fusion management briefs - issue 3

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BRIEFSEssential Insights for Automotive Professionals

FUSI

ON DECEMBER, 2012

Running An Effective Management Meeting That Drives Profit

Key Trends in Performance Management

How to be an effective Sales Manager

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ABOut usFusion Business Solutions is a performance-focused consulting group that offers a range of client solutions, including training, consulting and in-business coaching. We also operate a wholly-owned software division called Op2ma, which provides leading-edge web-based management and customer feedback tools. With our Head Office in Adelaide, Australia, we operate in most markets throughout Australia, New Zealand, the Pacific and Asia. We have offices in Melbourne, Sydney, Perth and Shanghai (China). Our philosophy is to offer our clients profit-enhancing solutions, which are both cost-effective and innovative. With the business and retail landscape becoming increasingly more complex and challenging, companies must adapt and change, or risk falling further behind. Our clients see an ever increasing need to enhance skills and processes such as pro-active financial management and employee performance management.

Sydney OfficeSuite 14, 1 Chaplin Drive,Lane Cove West, NSW 2066

Melbourne OfficeLevel 5, The Fawkner Centre, 499 St. Kilda Rd,Melbourne, VIC 9004

Perth Office45 Ventnor AvenueWest Perth, WA 6005

Head OfficeLevel 1, MTA Building83 Greenhill RoadWayville, SA 5034

uNitED KiNGDOM

RTS Consultants (UK) Ltd (Strategic Partner)The Old Clift House1 Langley Road,Chippenham, Wiltshire, SN15 1BPUnited Kingdoms

ChiNA

Shanghai OfficeRoom 1401, Building No.1,Lane 400 Tang Qiao Road,Pudong District, Shanghai 200127 (PRC)Telephone: +86-21 5138 3731E-mail: [email protected]

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RuNNiNG AN EffECtivE MANAGEMENt MEEtiNG

KEy tRENDs iN PERfORMANCE MANAGEMENt

hOw tO BE AN EffECtivE sAlEs MANAGER

As we know, many meetings are a waste of time but what is not immediately apparent is that they are a waste of money as well. The management meeting is one of the most costly event on any given work day; and the opportunity cost of having managers from different departments, away from work, in a meeting can run into thousands of dollars unless the meeting is carried out effectively.

Performance Management has become a vital component of Human Resource Management and Development in recent times. It has evolved from the old “annual appraisal” to an integrated, cloud-based management system capable of delivering real-time business intelligence on individual performance regardless of the size of an organisation.

Sales professionals who wish to be successful often aspire to become part of the sales management team. But mastering the challenges of planning sales strategies, recruiting and leading a team of sales people, and achieving sales outcome is often not as straightforward as it seems. In this article, we look at what are the qualities and attributes of an effective sales manager and how you can become one too.

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Running An Effective Management Meeting

that Drives ProfitAs we know, many meetings are a waste of time but what is not immediately apparent is that they are a waste of money as well. The management meeting is one of the most costly event on any given work day; and the opportunity cost of having managers from different departments, away from work, in a meeting can run into thousands of dollars unless the meeting is carried out effectively.

But what does an effective meeting look like? How do you know that the investment in time and resources to gather is worth it?

These meetings are conducted to drive profit.

How To Run PRoDucTivE MAnAgEMEnT MEETingS?A well-structured meeting makes effective use of management time, and should focus on planning for the next 30 days while reviewing what happened in the last 30 days. It should be fact-based and result-oriented. Here are some important tips on how to get the best out of your next management meeting:

• Issueareportonlastmonth’sresultsahead of the meeting so that managers can utilise their time in the meeting to discuss issues of value.

• Departmentmanagersshouldsubmita 1-page report ahead of the meeting coveringlastmonth’sresultsandidentifying the issues requiring action.

• Themeetingshouldbekeptasbriefas

possible, usually no more than 2 hours.• Detailedminuteswithactionable

tasks, with deadlines, should be recorded and allocated.

• Tominimiseinterruptiontooperations, conduct the meeting out of work hours, if practical.

• Anexternalindependentfacilitatormay be invited to formalise the process, chair the meetings, and ensure that the agenda is adhered to.

MEETing PRocESS AnD AgEnDA

Limit key performance indicators to 5 for eachdepartment.Departmentmanagersshould provide a 1-page report on these indicatorstotheDealerPrincipalpriortothemeetingwithaclear‘duedate’.Diagram1aboveprovidesasampleofadepartmental one page report.

» DIAGRAM 1

Department Service Month August Last 3 Months

Kpi June July August August +/- Target Target Total Labour Gross V Target 55,000 52,000 56,000 58,000 -2,000 Retail Labour Sales 60,000 62,000 59,000 64,000 -5,000 Effective Labour Rate 75.50 77.00 74.70 78.00 -3.30 (Total labour sales/Tech Hrs paid) Labour GP per tech V target 8,765 8,678 8,870 9,250 -380 Profit V Target 9,135 8,600 10,350 12,000 -1,650

Issue’s Action PlanRetail labour sales missing target All retails invoices <105% eciency to belast 3 months signed o by service manager before invoicingPre -delivery turn around has been Investigate the cost of after hour PD to avoid retailan issue on back of Junes sales labour mix being reduced following large sales months

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Ensurethateachdepartment’sreportis included in the meeting agenda or informationpack.Duringthemeeting,focusonreviewingthepreviousmonth’saction plan items, and identify what worked,whatdidn’t,andwhy.Theneachdepartment presents their action plans for the next 30 days, and identify their objectives and how they can be achieved. This allows the department managers to work together towards a common goal. It is important that interdepartmental co-operation is encouraged and facilitated during such meetings so that objectives can be met.

The Minutes of the meeting should be comprehensive, and include key action plan items, with responsibilities and deadlines clearly identified.

So what should we measure?

Big PicTuRE FinAnciAL HEALTH cHEcKSStart the meeting with a big picture financial health report of your dealership. This is indicated by the parameters below, and a good way to provide the background for the Management Meeting (Based on Industry Standards):

• Presentthetotalgrossprofitforthedealership based on per employee per month. This indicator should be greater than $9,000 per employee, per month.

• Presentthenetprofitforeachemployee per month. This should be greater than $1000 per employee, per month.

• Presentthetotalstaffexpenditure,salary & wages (Net of super, FBT, andPayrolltax).Thisshouldnotexceed 40% of your total gross profit (including F&I profit).

thE DEPARtMENts

nEw AnD uSED vEHicLES

Inventory is a major driver of dealership profitability, and the first report to be discussed should be aged inventory. Report on the value and number of units that have been in stock over 90 days. This should be presented and an amount assigned for “liquidation” since having excessive aged stock will ultimately impact profitability.

The performance of the sales team also plays a critical role in driving profit. Measuring and analysing the relative productivity of each sales person by identifying gross sales generated less their remuneration and on-costs, you can rank the sales team by profitability; rewarding top performers and working on those requiring training.

» DIAGRAM 2

Department PartsIssue Supply of bull bars for XTV vehicles

delayed, 6 waiting tment before delivery.Action Call all 6 customers to determine if happy

to take delivery and have bull bar tted at rst service?

Responsibility Sales Manager (John Smith)Finalise by: 23/7/2012 Department UsedIssue Turnaround time for inventory to be

workshop tested and detailed now averaging 8 working days – this is too long and causing issues. The issue is detailing, not service reconditioning.

Action Advertise for additional detailer online today. For immediate start.

Responsibility Used Manager / Service ManagerFinalise by: 23/7/2012

» DIAGRAM 3

MANAGEMENT MEETING PROCESS:

Submitperfomance

report prior tomeeting

Staff and HRissues

discussed

Manufacturerbonus

programmes

Managersreviews last

month’s actionplans

Managersdiscuss this

month’s actionplans

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Next, discuss the pipeline inventory for the dealership. What stock is coming in and what implications can we expect? Based on current sales run rates, what will this mean for our inventory position next month? For next quarter? Which vehiclescominginmaybeanissue?Dowe have used vehicles with values that are not in-line with the current market prices? Or declining sales for models that are arriving in the next shipment? Answering these questions, and taking relevant action ahead of time, will impact thedealership’sperformance.

Advertising and marketing spend must be an item on the agenda given the significance of this cost. You should have a comprehensive marketing plan in place and not just an overview. Report and discuss key components such as advertising, online and social media strategy and CRM expenditure.

Review sales incentive campaigns against progress, are you are on budget? Is your advertisingeffective?Doyouneedtoincrease or decrease investment for each campaign? Review the enquiry log against sales ratio, and determine the cost per lead source to ensure a fair return on investment against marketing expenditure.

THE FinAncE AnD inSuRAncE DEPARTMEnT

Primarily,wewanttobeabletoquantifyopportunity costs between current penetrations and income per contract against industry benchmarks. If we are below benchmarks, we want to develop plans and initiatives for an incremental 5% improvement. If we are above those benchmarks, we want to determine what we are doing right so we can do more of it.

Assuming we have a water-tight process that introduces all sales to the F&I department, any sales not introduced should be reviewed during the meeting. Why were these not introduced? Are there gaps in our process? How do we avoid or minimise such instances in the future?

Insurance is another key income generator so we want to focus on penetration and renewal rate. How can we improve both? How are we presenting

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our F&I products? What is the average “writing rate” compared to industry benchmarks.

Duringthemeeting,discussthelevelofincome paid to F&I Managers in the context of penetration rates and income per retail unit. The objective is to identify rate of return for individual managers so as to ensure an equitable but competitive compensation package.

THE SERvicE DEPARTMEnT

Duringthemeeting,presentanddiscussthe effective labour rate (Calculated as Effective labour rate = total labour sales ÷ technician hours worked). This is the true measure of the productivity and efficiency of your service department. You may have a “nominal” retail rate of $100 per hour, do you know what the department is producing for every hour paid to a technician? This is the most important profit indicator for the service department.

Present,inmonetaryterms,whatistheimpactofa5%increaseinGrossProfit,and then identify areas within the Service Departmentthatcandeliverthatgrowth.For example, you may have identified “Wheel Alignments”, as an opportunity, or a complimentary service health check for customers who have not returned for more than a year, the idea is to take practical steps to achieve your 5% goal.

To drive selling gross above 60% ensure that non-productive staff costs are in line withGrossProfitbeinggenerated,orreview open RO balances and report on any that may have been open for more than 5 days.

Another important area for the Service Departmentthevalueofre-workandunapplied time as a percentage of available hours and then convert it into “unsold retail hours”. For example, 20 unsold hours is equivalent to $600 in prime cost BUT is actually $2500 in lost profit if based on $125 per hour retail rate. Therefore, initiatives to reduce re-work can have significant impact on profitability.

Finally,theServiceDepartmentshouldalso report on upsell performance. Items such as wiper blades, alignments, light and bonnet protectors, dent repairs can add significant profit to your bottom line, and since the customer is already here for the service, these are additional profit opportunities with little or no cost to implement.

Note: Always present labour sales on per day basis for the month against sales targets, and review each service advisor on labour sales per day against targets. This is an effective way to track progress and productivity at the same time.

THE PARTS DEPARTMEnT

The parts department should focus by reporting the following:

•Whatisworkshoppartssalestoretaillabour sales ratio and how does this compare to the target? Also, quantify, in monetary terms, what a 5% increase can do for the dealership. This is an excellent way to provide context to the effort that you will require from your team.

•Whatisthevalueofpartsinventory

over 45 days old? Stagnant inventory is a negative indicator and, if not monitored, can balloon into a huge problem. Initiatives to reduce stagnant inventory should be presented and discussed during the meeting.

•ProvidealistofwholesalecustomerswithGrossProfitbelow18%andwhat is generated in dollar terms against the overall cost of servicing each of these customers.

•Reviewprofitabilityoftop20wholesale parts customers since these tend to have the greatest impact on overall profits.

•Splitthecostsofoperatingawholesalebusiness and allocate it to wholesale gross so as to focus on maintaining the requiredGrossProfit(inpercentage)to make the department profitable.

•Duringthemeeting,reviewallmanufacturer programs and progress, quantifying the value in monetary terms for each.

REviEwS

Finally, review all manufacturer and supplier incentives and identify our progress towards these incentives. This is to ensure that we have maximised profit opportunities for these programmes.

Each department should also discuss staff-related issues, especially employees requiring help or attention, and getting feedback from other managers on their interactions with these staff. Ω

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Key trends inPerformance Management

PerformanceManagementhasbecomea vital component of Human Resource ManagementandDevelopmentinrecenttimes. It has evolved from the old “annual appraisal” to an integrated, cloud-based management system capable of delivering real-time business intelligence on individual performance regardless of the size of an organisation.

This trend also suggests that as companies leverage on technology to manage all aspects of their business, performance management systems will play a pivotal role in helping them gain a competitive advantage. This article outlines several characteristics of automated performance management systems as a strategic business tool.

REDEFining PERFoRMAncE MAnAgEMEnT

In a process that had remained static for the past 4 to 5 decades, performance management for most companies consisted mainly of an annual appraisal. The view of managers was that it was a process that they had to complete, and deliver to the management team, to

account for the contributions of their department or teams.

This view is now replaced with the recognition that, performance management is a strategic tool that everyone in an organisation uses to achieve individual and collective goals. It is no longer a costly and cumbersome chore but a necessary component for maximising results and performance. This change in both outlook and application is made possible with information technology which provides all key elements of a management system at a fraction of what it previously cost. It also allows organisations to achieve the following:

ALign inDiviDuAL goALS with organisational goals. This ensures that every employee is aware of his or her role in the overall plan, and actively contributes to the success of the company in measurable ways. This was previously impossible to achieve for manual appraisal systems because one of the limitations of manual systems was that employees’goalswereusuallynotclearly

defined or measurable, making appraisals mostly subjective and bias.

SET inDiviDuAL DEvELoPMEnT objectives. In manual systems, it was costly and impractical to effectively monitor hundreds, or thousands, of development plans. This led to a general lack of accountability for individual performance which was disconnected from the overall organisational goals. With automated performance management systems, managers are more inclined to set individual goals for employees simply because it is now possible to monitor multiple development plans in real time.

PRoviDE MAnAgERS wiTH LIVE updates on performance indicators. Manual systems could not provide managers with the means to analyse the data collected during appraisals, much less measureemployees’performanceagainstorganisational goals. The manual data crunching and paperwork involved made it almost impossible to achieve anything meaningful within a realistic timeframe. Now, reports can be generated instantly, and complex indicators built in real-time

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without human intervention, making the task of analysing performance significantly more productive.

PRoviDE MuLTiPLE ASSESSMEnT methods. Automation also made it possible for managers and HR staff to use and develop multiple assessment methods and frequencies to obtain the best view on the performance of individual employees.

These assessments can be customised according to the role of the individuals or the demands of the business, including reviews which measures organisational and job related competencies, project-related activities, ability to meet business and development objectives, and behavioral and personality type indicators.

PerformanceManagementhaschangedso much that it now receives greater buy-in and participation from managers and employees. Most of all, it allows companies to align overall organisational goals with individual or departmental goals, creating breakthrough improvements for the whole team.

conTinuAL PERFoRMAncE REviEwThe shift from traditional annual appraisal to a more holistic approach of continual performance management is also made possible with automated systems. This approach allows managers and employees to record performance issues and achievements, in real time, throughout the year, building a data base of facts and events to form the basis of the face to face review.

When the time comes for the review, both manager and employee have comprehensive records of achievements and areas identified for further development and coaching, allowing them to meet with data and history to draw on to complete the review. A performance rating can then be achieved based on facts instead of memory or opinions, and the employee receives an objective review that he/she is more likely to accept.

This ability to capture and access this information instantly is invaluable to the effectiveness of the performance management system. It promotes collaboration and dialogue between managers and employees, and helps ensure that they are both in the process, and are on time, to meet specific goals.

cHAnging FocuS FRoM joB DEScRiPTionS To woRK AcHiEvEMEnTSWhere in the past, appraisals were conducted basedontheemployee’sjobdescription,HR and Managers can now use automated performance management systems like Revuu to drive improvements and determine performance targets based on goals and achievements.

Organisations are beginning to realise that relying on a job description as the only benchmark for measuring performance cripples their ability to build a highly talented and motivated team. Job descriptions are usually static; and given the pace that employees need to adapt to changing demands, they rarely reflect the actual requirementsfromanemployeeintoday’s

changing business environment. Moreover, there are other components such as activities, competencies, behaviours, and personal development that are not usually defined in a job description.

LowERing coSTS Previousversionsofperformancemanagement systems were mostly designed as standalone software programmes running on individual workstations. These required massive administrative input, especially for large organisations with multiple locations. HR departments spent many hours handling data entries and crunching numbers to generate reports. Changes made in one system do not update automatically in others, and ensuring accuracy becomes a real challenge.

With cloud-based performance management applications, organisations can now integrate multiple systems like payroll, training records and operations onto a single platform. This reduces costs substantially, allowing the HR department to focus on supporting the organisation in strategic issues such as meeting legislative compliance and talent management.

PERFoRMAncE MAnAgEMEnT BEcoMES A STRATEgic TooL Automated performance management systems are fast becoming an important component in helping organisations achieve strategic objectives. By enabling companies to alignindividualemployee’sgoalstocorporategoals, and to measure these goals in real-time, many are beginning to view this relationship

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as THE means to achieve breakthrough results in performance. Companies also see this as a more effective way to direct and manage human resources.

iMPRovE EMPLoyEE MoRALE AnD RETEnTion

Having identified automated performance management systems as a more effective way of managing staff, organisations are also seeing vast improvements in employee morale and retention. No longer regarded as just “factors of production”, employees are now “Internal Customers”, and as customers, they need to be engaged and motivated to make meaningful contributions.

In a business environment where there is no real barrier to entry, the only sustainable competitive advantage is the pool of human

resource talents that an organisation is able to attract and retain. Automated performance management systems not only support compliance with regular reviews and development planning, they also go a long way to ensure that your most valuable assets are kept motivated and productive over time.

SuccESSion PLAnning

Automated performance management systems generate data that can be used in implementing systematic succession planning,enablingtheHRDepartmentto identify potential candidates for accelerated development.

These employees can then be put on mentoring programmes to prepare them for leadership roles in key positions. From the perspective of the employee, the organisation is seen to be actively developing his or her career path. This

Sales professionals who wish to be successful often aspire to become part of the sales management team. But mastering the challenges of planning sales strategies, recruiting and leading a team of sales people, and achieving sales outcome is often not as straightforward as it seems. In this article, we look at what are the qualities and attributes of an effective sales manager and how you can become one too.

how to be an effective sales

Manager

builds loyalty while ensuring continuity for key positions within the organisation.

concLuSion

As performance management progresses from annual appraisals to cloud-based integrated management platforms, organisations looking for sustainable competitive advantages will rely more and more on these to build and retain their pool of talent. They will use these to drive performance in a predictable and consistent manner to achieve business objectives.

For managers and employees entrusted with delivering breakthrough results, performance management systems will ensure that they apply themselves against clearly defined goals that are closely alignedtothecompany’sstrategy.Ω

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DiSTinguiSHing QuALiTiES & KEy cHARAcTERiSTicSTosucceedintoday’sbusinessenvironment as a sales manager, it is necessary to look beyond sales figures and net profits.

Effective sales management is measured by the following factors:

•Aflourishingandprosperingsalesforce

•Acustomerbasewhichissatisfiedbeyond expectation

A sales team, managed by a great sales manager, will not only be consistently productive, but is easier to retain and more loyal in the long term.

DiSTinguiSHing QuALiTiES oF A gREAT SALES MAnAgER

Effectively motivating and leading a team to achieve the goals and objectives of the organisation are the hallmarks of a great sales manager. Sales management at its best is twofold, and seemingly contrary:

•Itexecutescommandintention:Enforcing strict instructions to produce the results that ownership and management need.

• Itqueriestheorders:Questioningand even challenging instructions

that may prevent achievement of sales goals.

Authority is a clear sign that a Sales Manager is doing his/her job well, but the use of that authority must lead to respect and not contempt. Correction of poor attitude in sales staff is completed with skill and understanding, with the firmness and level of authority corresponding to the circumstances of the situation.

A good sales manager is continuously improving, becoming more knowledgable and effective over time, using experience and knowledge to help their team succeed.

Setting achievable but challenging goals, and doing everything possible to ensure that the team reach, or exceed those goals is the mark of a great sales manager.

KEy cHARAcTERiSTicS oF ToP PERFoRMing SALES MAnAgERS

The effective sales manager is not necessarily the best sales person; in fact, his or her role must extend beyond selling in order to be successful. The skills required for multiple roles make this challenging for most to excel.

THE MoTivAToR is an inspirational figure who will rally the sales force at times

of discouragement. He/she will have an in depth understanding of what motivates each member of the sales team, and will use that knowledge to inspire when needed. Effective sales managers recognise that monetary incentives alone cannot make a great sales team. The ability to keep going during difficult times is what makes a great sales team.

THE (PERFoRMAncE) MAnAgER is about accountability. He/she holds the sales team, and themselve, accountable for performance. The manager makes no excuse for poor performance; he/she measures and analyses key data to identify what caused roadblocks, then remedies them to bring performance back on track.

THE coAcH Is also the knowledge bank that supports the sales team. Beyond teaching, coaches help the team learn, and challenges them to constantly improve while allowing room for failure that helps drive growth. They do not help by taking over the job of the sales team but help them to succeed in what they do.

THE MEnToR, unlike the coach, focusus on the career and personal growth of each team member. The mentor provides long term support for sales staff to achieve their dreams at work, and maybe even

BEFoRE you ARE A LEADER, SuccESS iS ALL ABouT gRowing youRSELF. wHEn you BEcoME A LEADER, SuccESS iS ALL ABouT gRowing oTHERS. — jAcK wELcH

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outside work too.

THE REcRuiTER is focused on identifying talent. He/she actively networks with clients, prospects and even competitors to locate and recruit the best talent for the company. By being proactive, a reserve list of possible candidates is always available when any staff leave.

The effective sales manager should spend 80%ofhisorhertimeontheserolesifhe or she is to have an effective impact on sales results.

THE MAKing oF A SALES MAnAgER

There is a difference between good sales managers and the really great sales managers. The great ones stand out from the crowd, are easily identified, and are head hunted regularly. In a recession, they not only keep their jobs, they thrive.

MEDiocRE SALES MAnAgER

• Focuses only on numbers• Enforcesactivityrates• Bullies and replaces staffs on whims. • Suffers high turnover rate• Has poor customer satisfaction

An effective sales manager is aware that numbers are important, but

recognises that a good sales result is the consequence of effective team management.

EFFEcTivE SALES MAnAgERS...

• Makesurethattheteamachievestheirgoals.

• Has low turnover rate• Attacts the best people• Enjoys high level of customer

satisfaction• Enjoys low costs of sales• Ensure that effort corresponds with

reward• Solve problems instead of create them • Providesupportandhelpwhen

neededThe effective sales manager creates such a workplace, making it conducive to growth and performance.

concLuSion

The effective sales manager is a composite of experience, personality traits, skills, and attitudes. He looks to the betterment of their team.

They motivate and nurture the team while always on top of their performance. They expects excellence and achievement and are helpful at all times. They command respect and earn loyalty. Nothingisachievedby‘luck’buteffectiveplanning and effort. Ω

op2ma is a division of Fusion Business Solutions that creates web-based business intelligence and performance management tools. op2ma seeks to apply technology to well-defined business processes and strategies built on industry best practices. op2ma provides solutions that are based on measurable outcome and actionable reports. It is a consequence of applying technology to the right business process to achieve results.

As a government-accredited Registered Training Organisation (RTO 40042), Fusion has delivered high quality training to individuals and small and large businesses alike since 1999.With strong industry connections, Fusion Business college has a clear understanding of the training and skills required for ‘real world’ success. We are committed to delivering nationally accredited courses that give you the qualifications and knowledge you need to excel in your chosen career or industry.As a student with Fusion Business college, you will have the opportunity to participate in vocationally focussed training that’s recognised nationally under the Australian Qualifications Framework. If you’d like to know more about how we can help you enhance your careers prospects, or you’re ready to get started with a training course to advance in your current role, contact our consultants today to discuss your options.

Fusion Performance consulting is the dealer consulting division of Fusion Business Solutions. It is focused on growing dealer profit, customer retention and employee skills. Our clients include major blue-chip automotive companies and dealers. Fusion Performance consulting offers innovative solutions using a combination of benchmarking, in-dealership coaching and leading-edge technology.Ri-Focus™ is Fusion’s proprietary performance consulting solution that integrates the following into one cohesive strategy: Reporting, Problem-solvingBenchmarking, and Action Planning and implementationAt Fusion Performance consulting, we offer our clients a complete suite of services that caters to the specific needs of your organization, always focusing on delivering the desired outcome and results initiated.

Maximising Performance

PERFORMANCE CONSULTING

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fusion management briefs - issue 3

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