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Death By Response: You Lost Me At Hello!

Let's take a moment to ignore the store front, avoid the showroom,
shed technology and just get back to being human. Do you know how to
talk and carry a conversation? Well, if you judge that by much of the
email and phone communication going on at automotive retail, you'd be
left with more questions than answers.

Face it, we have a lot
of room to grow when it comes to 'inviting' the public to car
dealerships. Oh sure, they'll continue to come when they have to buy.
They will find somewhere and someone to buy from. But the fact that most
of you had an easier time asking your first date out, shows we still
have issues when it comes to how to engage a person that wants to
buy!

Many people shrug off their verbal and written skills
when they can deliver a fair amount of cars each month. When lean times
come, they'll blame everything but the water cooler (maybe some will
actually blame the Sparkletts man) rather than look at their own
communication.

So here's a 4-step recovery program that should
help you (who needs 12 steps anyway?):

1. Know what you
want to say before you touch the phone or start typing

At least
with an email you can proof it before sending but most salespeople
aren't in the habit of doing that. The biggest hint that a salesperson
isn't ready for the call? Uh, um, er, ah, eh, well, gee, ayyyyyyye (the
long 'I' as they reach for something to say) and other stalling tactics
tell the customer on the other end of the phone clearly that there might
be a more professional person in the building.

2. It's about the
customer, silly

I did this. I did that. I'll talk with my
manager, I usually tell people that ask me that. I, I, I, I, I. Stop it!
It's about them, always has been, always will be. Go to a nice
restaurant for dinner, the waiter or waitress doesn't say "I have some
specials tonight"…do they?!?!?! No!! What you'll usually hear is
something like "would you like to hear what your choices are for
specials tonight?" or "Would you like to start with a drink or
appetizer?". Go to fast food and they say "can I take your order?". Are
you selling a hamburger value meal or a choice steak? (or Gorgonzola
salad for our vegetarian readers!). Change your focus to the customer
and you'll be amazed at how different your interaction goes.

3.
Questions are like water. Go without and you die.

You've get
them qualified. You walk them. You drive them. You sit them down. You
pencil them. You close them. If you stop asking questions, you likely
lose somewhere along the process. When the questions end, the
conversation ends. Sure, they can pick it up again. Our job? Keep them
talking. About the car, themselves, their family, their likes, anything.
Stop asking, you're on your own because you've lost control. Questions
(as well as answering theirs) are the lifeline of communication along
with emotion and everything else the expensive consultants and sales
coaches tell you is important (that you already knew).

4.
Validation and excitement. Oh, and courtesy!

Who can be excited
about calling you back if your message sounds like it was made in a
monotone machine? Ten messages down and ready for call 11? Get pumped up
again! Nobody wants to call a boring sales person back about what is
exciting for then. And how about validation? Can you relate to your
customers, even the ones with challenged credit? Don't kid yourself
because people can see through fake. And remember, especially in today's
social age (sorry, had to go there for a moment), their experience with
the 'less than exciting, not quite interested in me buying a car from
him/her' now translates to dozens, if not hundreds or thousands, more
people who may not shop at your store now.

And with regard to
courtesy, if you're not asking if the person you are calling is
available for you in a way that doesn't completely let them off the hook
from talking with you (because they must, must, must buy the perfect
car for them from you), you don't deserve to be selling cars. Don't ask,
don't tell. If you don't ask if they're available, they'll likely never
tell you they're buying from you.

In today's age with
complete transparency on the web, don't kid yourself into doing a less
than a complete, exciting job with your customers will work. We're not
saying to be something your not, but if you're in automotive sales and
expect to do well, just do it. It may not be fair that a book is still
judged by its cover but don't treat anyone trying to do business with
your store any differently than what you expect when you go into someone
else's.

Welcome back to the business about people. You can now
return to your technology-laden existence.

Best Practices:
Professional Insight, Powerful Results

Resolutions? Who Needs Resolutions? We’ve Got WORK To Do!

It's no coincidence that by using the term 'resolutions' as
temporary markers, we're able to miss our goals and targets. In an industry
that's usually more comfortable with what worked 10 years ago, why waste time
with "I wish"? Fact is, by resolving to do something it means that
you're going to do it.

If you're lacking resolve, find someone that can help you with it. This is not
a plea for you to run out and get a shrink, not at all. Rather being resolute
about how you manage your business, as a GM or a sales person or a porter, is entirely up
to how well you plan your work. And when you think about the work involved with
your entire online presence, business and infrastructure, it's not about being
the 'do it all person'. That method will lead to disaster.

2010 will be a dividing and defining year, but not by the forces
of government intervention, the factory guillotine, lack of the 'perfect' new model or even that location you've been eyeing for years. It will be a year of the haves and have nots: either your 3 P's (plan, people and partners) will provide you with the better option or not. Here is the best starting point that we can recommend rather than spitting out another list of vendors, processes or simple recommendations that can be easily duplicated next door:

1. Where are you? Why are you there? Think about this in terms of where your greatest opportunities are for growth. Some things are completely transparent, like Google rank results, conversion rates and revenue per PO (just as examples) and some are not, like sourcing, third-party expenses and advertising in untracked media.

2. Who's with you and who's not? If you've not weeded out your staff in a while, you're lying to yourself. There is some huge talent out there that can not only move the needle forward, they can likely add some sorely needed spark and sizzle to the rest of the people that claim to love coming to work. 'Stick In The Mud' and 'On The Bubble' are not a fun games to play for two years in a row…

3. What changed that you ignored or missed? Usually a massive change in results comes from more than the other franchise having a stellar month while you tanked. If something big shifted, start with asking your customers, your prospects and those that opted to go somewhere else. The insight will do more for you that pulling the wool over your eyes. This is not a 'social media play', this is a 'get yourself dirty play'.

4. Do you have buy in? Another thing to consider is who's behind you. If it's not a majority or all of your staff voting on how things get done, it's time to be open. Not humor, Not simply listen. It's do or die time and if people don't think you care about them , they won't care about you. (hey, customers think the same way. wow!) The 1976 way of handling sales and staff meetings should be 86'd.

We could go with 'finely tuned engine' or something cheesy like 'firing on all cylinders' but you have to do the things that will really impact your business. Aside from that you MUST fire vendors that don't do their job and stop excusing poor performance.

Today a dealer talked about taking the bold step of letting a vendor go that was so far from doing their job. At a rediculously low price. For something the store didn't really think about. Tomorrow, they're going to take it in-house, spend more money, get the job done right and will likely see the results from their efforts…two to three months from now. What are you doing that, if you'd take five minnutes to think about it, doesn't make sense.

If you can't find anything that's broken, here's another recommendation: Walk into a non-automotive business and whatever you notice that absolutely bothers the $#&^ out of you, ask your employees to stop doing it and take suggestions from them to improve. Why? Because there's a 95% chance that your business is doing the same thing.

2010 is full of promise. There will be those dealerships that hit the ball out of the park. There will be those that barely get on base consistently. There will be those that can't even get the batting helmet on. There will be those that aren't even in the game.

Your chance is to own the whole frickin game…

Best Practices: Professional Insight, Powerful Results