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© 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant

In order to assist you in determining the volume of staff you will need, and the types of infra-structure required, the following formula is to be used as a guide.

BDC Hours of OperationDecide on hours your BDC will be open. We recommend that the BDC is open duringnormal business hours.

Based on the above, what hours would you like your BDC to be open?

__________ am to __________ pm Days: _______ Total hours to be open: _______

(A) Incoming Phone CallsOne BDC Coordinator can handle an average of 30-50 incoming calls in one typical eighthour day. Based on the hours you would like your BDC to be open, allowing for busy timesof the day, how many Incoming Phone Coordinators will you need?

My Incoming Call volume is __________ per month ÷ days open = __________ # calls/day

# calls/day __________÷ 40 __________# Coordinators __________

Incoming Phone Coordinators required

In a typical month:(B) Internet Lead VolumeOne non-selling BDC Internet Coordinator can handle an average of 150 incoming leads permonth. The volume drops to 60 per month when the Coordinator also functions as theSalesperson and works the deal from beginning to end. Based on your incoming InternetLead volume, how many Internet Coordinators will you need?

My Internet Lead volume is __________ per month

# Internet Leads __________÷ 150 __________# Coordinators __________

Internet Coordinators required

BDC Staffing Needs

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Center Business Development 113 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant In order to assist you in determining the volume of staff you will need, and the types of infrastructure required, the following formula is to be used as a guide. BDC Hours of Operation Decide on hours your BDC will be open. We recommend that the BDC is open during normal business hours. Based on the above, what hours would you like your BDC to be open? __________ am to __________ pm Days: _______ Total hours to be open: _______ (A) Incoming Phone Calls One BDC Coordinator can handle an average of 30-50 incoming calls in one typical eight hour day. Based on the hours you would like your BDC to be open, allowing for busy times of the day, how many Incoming Phone Coordinators will you need? My Incoming Call volume is __________ per month ÷ days open = __________ # calls/day # calls/day __________ ÷ 40 __________ # Coordinators __________ Incoming Phone Coordinators required In a typical month: (B) Internet Lead Volume One non-selling BDC Internet Coordinator can handle an average of 150 incoming leads per month. The volume drops to 60 per month when the Coordinator also functions as the Salesperson and works the deal from beginning to end. Based on your incoming Internet Lead volume, how many Internet Coordinators will you need? My Internet Lead volume is __________ per month # Internet Leads __________ ÷ 150 __________ # Coordinators __________ Internet Coordinators required BDC Staffing Needs

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(C) RTCM/RCL Lead VolumeOne non-selling RTCM/RCL Phone Coordinator can make 80 outbound dials per day.Assume an average of 20 contacts when the Coordinator speaks to the Customer and anadditional 20 Customer call backs from messages. It takes an average of four dials toconnect with the Customer in order to schedule and appointment.80 dials per day x 5 days = 400 dials per week, or 1600 per month.It takes an average of four attempts to connect with the Customer, 1600 divided by 4 = 400Customer contacts per month. Based on your available RTCM/RCL lists and any additionallists (such as your DMS, service department, etc.) you may have, how may OutboundRTCM/RCL Phone Coordinators will you need?

My Sold Follow-up volume is __________ per month(RTCM+RCL+last month sales)

# RTCM/RCL Customers __________÷ 400 __________# Coordinators __________

RTCM/RCL Phone Coordinators required

Taking the three Process above, add up the number of BDC Staff you will require.

Total BDC Staff required (A + B + C)

InfrastructureBelow are some infrastructure guidelines. Please keep in mind when selecting your facilitylocation that you will want to plan for future growth. Also, keep in mind that every dealershipfunctions differently and has unique ideas as to their vision of the perfect BDC.

Facility and EquipmentRoom Size Recommendations: As a rule of thumb, allow 20 sq. ft. per person.

Per person you will need:• Desk/Cubicle• Chair• Computer• Phone• Phone headset

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• Oversee daily operations of BDC Department

• Recruit and train BDC Coordinators

• Download Customer lists from Ford and other sources into CRM Solution

• Download Customers from DMS on a regular basis

• Run daily/weekly/monthly BDC Department reports according to pre-determinedmetrics and track results

• Prepare individual Call Results Report for each Coordinator for measurement

• Record and listen to actual Customer/Coordinator calls

• Train Coordinators through reviewing recorded and live call conversations and outcome

• Determine Customers to contact based on current marketing initiatives

• Review performance and develop improvement actions

• Interface with other Department Heads

• Participate in Dealership Management meetings

BDC Manager Job Description

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• Answer all incoming phone calls according to script and schedule a sales appointment

• Log all Customer comments into CRM Solution

• Schedule follow-up contact if no appointment is made

• Contact Customers using scripts in CRM Solution to schedule appointments forSales and Service

• Confirm scheduled appointments

• Post scheduled appointments on appointment board in BDC

• Reschedule no-show Customer appointments

• Follow-up with Sales Department to determine if appointment was kept and the outcome.Schedule future contact as needed

• Purify and update Customer changes in database

• Generate letters, postcards, and emails according to a pre-determined timeline toautomatically schedule follow-up reminders for next contact

• Contact Customers based on current marketing initiatives

• Respond to Customer website requests

• Contact Internet Customers via email and phone to schedule a Sales appointment

• Follow-up on Internet Customer emails according to a pre-determined timeline

• Notify necessary departments when an appointment is scheduled

• Print a Strategy Worksheet presentation for a Customer appointment

• Print Customer presentation based on appointment type

• Forward any Customer concerns to correct Departmental Manager and follow-up

BDC Coordinator Job Description

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BDC CoordinatorThe following assumes a Full-Time BDC Coordinator working 40 to 50 hours per week generating 40 SalesAppointments and 20 Service Appointments per month that are kept. Appointments can be generated throughIncoming Phone Calls, Internet Leads, and Sold (RTCM/RCL) Follow-Up calls. Assume that a 50% closing ratioresults from the appointments at an average gross of $1,000.00 PVR and and average Service R.O. of$250.00.

Hourly wage + bonus per appointment kept + bonus for every sale that resulted from a BDCappointment - $8.50 per hour + bonus for each appointment kept that is logged into the CRM tool +$15.00 bonus per sale generated

• $8.50 per hour x 40 hours = $340.00 x 4 weeks = $1,360.00• $10.00 x 40 appointments kept = $400.00• $15.00 x 20 sales generated = $300.00• Total: $2,060.00 per month• Annual: 26,080.00

Hourly wage + bonus per appointment kept + Team bonus for Sales and Service revenue generatedfrom a BDC appointment

• $8.25 per hour + $5.00 per appointment kept + 1% of the Sales and Service revenue generated through BDCappointments that is shared by the BDC Team equally

- $8.25 per hour x 40 hours = $330 x 4 weeks = $1,320.00- $5.00 x 40 Sales appts kept + 20 Service appts kept = $300.00- 20 Sales generated x $1,000.00 PVR x 1%= $200.00- 20 Service R.O.s generated x $250.00 per R.O. x 1% = $50.00- Total: $1,870.00 per month- Annual: $23,760.00

Hourly wage + bonus per Reconnect Information completed + bonus per appointment kept

• $7.75 per hour + $3.00 per customer reconnect information logged into CRM Solution including completedsurvey + $5.00 per appointment kept

- $8.25 per hour x 40 hours = $330 x 4 weeks = $1,320.00- $5.00 x 40 Sales appts kept + 20 Service appts kept = $300.00- 20 Sales generated x $1,000.00 PVR x 1%= $200.00- 20 Service R.O.s generated x $250.00 per R.O. x 1% = $50.00- Total: $1,870.00 per month- Annual: $23,760.00

Hourly wage + bonus per Sales & Service appointments kept + “Jumpstart” bonuses held through themonth as additional incentive

• $10.05 per hour + $5.00 per Sales appointment kept + $5.00 per Service appointment that results in an R.O.+ periodic Jumpstart bonuses (see below)

- $10.00 per hour x 40 hours = $400 x 4 weeks = $1,600.00- $5.00 x 40 Sales appts kept = $200.00- $5.00 x 20 Service appts kept = $100.00- Total: $1,900.00 per month

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BDC Pay Plan Suggestions


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The purpose of “Jumpstart” bonus is to add variety and fun to the department while drivingour main goal, which is scheduling firm appointments that stick. The competitive nature ofthe Coordinators creates electricity within the office and avoids the chance that the bonusjust becomes part of the daily pay play. To be most effective, this “Jumpstart” bonus shouldbe changed often and appear on random days.

• $10.00 bonus for the first appointment set for the day

• Scratch-off lottery ticket for every appointment that was scheduled that comes in today

• Double Appointment Bonus Day - For every appointment scheduled today that keepstheir appointment - double their regular bonus

• $1.00 for every verifiable email address obtained. We verify that it is correct by emailingthe Customer and Appointment Confirmation, Reconnect Thank You, or other emailcommunication

• $20 bonus for first Coordinator to schedule 5 appointments on Thursday for Saturday

• Movie Theater Cash - $1.00 for every Customer who calls back from a message thatwas left. If the callback results in an appointment, $5.00 Movie Cash total

Jumpstart Bonus Ideas

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The purpose of “Jumpstart” bonus is to add variety and fun to the department while drivingour main goal, which is scheduling firm appointments that stick. The competitive nature ofthe Coordinators creates electricity within the office and avoids the chance that the bonusjust becomes part of the daily pay play. To be most effective, this “Jumpstart” bonus shouldbe changed often and appear on random days.

• $10.00 bonus for the first appointment set for the day

• Scratch-off lottery ticket for every appointment that was scheduled that comes in today

• Double Appointment Bonus Day - For every appointment scheduled today that keepstheir appointment - double their regular bonus

• $1.00 for every verifiable email address obtained. We verify that it is correct by emailingthe Customer and Appointment Confirmation, Reconnect Thank You, or other emailcommunication

• $20 bonus for first Coordinator to schedule 5 appointments on Thursday for Saturday

• Movie Theater Cash - $1.00 for every Customer who calls back from a message thatwas left. If the callback results in an appointment, $5.00 Movie Cash total

Jumpstart Bonus Ideas


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BDC Staffing Case Studies

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Recruiting and Interviewing BDC Staff

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When recruiting new staff for your BDC, it helps to understand what's important.

In addition to the skills and characteristics listed below, what do you feel is important for asuccessful BDC staff member?• Phone skills• Detail oriented• Organized• Computer literate• • • • • • •

Where can you find people who would succeed in the BDC?


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Fast-growing automotive group seeks a Business Development Coordinators to handleincoming phone calls and contact existing Customer base by phone, mail, and email tomaintain and increase Customer loyalty. Applicant must possess the following skills:

• Must type 50 wpm

• Minimum two years direct Customer service experience

• Must be able to work flexible hours

• Successful telephone skills

• Extensive computer skills

Compensation includes hourly wage plus bonus and benefits.Interested applicants should email resume with phone number to BDCFord.com

BDC Coordinator Advertisement


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• Preparing your Help Wanted Advertisement

• The significance of content that is proven to produce application results

• Applicant interview selection - Targeted hiring objectives

• How to manage applicant expectations

• Interview questions and format - Telephone

• Interview questions and format - Face-to-face


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• Using a new-hire kit to set expectations and requirements

• Building a training blueprint

• Using process maps to effectively train

• Streamlining the training process with Ford and vendor resources

• Training for:- Incoming Sales Call- Internet Lead Management- Sold Follow-Up

Hiring and Training

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• The critical skills set

• Creating a training M.A.P. (management action plan)

• Training resources

• The BDC staff training action plan

• Implementing ongoing BDC staff training M.A.P.s

Training and Coaching the BDC Staff

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Our job as coaches is to get our players to do what they don't want to do so they canaccomplish what they want to accomplish.

Who is accountable for:• Using scripts• Providing metrics• Making the confirmation call• Appointment outcome call

Can the BDC identify the coordinator's strengths and areas for improvement?

Does the training help close the gap between where we are now and where we want to be?

Does the pay plan and job descriptions drive our goals?• More quality appointments• More appointments kept• More sales

Training and Coaching the BDC Staff

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