for attaching braces. Inner liner has Velcro tapes at

the waist and ankles to secure the garment to the inside ofthe overtrousers.E - Turnout Boots Warrington Pro 2008. NFPA CertifiedWarrington Pro 2008 is a leather top boot with steal cappedtoes, Gore-Tex lining and pull on straps.Y - Style Braces (not shown). Red flame retardant webbingwith leather attachment tabs and leather backing.

Trained &Trained &QualifiedQualified

Untrained,Untrained,But has equipmentBut has equipment

Which of these two would you want to rely upon?Which of these two would you want to rely upon?


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Enter YourEnter Your

Next StepsNext StepsInto the ActionInto the Action

Plan WorkbookPlan Workbook

eople & Pay Planseople & Pay Plans


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Job Descriptions & PayJob Descriptions & PayPlans:Plans:

Driving Process Execution &Driving Process Execution &

ResultsResults


Internet Manager Job DescriptionInternet Manager Job Description

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rafficIntegrated Marketing Strategywww.ABCHonda.comBrand Dealership URL

rocessProcess & PricingPeople & Pay PlansPerformance Measurement

ales Managing the Customer Experiencewhen prospects arrive at dealershipStreamlined Sales processService & Sales RetentionDrive lower Costs per Vehicle Sold

nteractive

Web Site

Set UpMaintain

Improve


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Results-Based Lead Management ProcessResults Based Lead Management Process



Execute actions that increase theExecute actions that increase the TRAFFICTRAFFIC to your siteto your site

Manage the development and maintenance of anManage the development and maintenance of an INTERACTIVE SITEINTERACTIVE SITE that helps turn traffic into showroomthat helps turn traffic into showroom

visits, telephone calls and requests for informationvisits, telephone calls and requests for information

Establish and manageEstablish and manage PROCESSESPROCESSES for turning requestsfor turning requestsfor information into relationships that generatefor information into relationships that generateappointments which result in salesappointments which result in sales

Close moreClose more SALESSALES with all customers regardless ofwith all customers regardless ofhow they enter the dealership by building betterhow they enter the dealership by building betterrelationships that improve gross profitsrelationships that improve gross profits

Internet Managers Job Performance ObjectivesInternet Managers Job Performance Objectives



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Traffic:

Create traffic using targeted marketing on/off the webSite marketing is also a big key to the process. Leads to the web site, Time spentby the customer on the web site and percentage of quotes vs. unique users.Responsible for creating and maintaining a smart marketing strategy that includesbeing in alignment with leads from the manufacturer, working with 3rd party lead

providers and aggressively branding the dealerships own URL with in the marketthrough traditional advertising and through web based banners and associations.We should always be studying the web trends stat package and look at usersecessions. The key is 4 min or longer per visit. New ideas should be broughtup for creating longer visits. The percentage of unique visitors to request for quoteshas 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 toget new people to visit our site. As web hub administrator it is our duty to createnew ways to draw traffic. Reports should be provided no later than the 5th of everymonth as to traffic count, unique user secessions and request for quotes andinclude the average cost per sale for each lead provider. Monthly meeting shouldbe held to share ideas with ISMs and the GMs to boost traffic.



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Interactive Site: Maintain the design & update contentof dealership web site so that it gives the customer all theinformation they need to facilitate doing business with the dealershipand buying a car. The result should transform site visitors intoquality leads.

The Internet Sales Manager should be responsible for making surethat 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 makethe site more interactive



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Process: The goal is to design & Implement a customer friendly process totransform leads into appointments, then ensure that appointments show up atthe dealership and are the store is prepared to turn them into sales. Trackingresults and generating reports are an important part of the ISMs job.

Setting up a lead management tool, BDC processes (if applicable) and any supporting tools(including 2-way pagers)

Managing the utilization of the dealers Honda Certified lead management tool

Updating the auto responders, custom e-mail templates and phone scriptsReceiving, sourcing, responding, organizing, managing, and reporting on lead activityCreating quality appointments that show up to the dealershipMaking confirmation calls to all appointmentsHandling 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 appointmentsHandling all face-face interaction with the customer up to and in some cases including F&IPerforming a positive delivery where we enroll the customer on to their personal web page atdeliveryConduct all customer follow up fo rthose customers who did not make an appointment, showup for an appointment, did not buy and the sold customer base

Continued on Next Slide (page)



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Service Retention & Repeat Sales:

Service Appointments and Process, Parts/Accessories sales & fulfillment ProcessesProcess: The goal is to design & Implement a customer friendly process to transform leads intoappointments 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 andeach individual Internet sales person. Not just leads to sales but a tracking process for appointments aswell. 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 providerand 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 anewsletter web page and on the 15th with a specific e-mail offer on the vehicle line make they haveoriginally 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 benefitof our service department. We know when they will need a 15,000 mile service, an oil change, 30,000 mileservice a set of tires and so on. Follow up electronically with lease term customers and anticipate whenothers may re-enter the market. Example; a Taurus sale goes out on a 5 year loan the customer will mostlikely re-enter the market in 27 months.



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Results Based Lead Management Processg




Sales: (Showtime) The goal is to streamline the sales process and customerexperience 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 andcustomer satisfaction with the sales process once the customer arrives at thedealership:

Pre-Selected Vehicles ready to show

Appointment Reception ProcessReview Visit AgendaVehicle PresentationTest driveRevisit NumbersF&I Introduction

DeliveryPre-Completed Documentation (credit apps, ATFI,worksheets, etc.)Streamlined Sales Process completed

in leas than 1.5 Hours from time ofarrival to vehicle delivery



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gg




Sales Reporting and Performance Metrics: The Internet Sales Manager hasreporting responsibilities that include the reports listed below, which are tobe presented on a monthly basis to the Dealer Manager and the storesmanagement team.

Create and distribute reports on the departments results for the day, week, monthand year-to-date that include the following information and ratio analysis:

Number of unique visitors to Dealer SitesSite Visitor to leads submitted ratioNumber of leads generated from dealers web site

Number of leads generated from Honda web sitesNumber of leads generated from 3rd Party lead providersAverage Response time (Overall and by individual ISS)Appointments Scheduled/leads ratios (Overall and by individualISS)

Appointment shows/scheduled ratios (Overall and by individual ISS)

Closing ratios: Leads/Sales, Shows/Sales (Overall and byindividual 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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gg





Performance Accountability:Performance Accountability:Proven ManagementProven Management

ProcessesProcesses


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gg



SampleSample

ReportsReports


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gg



Daily Internet ReportDaily Internet Report

Leads

AppointmentsSet/Scheduled

AppointmentsScheduled for Today

ShowedAppointments

Sales

Daily MTD

70


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gA 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 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 1 2 3 4 5 6 7

Number of Leads 2 3 2 5 7 5 4

Number of leads MTD 2 5 7 12 19 24 28Number of appointments

made today 1 1 2 1 3 2 1

Appointments mtd 1 2 4 5 8 10 11

Number of appointments

due today 1 1 2 1 3 2 1

Number Shown 1 1 1 1 2 2 1shown mtd 1 2 3 4 6 8 9

Number Sold 1 1 1 1 2 2 1

Sold MTD 1 2 3 4 6 8 9

apptment ratio 50 40 57.14 41.67 42.11 41.67 39.29

show ratio 100 100 75 80 75 80 81.82

show to close ratio 100 100 100 100 100 100 100

closing ratio 50 40 42.86 33.33 31.58 33.33 32.14

ExcelSpread Sheet

http://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlthttp://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlthttp://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlthttp://g/4-Presentations/dealer%20college/lead%20analysis%20template.xlt

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Metrics Analysis:Metrics Analysis:

Where does this store have the greatest opportunity forWhere does this store have the greatest opportunity forimproving their overall Internet Sales Closing Ratio?improving their overall Internet Sales Closing Ratio?

What will it take to turn all the metrics GREEN?What will it take to turn all the metrics GREEN?What will happen to the stores sales when all 5What will happen to the stores sales when all 5Process Metrics Points are GREEN?Process Metrics Points are GREEN?


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Metrics Analysis:Metrics Analysis:

What is happening when this stores ISM gets anWhat is happening when this stores ISM gets anappointments and the appointment shows up?appointments and the appointment shows up?

Why would the showroom close ratio on NewWhy would the showroom close ratio on NewCar Leads be less than on used car leads whenCar Leads be less than on used car leads whenthe appointment shows up?the appointment shows up?

Used Car Leads

New Car Leads


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Key Metrics; How to InspectKey Metrics; How to Inspectwhat you expect:what you expect:

Which Metrics Matter?Which Metrics Matter?

Why & When - ActualWhy & When - Actual

Dealership ResultsDealership Results


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http://../6-Dealers/Jay%20Wolfe/WAG-BDC%20Summary-Sold%20Report%2007-2003.xls

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Enter YourEnter YourNext StepsNext Steps

Into the ActionInto the ActionPlan WorkbookPlan Workbook

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Correlation Between Internet LeadCorrelation Between Internet Lead

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04/03/11 68 Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/201104/03/2011 68

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

0.00 5.00 10.00 15.00 20.00

Response T ime (hour

ClosingRatio

Correlation Between Internet LeadResponse Time and Sales Close RatiosResponse Time and Sales Close Ratios

ContentContent ++ SpeedSpeed == Increased Sales Closing RatiosIncreased Sales Closing Ratios

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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved04/03/201104/03/2011 69

A: Increasing Closing Ratios is notA: Increasing Closing Ratios is notJust AboutJust AboutResponse TimesResponse Times

Q: Why theQ: Why the

variations?variations?


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0

100

200

300

400

500

600

700

800

900

1000

1100

1200

1300

1400

1500

0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 150

0

100

200

300

400

500

600

700

800

900

1000

1100

1200

1300

1400

1500

0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 150

Average Minutes to Answer Email2

MDX

TL

Zone 3Zone 2

Zone 5

Zone 6

Zone 4

Zone 1

Zone 3

Zone 2

Zone 6

Zone 5

Zone 1Zone 4


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0

50

100

150

200

250

300

350

400

450

500

550

600

650

700

750

800

0 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 800Average Minutes to Answer

#Email 2

0

50

100

150

200

250

300

350

400

450

500

550

600

650

700

750

800

0 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 800

Accord

Odyssey

Zone 1

Zone 2

Zone 3

Zone 5

Zone 7

Zone 8

Zone 10

Zone 4

Zone 9

Zone 6

Zone 1

Zone 7

Zone 2

Zone 6 Zone 4

Zone 5

Zone 9

Zone 10

Zone 8Zone 3


Technology Assisted Selling1. TAS Process methodology is designed to engage a1. TAS Process methodology is designed to engage a

1. TAS Process methodology is designed to engage a1. TAS Process methodology is designed to engage a

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Copyright 2005 Ralph Paglia - All Rights Reserved Copyright 2005 Ralph Paglia - All Rights Reserved11/2/2003 1:39 PM 72

PROCESSPROCESS

Person

2Person

Keyboard

2Keyboard

SALES

1. TAS Process methodology is designed to engage agy g g gcustomer continuously throughout the buying cycle,customer continuously throughout the buying cycle,Using Multiple ChannelsUsing Multiple Channels EmailEmail PhonePhone MeetingsMeetings..

gy g g ggy g g gcustomer continuously throughout the buying cycle,customer continuously throughout the buying cycle,Using Multiple ChannelsUsing Multiple Channels EmailEmail PhonePhone MeetingsMeetings..

Face2Face


2 L d M t P I t b i ith2 L d M t P I t b i ith

2 L d M t P I t b i ith2 Lead Management Process Improvement begins with

eBusiness Assessment

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2. Lead Management Process Improvement begins with2. Lead Management Process Improvement begins withanan eBusiness AssessmenteBusiness Assessmentof existing procedures usingof existing procedures usingProcess MappingProcess Mapping Gap AnalysisGap Analysis && Appreciative InquiryAppreciative Inquiry

2. Lead Management Process Improvement begins with2. Lead Management Process Improvement begins withanan eBusiness AssessmenteBusiness Assessmentof existing procedures usingof existing procedures usingProcess MappingProcess Mapping Gap AnalysisGap Analysis && Appreciative InquiryAppreciative Inquiry

customer

PROCESSPROCESS

Sales Manager

InternetLeads

Lack of consistent lead follow-up monitoring limits Sales Rep accountabilitLack of consistent lead follow-up monitoring limits Sales Rep accountabilit

????

Email Contact

SalesReps

????????

???? ????

Random lead assignment proceduresRandom lead assignment procedures

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!

SALES

http://www.dealersite.com

Visits Site

No process or data capture from other web lead sourcesNo process or data capture from other web lead sources

Walk-InLeads

ServiceLeads

PhoneLeads

Traffic to web site and lead submission ratesnot being monitored

Traffic to web site and lead submission ratesnot being monitored

Only email In-box is used to organize leadsOnly email In-box is used to organize leads

se telephone and/or email to respond to leads and schedule appointmentsse telephone and/or email to respond to leads and schedule appointments


Response Funnel- HONDA

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p


Response Funnel - ACURA

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Response Funnel ACURA


Mystery Shop; Dealer Response AttributesMystery Shop; Dealer Response Attributes

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y y p; py y p p956 Mystery956 MysteryShopsShopsCompletedCompleted

DuringDuringSummer 2003Summer 2003

LeadsLeadsSubmitted toSubmitted toDealersDealers

Dealers whoDealers whoResponded byResponded byEmail ONLYEmail ONLY

Dealers whoDealers whoRespondedRespondedbyby PhonePhone

ONLYONLY

Dealers whoDealers whoResponded byResponded byBOTH EmailBOTH Email

& Phone& Phone

Dealers whoDealers whoAnsweredAnsweredALLALL

QuestionsQuestionsAskedAsked

148148 109109 11 1515 88

808808 554554 1111 9696 3535


HONDA

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113

19

67

48

93

69

95

63

46

37

2

2

3

8

1

3

6

5

3

2

Zone 1

Zone 2

Zone 3

Zone 4

Zone 5

Zone 6

Zone 7

Zone 8

Zone 9

Zone 10

2%

11%

4%

17%

1%

4%

6%

8%

7%

5%

Zone 1

Zone 2

Zone 3

Zone 4

Zone 5

Zone 6

Zone 7

Zone 8

Zone 9

Zone 10

T w o

Q u e sti o

1 3 %

N o

Q u e sti o n

A n sw e r

5 5 %

O n e

Q u e s t i

2 7 %

A l l

Q u e sti o5 %

% Answered All Questions

HONDA- Responses to Information Requested in E-Mail


ACURA

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ACURA- Responses to Information Requested in E-Mail

22

29

18

18

13

23

0

2

4

2

1

Zone 1

Zone 2

Zone 3

Zone 4

Zone 5

Zone 6

7%

22%

8%

9%

0%

0%Zone 1

Zone 2

Zone 3

Zone 4

Zone 5

Zone 6

Two

Question

16%

No

Questioned

Answered

53%

One

Question

24%

All

Questions

7%

% Answered All Questions



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DealerID

Zone District Dealer NameDealer Name Minutes# ofQuestionsAnswered

PhonePhoneFollow- UpFollow- Up

207222 9 D Honda Automobiles Of NashuaHonda Automobiles Of Nashua 443

NoNo

206831 6 A Koons of Manassas, Inc.Koons of Manassas, Inc. 443

NoNo

207260 7 B Classic HondaClassic Honda 773

NoNo

208221 7 F Honda of Ft. MyersHonda of Ft. Myers 10103

NoNo

207215 2 E Tony HondaTony Honda 10103

NoNo

Hondas Fastest Responding DealersAnswering all Information Requested in E-Mail



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DealerID

Zone District Dealer NameDealer Name Minutes# ofQuestionsAnswered

PhonePhoneFollow- UpFollow- Up

251418 3 C Ed Napleton AcuraEd Napleton Acura 16163

NoNo

251188 6 C Scottsdale AcuraScottsdale Acura 16163

NoNo

251144 3 C Continental Acura of DupageContinental Acura of Dupage 22223

NoNo

251416 6 A Mac Churchill AcuraMac Churchill Acura 23233

NoNo

251174 2 C Pohanka AcuraPohanka Acura 32323

NoNo

ACURA s Fastest Responding DealersAnswering all Information Requested in E-Mail



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S O S

MorningBreak



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Response Content:Response Content:

What Sells More Cars?What Sells More Cars?




3.3. eBlueprinted Optimized ProcesseBlueprinted Optimized Processd i /T l d Sd i /T l t d St

3.3. eBlueprinted Optimized ProcesseBlueprinted Optimized Processd i /T l t d Std i /T l t d St

Results Optimized Process

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SalesReps

CustomerLeads

design w/Templated Stepsdesign w/Templated Stepsensures accountability forensures accountability forconsistent lead handlingconsistent lead handling

design w/Templated Stepsdesign w/Templated Stepsensures accountability forensures accountability forconsistent lead handlingconsistent lead handling

customer

PROCESSPROCESS

CRMCRMApplicationApplicationCONTACTCONTACT

DATABASEDATABASE

AutomatedDatabasePopulation

2222

SalesManagerSalesManager

Automated Email Responseby Lead Type

1111

Scheduled e-mail follow-upScheduled e-mail follow-uptoto BOTHBOTH webweb && retailretail

CRM ApplicationCRM Applicationopen status contactsopen status contacts

6666ProspectProspectrespondsrespondsdirectly todirectly toassignedassignedsales repsales repvia emailvia email

and phoneand phone

Pre-contact

Post-contact

Lead Submitted

Clock Starts

7777ProcessProcess

PerformancePerformanceMetricsMetrics

ProcessProcessPerformancePerformance

MetricsMetrics

Sales Rep usesSales Rep usesCRM ApplicationCRM Applicationemail templatesemail templates

and telephone toand telephone torespond to leadsrespond to leads& schedule appt& schedule appt

ClockStops

4444Sales Mgr.LeadAssignment

3333

eBlueprinted OptimizedProcess

Sales Reps enterSales Reps enterALLALL contact info from Ups into CRM Applicationcontact info from Ups into CRM Application5555

SALES

eBusiness OfficeeBusiness Office

http://www.dealersite.com

Visits Site


Showroom ShowtimeSales

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INCREMENTAL SALESINCREMENTAL SALES

SALESSALES

4. Incremental sales and profits are the direct result of dealer integration of marketing strateg4. Incremental sales and profits are the direct result of dealer integration of marketing strateg

LEADS SOLD

Appointment Welcome BoardAgenda review upon arrivalVehicles Pre-selected & made ready for inspection & Test driveOnline Credit Pre-ApprovalDocumentation Pre-completedStreamlined Sales Process

Appointment Welcome BoardAgenda review upon arrivalVehicles Pre-selected & made ready for inspection & Test driveOnline Credit Pre-ApprovalDocumentation Pre-completedStreamlined Sales Process

DealershipDealershipVisitsVisits(Appt. Shows)(Appt. Shows)

DealershipDealershipVisitsVisits(Appt. Shows)(Appt. Shows)

results

SalesSales

PerformancePerformanceMetricsMetrics

Lead Management ProcessLead Management ProcessLead Management ProcessLead Management Process

Faster Response TimeEmails that set stage for Phone ContactProven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation Process

No-Show Follow-up Process

Faster Response TimeEmails that set stage for Phone ContactProven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation Process

No-Show Follow-up Process



Faster Response TimeEmails that set stage for Phone ContactProven Lead Management Process

Faster Response TimeEmails that set stage for Phone ContactProven Lead Management Process

SalesSalesResultsResults

SalesSalesResultsResults

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ent Welcome Boardview upon arrivalre-selected & made ready for inspection & Test drivedit Pre-Approvalation Pre-completed

ed Sales Process

nt Welcome Boardview upon arrivalre-selected & made ready for inspection & Test drivedit Pre-Approvalation Pre-completedd Sales Process

Dealership VisitsDealership Visits(Appt. Shows)(Appt. Shows)

Dealership VisitsDealership Visits(Appt. Shows)(Appt. Shows)

Proven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation ProcessNo-Show Follow-up Process

Proven Lead Management ProcessMultiple/Direct Customer ContactsAsk for & Schedule the AppointmentAppointment Confirmation ProcessNo-Show Follow-up Process LeadLead

ManagementManagementProcessProcess

LeadLeadManagementManagement

ProcessProcess

Email TemplatesAutomated Response/ReceiptAutomated Follow-up PromptsTargeted Broadcast EmailsDMS IntegrationReports & MetricsLead Provider ROI Reports

Email TemplatesAutomated Response/ReceiptAutomated Follow-up PromptsTargeted Broadcast EmailsDMS IntegrationReports & MetricsLead Provider ROI Reports

Tools &Tools &TechnologyTechnology

Tools &Tools &TechnologyTechnology


MetricsMetrics


MetricsMetrics

Detail OrientedOrganizedCRM Application SavvyCan Work Trade-In ValuationsCan Manage Quoting Prices that are in line with Pricing StrategyKnow the product and availability

Detail OrientedOrganizedCRM Application SavvyCan Work Trade-In ValuationsCan Manage Quoting Prices that are in line with Pricing StrategyKnow the product and availability

People &People &Pay PlansPay Plans

People &People &Pay PlansPay Plans


TIPS eBusiness TransformationTIPS eBusiness Transformation

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TRANSFORMATIONTRANSFORMATION RETURN ON INVESTMENTRETURN ON INVESTMENT

Interactive Web ServicesInteractive Web ServicesNew & Used InventoryNew & Used InventoryPhotos & PricingPhotos & PricingSales, Service & PartsSales, Service & Parts

Coupons & SpecialsCoupons & SpecialsService AppointmentsService AppointmentsOnline Credit AppsOnline Credit AppsAppraisal RequestsAppraisal Requests

TRAFFIC INTERACTIVEWEB PLATFORM

PROCESS SALES

Integrated Marketing StrategyIntegrated Marketing Strategy Regional Market AdvertisingRegional Market AdvertisingNewspaper/Print MediaNewspaper/Print MediaRadio/TV/Broadcast MediaRadio/TV/Broadcast MediaOutdoor/SignageOutdoor/SignageDirect MailDirect MailBroadcast EmailBroadcast EmailWeb Coupons & SpecialsWeb Coupons & Specials

Showtime!Showtime!Appointment Reception ProcessAppointment Reception Process

Review Visit AgendaReview Visit AgendaVehicle PresentationVehicle PresentationTest driveTest driveRevisit NumbersRevisit NumbersF&I IntroductionF&I IntroductionDeliveryDelivery

Pre-Selected Vehicles ready toPre-Selected Vehicles ready toshow, test drive and delivershow, test drive and deliver

Pre-Completed DocumentationPre-Completed Documentation

Streamlined Sales Process completed in less than 1.5 Hours froStreamlined Sales Process completed in less than 1.5 Hours fro

Automated Response that verifies receipt byAutomated Response that verifies receipt bydealer and sets up customer expectationsdealer and sets up customer expectations

Respond to ALL Leads in less than 30 minutesRespond to ALL Leads in less than 30 minutes

Quotes on 4 vehicles available for deliveryQuotes on 4 vehicles available for deliveryCall every customer to verify receipt of PriceCall every customer to verify receipt of Price

Quotes and set appointment to Test drive andQuotes and set appointment to Test drive andsee the differences between 4 quoted vehiclessee the differences between 4 quoted vehicles

Documented follow-up process that ensuresDocumented follow-up process that ensuresevery customer is contacted repeatedly in anevery customer is contacted repeatedly in anongoing and prescribed mannerongoing and prescribed manner



CRM Application Utilization

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LEAD

LEAD

LEAD

LEAD

LEAD

LEAD

LEAD

LEAD

.Herding Cats!

Managing CustomerLeads

Can Be Like.



What is the Value of Training?

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Imagine what would happen if he skipped trainingImagine what would happen if he skipped training

A - Turnout Helmet. NFPA Certified turnout helmet, completewith shell, face shield, neck protector and liner withadjustable headband and chinstrap. Available in white, yellowand red.B - Turnout Coat. Features include 260gsm, blue flame-resistant Nomex IIIA Rip Stop outer shell and Thermaliteinner liner quilted to aramid scrim.Two deep front pocketswith Velcro fasten flaps, silver reflective tape around thesleeves and hem, and zippered front with storm flap andexposed blast clips.C - Firefighter Gloves. NFPA Certified, structural fire fightingglove, made of leather and includes a moisture barrier.D - Turnout Overtrousers. Features include 260gsm, limeflame-resistant Nomex IIIA Rip Stop overtrousers with Probantreated inner cotton liner provided. Two deep front pocketswith Velcro fasten flaps, gold reflective tape around theankles and Velcro front fastener with press-studs and leatherbacking for attaching braces. Inner liner has Velcro tapes atthe waist and ankles to secure the garment to the inside of

the overtrousers.E - Turnout Boots Warrington Pro 2008. NFPA CertifiedWarrington Pro 2008 is a leather top boot with steal cappedtoes, Gore-Tex lining and pull on straps.Y - Style Braces (not shown). Red flame retardant webbingwith leather attachment tabs and leather backing.

Trained &Trained &QualifiedQualified

Untrained,Untrained,But has equipmentBut has equipment

Which of these two would you want to rely upon?Which of these two would you want to rely upon?

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Receipt that validatescustomers Inquiry

Process Improvement: Dealer eBusiness Strategy

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CRM Begins With FirstContact and ContinuesThrough the CustomerPurchase Cycle

customers InquiryOutlines eProcessSets up the customers

expectationsIs the lead from an existing Customer in DMS?Is the lead from the dealers web site?Is the lead from the OEMs web site?Is it a 3rd Party Lead Referral If so, from where?Lead Consolidation Review previous inquiriesCustomer Profiling; Name, Location, Model, EmailTargeted Vehicle Selection; Creating CuriosityLead assignment Matchmaker management process

Customers Should beContacted by PhoneWithin 1 Hour of sameBusiness Day to verify

receipt of price quotes,answer questions andArrange a Test DriveAppointment

Automatic eMailResponses

InternetSales

Process

Initial PhoneContact

eMail & PhoneFollow Up