is20 g new york-jim ziegler-day 1-are your teams at war
TRANSCRIPT
• PLANNING• ORGANIZATION• PREPARATION• CLARITY OF THE GOALS • FOCUS• INTENSITY• DEDICATION TO PROCESSES• MEASUREMENT• MARRY YOUR CRM
PRODUCTIVITYproh-duhk-tiv-i-tee
DAILY MANAGEMENT MEETING(FORMERLY CALLED THE SAVE-A-DEAL MEETING)
THIS MEETING IS NOT OPTIONAL – ALL MANAGERS ATTEND AND PARTICIPATESENIOR MANAGEMENT AND/OR THE DEALER PRESENT AT THE MEETING
• F&I HAS THE FLOOR FIRST• BDC/INTERNET SECOND ON AGENDA• NEW CAR SALES• PRE-OWNED• LEASING• YESTERDAY’S BUSINESS• SALES AND PROCESS CONCERNS
MARRY YOUR CRMYOUR DEALERSHIP’S CRM RULES
Every dealership MUST adopt a CRM-Driven Culture Throughout all departments of the dealership. No individual is exempt nor excused from using the full capacity of the system.
Every manager must be aware of their numbers… and their employees’ numbers
The dealer principal and the GM must know how to operate and how to read the CRM
MARRY YOUR PROCESSESAVERAGE PEOPLE WITH GREAT PROCESSES CAN
PRODUCE INCREDIBLE RESULTS
The ‘Biggest Failure’ of most Dealerships is Management’s FailureTo stick to their processes. Managers make excuses and exceptions for certain employees.
Do what You Say You Do… Do it Every Time, Without Exception … The Process Rules
NO 2nd RATE DEPARTMENTS … NO 2nd RATE MANAGERS
Being a Manager is a Position of Dignity, Authority and Respect. Dealership Culture Will NOT Tolerate any Employee Disrespecting a Manager, or Bypassing or Short-Cutting the Process, or Failing to Completely use the CRM in the Sale and Follow-Up
PRODUCTIVITY REQUIRES COMMUNICATION
Your Dealership Must Establish a Clear and Well-Defined Procedure for the Hand-Off and Interaction Between the Sales Department, The BDC, and The F&I Department.
Rather Than an Internet Department; You Must Evolve into an “Internet Dealership”.
QUESTIONS AND DISCUSSIONSNOW … Would Be That Time
