ring ring sales presentation feb 2013
DESCRIPTION
The telephone is the most used and under performing area of most dealerships. We can remedy that for you.TRANSCRIPT
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE 1
How Can I Generate More Profit?
Control the flow of customers coming into your Dealership…
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE
Generating Traffic to the Store
Spend More in Advertising
1.Immediate Response2.Targeted
1.Temporary2.Lower ROI3.Larger Target Area – has less “Loyalty” (Repeat buy or service opportunity)
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Become more effective with what you already
have1.Domination of PMA2.Develop Repeat Customers3.Condition Customers for return visits and referrals4.Increased Service Business5.Greater ROI
1.Upfront training time and expense
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE
Areas of Opportunity
1. Increase Closing Percentagea) On First Visit Floor Trafficb) On Internet Leadsc) On Phone Calls
2. Increase number of “Be-Backs”3. Increase number of “Referrals”
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© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE
What is the easiest way to reach people?
By Phone!1.People answer calls, texts, and emails all from their phones.2.Developing World Class skills on the phone, will be what determines profit or loss for each store.3.#1 complaint by Customers regarding their service appointment was “Excessive attempts and time spent on the phone when they finally got someone to answer”*
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* Data taken from Toyota Survey of low CSI customers for services performed in 2012
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE
Performance / Accountability
How are you currently measuring telephone performances?
Do you know how many sales calls your receiving on monthly basis?Service callsParts InternetOthers
Who is responsible for listening to those phone calls? (for each department)
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Data Accumulation
20 years and over 17,000 phone calls have been monitored and analyzed to determine the most effective way to gain trust and build rapport, while
achieving the goal of a shown appointment in the showroom.
Here is what we found…
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ReceptionTypical scenarios when calling a dealership…
Poor “first impression” created by
receptionist – multiple rings
Long hold times
Multiple transfers
Voicemail instead of a live person
Staff that is not trained to answer your
questions
Staff that are often rushed, unprepared and
untrained – very reactive!!
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The Sales Department
87% of sales consultants did not control
the conversation and used no specific
strategy just “Wing It”.
70% of sales consultants did ask for the
appointment and only 17% where
successful in getting an appointment.
82% quoted discounts, payments or price
on trade when asked.
47% did not ask for a telephone number
24% where successful in gaining a phone
number.
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The Service Department 77% attempted to diagnose the vehicle over the
phone rather than set an appointment
67% of did not ask for the appointment.
89% quoted prices higher than independent shops
and did not sell the value of the dealership
94% did not ask for an email address
57% told the caller to “just bring it on in” versus
scheduling a solid and specific appointment.
Long hold times before the call is answered – lower retention
Staff that has not been trained on specific strategy
Not asking for the business (order takers versus sales professionals )
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Parts Department
55% answered the phone… “parts hold”
94% did not ask for the sale.
37% of calls kept the caller on hold for
more than 3 minutes.
97% did not sell the value of the part or
the dealership… “genuine factory parts,
specifically designed and engineered
for your vehicle”
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What holds you back? Telephone interaction for some
employees can be as much as 75% of
what they do in an 8 hour work day.
Many of these employees receive little
or no initial training and spotty, if any
continuous training.
This leads to...
Lost opportunities in sales, service and parts. $
$$
Inconsistent interaction with clients; leads to
lost business and lack of loyalty. Diminishing
your customer base.
Lower employee morale and lack of happiness.
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What holds you back?
No written phone processes in
place. Employees not trained on
these phone processes and
systems.
“Tribal training” is the usual
process for training new hires.
No inspection process in place in
order to measure, monitor, grade
and score employees performance.
No continuous training to
reinforce best practices and build
employee skills.
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Successful Usage of the Phone
Some examples of Outstanding vs. Average performance
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How much money is the typical dealership loosing?
Sales Opportunities: The difference between
Outstanding and Average
IB Sales Calls
Name & Number 450 90% 240 40%
Appointments Set 310 62% 170 34%
Show s to Call ratio 165 33% 68 14%
Show s to Appt Set ratio 165 55% 68 40%
Sold to Appt Set ratio 74 45% 31 45%
Sold to Total Calls ratio
500
14.8%
500
6.2%
3434 additional sales for every 500 inbound sales opportunities!
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE
Longo Toyota
Case Study -Inbound Sales Calls – CallRater™
IB Sales Calls
Name & Number 470 94% 270 54%
Appt Set 315 63% 195 39%
Show s to Call ratio 184 37% 85 17%
Show s to Appt Set ratio 184 58.4% 85 44%
Sold % Per Appt Set 86.5 47% 40 47%
Sold % Per Total Calls
500
17.3%
500
8.0%
Before and After statistics – Inbound Sales Calls
4747 Additional sales per 500 phone calls!!!!!
Based on 500 Phone Ups: After CallRater Before CallRater
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE
Norm
Reeves Honda - Case Study
IB Sales Calls
Name & Number 445 89% 230 46%
Appt Set 295 59% 155 31%
Show s to Call ratio 165 33% 85 17%
Show s to Appt Set ratio 165 55.9% 85 44%
Sold % Per Appt Set 62.7 38% 30 35%
Sold % Per Total Calls
500
12.5%
500
6.0%
Before and After statistics – Inbound Sales Calls
3232 Additional sales per 500 phone calls!!!!!
Based on 500 Phone Ups: After CallRater Before CallRater
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Who’s Calling you? Inbound Phone Traffic
► Schedule a reservation
► Inquire about a specific service or
repair (mailer, coupon or e-mail)
► Shop you on price
► Check on the status of the vehicle
► Get advice about their vehicle
► Speak with their Service Advisor –
general questions
Today’s service departments receive
as many as 200 – 500 200 – 500 calls per day to:
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Missed opportunities in the Service Department
► Appointments = 25% -35%
► Status checks = 20% - 35%
► Calls on services / general questions= 15% - 25%
► New opportunities = 7% - 15%
The average Service Department receives as many as 300 phone calls per day.
What percentage of those calls are “new opportunities”?
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Lost opportunities in Service
Average # of inbound service calls = 150 / day
(New opportunities = 7% - 15%)
150 x 7% = 10.5 / day
Average RO for ________ store is = $150.00
Converting at just 50%= 5 new / day
New revenue per day ($150 x 5)= $ 750 / day
Monthly revenue (25 x $750)= $18,750.00
First visit revenue from new customers= $225,000.00
Annual revenue from new (2 visits) =
$450,000.00
What not converting “new opportunities” is costing you!
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How to improve client interaction via the telephone.
Establish ways of measuring employee performance. establish all of the areas that can be measured - Inbound sales calls - inbound service calls, inbound parts calls, receptionist,
cashiers, F & I What are the key metric for each one of these positions?
Number of appointments createdGraded phone calls for each departmentspot check the lead follow up in the CRM
Tracking these departments - spot checking and scoring their inbound phone calls.
Conduct training weekly for all employees that handle the telephone on a consistent daily basis
Play graded phone calls to employees. Provide coaching on areas of improvement Offer incentive for those top performance employees Track progress by using the CallRater system.
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE 21
The basic concept of CallRater
Call Monitoring, Reporting and Employee Training
CallRater, is a service that monitors inbound customer phone calls and grades your staff’s performance based on criteria that you define.
We also send alerts whenever a call is mishandled and
provides daily and monthly reports to dealers.
Hot Alerts that can be sent by text and / or email to managers to alert them that an opportunity may be missed or a customer lost forever based on a phone call that was reviewed.
Dealers receive a “Hot Alert” that are sent to the
management team via Text and Email whenever there is a time sensitive customer issue. .
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Easy to view dashboard
© Blueprint Enterprise, Inc. 2005 -2007 All rights reserved. 877.925.BLUE
What level of support do you need?
Platinum1.Call Rater2.Management Training3.Sales Dept / BDC training4.Service Dept /BDC training5.Monthly Ongoing Follow Up training/coaching
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Gold1.Call Rater
2.Management Training
Or2.Sales Dept / BDC training
Or2.Service Dept /BDC training
Silver1.Call Rater2.Manager access to monitor, coach, and record activity3.Monthly On Going Follow Up and Review