AutoSuccess Dec04

.biz.biz.biz

December 2004

a division of Systems Marketing, Inc. www.autosuccess.biz

756 South 1st StreetSuite 202Louisville, KY 40202

PRSRT STDUS POSTAGE

PAIDLOUISVILLE KYPERMIT NO 879

View this month�s and previous issues online at www.autosuccess.biz

Automotive Consulting CompanySelecting a Reliable Direct MailSelecting a Reliable Direct MailProvider That Produces ResultsProvider That Produces ResultsTony CantrellTony Cantrell

Start 2005 Off StrongIt�s Working Around the CountryDirect Mail Delivers ResultsSee What Proven Direct Mail Promotions Have Done For...See What Proven Direct Mail Promotions Have Done For...

Landmark Chevrolet - Houston, TXLandmark Chevrolet - Houston, TXBill Heard Chevrolet Dealerships - NationwideBill Heard Chevrolet Dealerships - NationwideChampion Toyota - Austin, TXChampion Toyota - Austin, TXGurley Leep Automotive GroupGurley Leep Automotive GroupPlanet Ford - Houston, TXPlanet Ford - Houston, TX PLUS!

Selling Appointments, Not Cars

The Seven Golden Nuggets for Handling Objections &

Selecting the Right Car 100 Percent of the Time

Get Rich Your Own Way

Chrysler Financial’sChrysler Financial’s on hand.on hand.

A member of the DaimlerChrysler Services GroupA member of the DaimlerChrysler Services Group

Tuesday,12:35pm

When your credit union’s out of reach,

With Chrysler Financial, what you get is aWith Chrysler Financial, what you get is a

partnership. One that’s focused on loyaltypartnership. One that’s focused on loyalty

and includes consistent, flexible serviceand includes consistent, flexible service

aimed at driving your customers back toaimed at driving your customers back to

your dealership. To learn more about ouryour dealership. To learn more about our

commitment to customer retention andcommitment to customer retention and

sales, call your Dealer Relations Manager.sales, call your Dealer Relations Manager.

Forty years of finance.Forty years of finance.Forty years of loyalty.Forty years of loyalty.

Financing your investment.F inancing your investment.

Avoid America�s Favorite Pastime Zig Ziglar

Customer Retention Kirk Manzo

The MagniÞ cent Game of Skill Michael York

Proven Ways to be Uniqueand Innovative in Today�s Market Chris Hanson

The Seven Golden Nuggets for Handling Objections& Selecting the Right Car 100 Percent of the Time Kyle Miller

Understand your Sales People,Before You Start to Train Them Carol Martin

Selecting a Reliable Direct MailProvider That Produces Results Tony Cantrell

Selling Appointments, Not Cars Anthony Hall

Getting Rich Your Own Way Brian Tracy

How to Measure e-Newsletter Results David A. Fish

Character Counts Sean WolÞ ngton

Packing GAP: A Big Risk for an Easy Sell Tony Dupaquier

America�s Oldest Transportation CompanyThe History of W. Hare & Son, Inc. Patrick Luck

Make Every Conversation a Sales Call Peter deLisser

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AutoSuccess Magazine is published monthly at 756 South First Street, Suite 202, Louisville, Kentucky, 40202; 502.588.3155, fax 502.588.3170. Direct all subscription and customer service inquiries to 877.818.6620 [email protected]. Subscription rate is $75 per year. AutoSuccess welcomes unsolicited editorials and graphics (not responsible for their return). All submitted editorials and graphics are subject to editing for grammar, content, and page length. AutoSuccess provides its contributing writers latitude in expressing advice and solutions; views expressed are not necessarily those of AutoSuccess and by no means reflect any guarantees. Always confer with legal counsel before implementing changes in procedures.© All contents copyrighted by AutoSuccess Magazine, a Division of Systems Marketing, Inc. All rights reserved. Reproduction in whole or part is prohibited without express written consent from AutoSuccess. AutoSuccess may occasionally make readers’ names available to other companies whose products and/or services may be of interest; readers may request that names be removed by calling 877.818.6620. Printed in the USA.Postmaster: Send address changes to AutoSuccess Magazine, 756 South First Street, Suite 202, Louisville, Kentucky 40202.

Psalms 145: 17 - 21

The Lord is just in all his ways, and kind in all his doings.The Lord is near to all who call upon him, to all who call upon him in truth.He fulfi ls the desire of all who fear him, he also hears their cry, and saves them.The Lord preserves all who love him; but all the wicked he will destroyMy mouth will speak the praise of the Lord, and let all fl esh bless his holy name for ever and ever.

756 South 1st Street, Suite 202 Louisville, Kentucky 40202! Toll Free: 877.818.6620 " Facsimile: 502.588.3170

Success Driven Solutions

Patrick Luck, Editor & Publisher• [email protected]

Susan Goodman, Vice President• [email protected]

Thomas Williams, Creative Director• [email protected]

Courtney HillSales-improvement Strategist

• [email protected]

Our consultants will help your dealership achieve:

Give Ziegler and his team a call!

800-726-0510

Give Ziegler and his team a call!

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Ziegler Supersystems • www.ZieglerSuperSystems.com • 800-726-0510Call today to speak to a Ziegler Representative

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Avoid America�s Favorite Pastime

ZigZiglarsts ms ls fi s lr

sales and training solution

What is America’s favorite pastime?

Some people would have you think it is baseball. Afterall, it

is called the “National Pastime.” True, a lot of people attend all types of baseball games…from little league to major league games. Some people think baseball is a bit slow. Someone once said that baseball is 15 minutes of action packed into three hours! Some people believe golf is the national pastime. It certainly has continued to gain popularity and participants over the years. I am proud to say that recently I shot my age on the golf course. That’s not too impressive until you realize that it only took me 14 holes to do.

There is another pastime that Americans are crazy about. And, sales people have it down to a science. Despite its popularity, this pastime should be avoided at all times.

It is called “transference of blame.” It is easy to blame others for our condition, our problems, our state in life. We do it all the time:

“Boss, it’s not my fault the customer didn’t buy. I showed up at 1:45 … for the 1:30 appointment.”

Of course it’s not our fault that we do this. The blame goes to Adam and Eve. They started it all. God asked Adam if he’d eaten the fruit. Adam said, “Lord, let me tell you about that woman you gave me.” Eve said it was the serpent’s fault … and we all know that the snake didn’t have a leg to stand on.

We are responsible for our thoughts and our actions. We are responsible for our hits and our misses. We are responsible for our success and our mistakes. If others are responsible for our success, then we need to invest in those people. We need to send

them to schools and to seminars and to educate them. Once they are better, we will get better. Once they are great, our lives will be great. No, I don’t think so.

You know that it doesn’t work that way. We must stop blaming others. We must stand on our own and make our own way in this

world. We all need to avoid the pastime of transference of blame.

If it is to be it is up to me.

Zig Ziglar is the Chairman of the Board of ZiglarTraining Systems in Dallas, TX. He can be contacted at 866.873.0026, or by email at [email protected].

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december 2004 9

Customer Retention

KirkManzosts ms ls fi s lr


How do your sales people stay in touch with their previously sold customers?

If they are like many sales people, their follow-up is suspect. At best, sales people have an erratic and inconsistent approach. Consider a different way of looking at previously sold customers.

If you needed to purchase additional life insurance, have your taxes done, or get your suit cleaned and pressed, I would imagine you don’t go running around looking for a new insurance agent, accountant, or dry cleaner. We all have people who cut our lawns, clean our homes and offi ces, and provide services for us on a regular basis. You don’t think about who will handle these needs for us, we call our guy/gal, and he/she takes care of it.

Previously sold customers need to think of their sales person as “their guy or gal” who takes care of helping them with purchasing a new car. In order to elevate your sales people to that status with their customers, they must stay in contact with them on a regular and consistent basis. Even with the best of intentions for most customers, out of sight means out of mind.

Many of you remember Joe Gerrard for his World Record Sales achievements. One simple principle he used to stay in contact with his customers was to send them a card every month. December was a Holiday card, January Happy New Year, March St. Patrick’s, etc and each card read inside I LIKE YOU, a simple yet effective gesture. He would send out upwards of 13,000 cards each month.

The best way to begin a reconnection campaign for each sales person is to fi rst classify all previously sold customers into one of three categories.

Relationship Customers: Exclusive, they call you fi rst every time.

Participating Customers: Repeat

but not exclusive. Buys from the competition as well as from you.

Non-Participating: Made a singular purchase. That’s it. No repeat business nor any referrals.

Once the customer base has been reclassifi ed into the above categories, sales people should start to re-contact the highest category, Relationship Customers fi rst. The intent should be to speak via telephone with these customers three to four times annually.

In order to accomplish this let’s do some quick math to determine what it will take to accomplish this task.

Let’s use an average sales person that has worked at the dealership for fi ve years.

10-12 units per month would mean approximately 500-600 customers.

500 customers times four conversations equals 2000 conversations annually.

Do you think in today’s busy society, a sales person may need to call a previous customer more than once to actually get them on the telephone and have a conversation? Would three to four times seem realistic? It should.

Now we are talking about 6000-7000 calls per year. Monthly that would mean 500 plus calls per month or approximately 25 outbound calls every day (20 work days) to have fi ve to seven conversations per day. So ask yourself, how many of your sales people are really staying in touch with their previous customers?

Realize if you have 10 and 15 year veterans at your store the numbers are two to three times this example.

Kirk Manzo is the General Manager at Ziegler Supersystems. He can be contacted at 800.610.9047, or by email at [email protected].

www.autosuccess.bizvisit us online at10

MichaelYork

The MagniÞ cent Game of Skill

sts ms ls fi s lr


It’s a numbers game. Ever hear that one? A delivery truck driver or a car salesman, each could say the same thing. It’s all

about the numbers. But in neither case would it be the truth.

Fact is, numbers are a part of every game. It’s how we keep score. It’s how we count the score and what we get credit for when we score, in most any game.

But in the profession of selling. It’s so much more than just a numbers game. Most would have you think it’s all about the numbers. See more and be more and make more. Remember, our goal is not just the common and ordinary, but thinking differently and uncommon execution.

If that were true then we could go out back with 10,000 balls and in a few days you’d be Tiger Woods or Barry Bonds. We both know how ridiculous it is to think that simply hitting more balls makes you a better hitter.

And it’s just as ridiculous to think that making more calls makes you a better selling professional. Whether it’s 10,000 balls or 10,000 calls the real improvement is in the individual and their performance.

That’s the you equation. Sure the numbers make up a big part of that equation, but not in the way most people think. The performance is not just in the numbers but in the how. In the approach you take to becoming better as a performer.

How did Barry Bonds become a world-class, Hall-of-Fame hitter?Just by taking lots of batting practice, day after day? So did the rest of his teammates…and the rest of the league…and lots of players who didn’t make it into the league. So that can’t be the answer. In fact, Barry actually gets less chances to hit

in a game, but makes home runs and big hits out of a select number of pitches. It’s what he does with the quality of pitches, not just the quantity. So that blows up the “just a numbers game” theory, right?

We hear players called “students of the game.” And that gives us a big clue to becoming one of the best in any game. Thinking and studying with a purpose, and a focus on becoming better at your position. Improving in your position, and how you contribute to the team. In his book “Good to Great”, Jim Collins calls it, “What you can do potentially better than anyone else.”

How do you individually feel about your position? Good or great?How do you feel about the kind of contribution you make to the team? Is it your best effort? Your best performance? Are you a student of the game? A student of the opponents you’ll face this week and how you can best win? Are you a competitor? Or are you just relying on numbers or experience to get you through the next at bat? How do your customers feel about your performance?

And then, there’s the law of averages. The numbers game, part two.

The Law of Averages says that for any “average” calculated there must be both a low number or under-performance, and a higher number. Above the average, over and above typical or predictable achievement.Which one are you?

Chances are you’re both. Every performer has highs and lows. Every home run hitter strikes out. Every winning QB throws touchdowns and incompletions and interceptions. But not every player can be counted on to come through with the big hit or the big TD in the clutch.What’s your reputation? Is there a confi dence, spoken or unspoken, throughout the team that when you step up… “Hey, it’s Barry…we’re gonna get this one.”

Or does the team hang their head knowing that the “law of averages” is not in their favor if winning rests on your shoulders? If it’s the end of the month, and we need someone to come through, is it going to be you?

The magnifi cent games of skill need

top performers. Whether it’s golf, or baseball, or selling. The skills, study, and commitment to becoming one of the best and becoming known as a top performer. Someone (maybe you) the team counts on, and has confi dence in, to deliver.

Let this be an encouragement to each of you. To keep going. And a congratulations to many of you. For raising the bar on your expectations. For raising the level of your commitment. For raising the level of your performance and your production. And for raising your status in the eyes of your managers and your teammates and your customers.

Big is available. Not everyone can be Tiger Woods or Barry Bonds. But anyone can become a student of the game and raise your personal level of performance.

It’s not just a “numbers game” but there are numbers that get us excited. Trends, indicators, movement, improvement, percentages…they all tell a story. The excitement of a story builds, when the numbers show momentum, an “above average” performance against the industry and against the competition and yes, even against ourselves.

While many would have us be judged on results, we fi rst have to look for evidence. Before radical results can occur, there must be a trend of evidence.

That good things are happening, that performances are improving, that individuals are responding, and the numbers are changing…for the better.

Ask the question to each individual on your team,“How’s the becoming going?” As we head into a brand new year…Take some time to review what you are doing, and how you’re doing it. Ask yourself, “What have I learned and how am I applying it?” Schedule some time with your manager(s) to talk about what you could be doing to improve your performance, and your reputation as a performer.The marketplace will notice and pay you well for it. OK…you’re up!

Michael York is an Author and Professional Speaker. He can be contacted at 800.668.5015, or by email at [email protected], or visit www.MichaelYork.com.

While many would have us be judged on �results�, we Þ rst have to look for evidence. Before radical results can occur, there must be a trend of evidence.

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EDUCATIONAL PROGRAMMINGM “How To Sell A Car And Keep It Sold Part 1 - Noncompliant Paperwork:

The Greatest Area of Legal Exposure in a Dealership”

M “How To Sell A Car And Keep It Sold Part 2 - Commencing theCustomer Relationship”

M “IRS Bank Secrecy Act and Form 8300”

M “Vehicle Remarketing: Auctions and the Dealer”

M Preview “How To Break A Car Deal”

M “Standardized Dealer Accounting Part 1 - Standardized Accounting and the Financial Statement”

M “Information Technologies and the Auto Dealer”

M “The Garage Liability Insurance Crisis”

M “How To Attract Lenders To Your Dealership”

M “Incoming Call Part 1 - Putting More Fun Back Into Your Business (What the Receptionist Should Be Saying)”

M “How to Best Serve the Hispanic Customer”

M “Complying With The FTC Used Car Rule”

M “How to Establish and Operate a Related Finance Company”

M “Steps to a Motor Vehicle Sale: A Review of the FormsInvolved in a Motor Vehicle Transaction”

M Certified Master Dealer (CMD) Program Preview

MHow To Break A Car Deal (Q & A Session)

M “How To Sell A Car And Keep It Sold Part 3 - The Customer’s Test Drive”

M “How To Sell A Car And Keep It Sold Part 4 - Privacy, The Patriot Actand Your Dealership”

M “How To Sell A Car And Keep It Sold Part 5 - The FTC Used Car Rule(Buyers Guide) and Related Warranty Issues”

M “Incoming Call Part 2 - Watch Which Ear and Words You Use”

M “Standardized Dealer Accounting Part 2 - Internal Controls in the Dealership”

M “Your Dealership Service Contract Program: Keeping it a Profit Center”

M “Proper Use of Starter Interrupt Devices in a Motor Vehicle Transaction”

M “Warranty Issues in a Motor Vehicle Transaction: Back to the Basics”

SPECIAL FEATURESM 2004 NIADA Leadership Awards

M 2004 NIADA Quality Dealer Awards

M Legal, Legislative, Regulatory Affairs Forum

M Being Uncommon

MDiscover From Within

MManheim Drive Center

MNational Remarketing Conference

NEWSM “Driving Business” (Monthly Industry News With Michael York)

Featuring Brad Todd the President of AFC (Automotive Finance Group)

M “Legal, Legislative, Regulatory Review” (Monthly Review with KeithWhann)

M “The Power of Association” (Monthly Association News Update withMichael Linn)

M “Fuel For Thought” (Monthly Dealer Operations Insight with D.J. Harrington)

INDUSTRY SPOTLIGHTM ADESA Vehicle Donation Ceremony

M 2004 Expo Vendor Highlights

M 2004 NIADA Convention Highlights: Behind the Scenes

MNIADA At The Columbus Fair Auto Auction

M 2004 NABD Highlights

MDealer Education Opportunities

M The Car Counselor (with Keith Whann)

For advertising opportunities, contact NIADA at 800.682.3837.

Sample Programming

www.autosuccess.biz12

Proven Ways to be Uniqueand Innovative in Today�s Market

ChrisHanson

I’d like to share a few tips and ideas I’ve learned that have helped me advance my career. These are things I do everyday

and most importantly, they work. I have one goal I’m trying to achieve with every customer: what is the best vehicle for them that will fi t their needs, budget and wants. It’s like a puzzle. If I take my time and listen to them I gather very small pieces that will help me piece together the puzzle. Some of them are very hard to fi nd so I need to take my time and listen carefully. I want a complete puzzle, a completely satisfi ed customer.

The Greeting

The greeting is what sets the stage. “Hi folks, are you out beginning to look and shop around today? (yes we are) Perfect, we have a great selection of new and used cars, trucks and vans. I’d be happy to show you whatever we have. I can point you toward what we have on sale today. Would that be o.k. with you? (yes, we would like to look at those) Are you looking for something bigger or smaller than what your driving now? (bigger, we have a new baby on the way) Fantastic, I can help you with that. What kind of car are you driving now? (a Dodge Intrepid and we need to get a van) As we are walking toward their vehicle I say:

I’m sorry. I didn’t introduce myself. My name is Chris.” (if you need to, be ready to say) “and yours”? By introducing yourself after the greeting they will better remember your name and you will remember their’s.

ProÞ ling

The next step is the most important. At this point I look at their current vehicle and fi nd out what they did last time. “What do you like most about your current vehicle?” “What do you like least?” “Why are you looking to trade your vehicle in?” “What is your current payment?” Can you start to see the valuable information you can gain from these questions? Read them over again and think about what information you will get from the answers. (I have a long list of questions I need answered to complete the puzzle that I can send you if you e-mail me.)

Be-back CD

Not everybody buys the fi rst time they’re in so what do I do then? Pull out my “be-back CD”. My be-back CD is an audio CD that’s under 10 minutes long, it starts out with a customer of mine giving a testimonial. I then thank the customer for coming in and have my wife read excerpts from letters customers have sent me between me talking about our great service, concerns they might have, their budget, and my commitment to them. I close with promoting my website

and ask them to stop back in and just by doing so, I have a special gift for them. In conjunction with my be-back CD, I have a very specifi c step by step follow up process as well. Very new and innovative.

Does it work? Of all the people that have returned so far, only one did not purchase a car! Can I keep that up forever? No, probably not, but I know one thing: It works!

Branding Yourself

I have branded myself “The Car Guy – You’ve Got a Friend in the Business”. I have a caricature of me driving a car that I have on my business cards, website, magnet business cards, thank you cards and my newsletter Chris’s Car News which I send out quarterly.

Personal Website

My website has info about me, lots of powerful letters customers have sent me, car research, special of the week, past newsletters, weekly newspaper ad, car links, my work schedule and of course a link to the dealership where I work. The purpose of my website is not to sell cars, it’s a contact point. The Car Guy - Chris Hanson. It’s also to provide information for the customer and it backs up my claims and what I have told the customer.

Personal Newsletter

Chris’s Car News is sent out quarterly to my customers and once again I’m not trying to sell cars. It’s another contact point. The Car Guy - Chris Hanson. I write an editorial of sorts, a new model review, new customers, quarterly quiz and free dinner give away and a story.

I know that is a quick run through and there are so many more details in each process I told you about. If you would like complete information on anything I wrote about or would like more details on all of it, please e-mail me.

Chris Hanson, with Hibbing Chrysler, can be contacted at 800.901.2862, or by email at [email protected].

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december 2004 13

KyleMiller

The Seven Golden Nuggets for Handling Objections & Selecting the Right Car 100 Percent of the Time

sts ms ls fi s lr


It does not matter if you live in a blue state, red state, green state or purple state. It does not matter if you sell Kia, Ford

or Mercedes. When the modern consumer steps into your showroom two things are certain: One, they would rather be sitting in the dentist chair than dealing with a car sales man and two, under no circumstance are they buying a car today, period. If you’ve been selling cars for one year or twenty, I am sure you have heard every objection known to man:“I just want your best price, (so I can go visit three of your competitors)”“I really don’t have much time, (even though I drove 20 miles to get here on my day off).”“We’re just looking for some information, (even though I know more about this car than you will ever know)”Fill in your own objection: ____

At our dealership we grew tired of seeing the customer come in so defensive and the sales person act so nervous. We commited to refi ning our sales and coaching process, build the skills our sales staff needed to sell more cars and create the tightest run most non-confrontational sales fl oor in the world. We are able to accomplish this all with just Seven Golden Nuggets!

Golden Nugget #1: No Problem!I recently saw a book titled “386 Secrets to Overcoming Sales Resistance.” I don’t know about your staff but my guys just aren’t that smart (even 10 is pushing it). We learned that with the fi rst Golden Nugget they could handle every conceivable objection. When a customer throws a potentially disruptive and distracting comment/objection at you, the last thing they expect to hear is, “No problem …” We have found that responding with “No problem …” and a genuine desire to resolve the issue compels the customer to drop their

ready for battle attitude.

Golden Nugget #2: BeneÞ tBy using the “No Problem” the sales person can regain control of the situation and steer the customer back on track. The sales person can begin to uncover the customer’s true wants and needs so they can select the right vehicle to match those wants and needs exactly. Regaining control requires more information. To get more information from the customer, we need to provide a benefi t. The good news is that the customer actually provides us with that benefi t any time they throw us an objection. To respond with a benefi t to the objections listed previously, we simply lead in with “So that I can …” and restate the customers request. For example:

“So that I can give you our best price …”“So that I can save you some time …”“So that I can get you all the information you are looking for …”

Golden Nugget #3: Request“No problem” creates a climate where customers want to communicate with us; providing a benefi t gives them a logical reason for agreeing to your request, which is simply this:

“May I ask you a few quick questions?”“Follow me.”“Please have a seat.”

Golden Nugget #4: Guest SurveyNow that you’ve disarmed the customer, slowed them down, regained control and have them seated in front of you, you better have a plan. We recently threw away our ugly yellow worksheets and created a colorful, informative sheet called the Guest Survey. The Guest Survey provides our sales staff with an easy to use, non-confrontational method of gathering all the information needed to uncover the customer’s true wants and needs. Some of the questions we like are:

“Are you adding a vehicle or replacing your vehicle? Would you like an estimate?”“What do you love about your current vehicle? What are some things you’d

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Understand Your Sales People,Before You Start to Train Them

CarolMartinsts ms ls fi s lr

leadership solution

When managing a team of sales people, it’s important to know them well enough to understand what drives them, what

inspires them. The same things that motivate you may do little for them, especially if your personalities are on the opposite sides of the communication spectrum. You might be a passionate cheerleader, but if your trainees seem unmoved by your excitement, you’re simply expending a lot of unnecessary energy and wasting precious time.

Reserved types respond best to facts and fi gures. They tend to take on a consultative approach when selling and feel comfortable with a no-nonsense training approach. They almost always disregard anything fl amboyant and may wince at the mere thought of playing team-building games. They can sell technical products or intangibles and usually relate best to sedate, bottom-line oriented prospects.

Of course, you may have the opposite challenge. You might be the one who is rather reserved and pragmatic while your sales students seem annoyingly loud, garish and outspoken. These very sociable beings may be less than enthusiastic when listening

to your well-honed presentation on the latest industry trends; with this in mind, try to employ a more creative approach when discussing serious, fact based sales topics. If you’re speaking one language, and they’re hearing another, your goal of bringing out their best will always be just that – a goal.

Gregarious personalities need to be entertained while you train them. They typically fi nd straightforward lectures boring and like learning sessions that involve two-way interaction, perhaps some role-playing or the chance to earn impressive rewards or prizes. They can usually sell emotionally based products to almost anyone.

Before attempting to connect with any of your hires and mold them into successful sales people you must be certain they have all of the necessary equipment – copious amounts of drive, determination and ambition. Make sure the smooth-talker in your class is also assertive and competitive. Be on the lookout for faux sales types – those who talk a bigger game than they can actually play. An outgoing personality might be a plus in sales, but charm alone is seldom enough to consistently close deals. Someone preoccupied with his or her own self-image may back away quickly to avoid

seeming pushy when a prospect seems uninterested.

Hiring the wrong person for the job can be a painful and expensive mistake.

Will the new hires take on a consultative sales approach or a persuasive one? How do you know whether your trainees respond to bells and whistles or facts and objectivity? The answer to these questions lies in knowing more about whom you are hiring before you show them to their desk. Interviews may give you a clue, but remember that many people can and will project the image they think you want, or say the things you like to hear, just to land the job.

Fortunately, there are several hiring tools available that can tell more about your potential new team members. One of these is a written personality-based evaluation that underlines strengths, fl ags weaknesses, and provides management advice. Assessments of this kind can also help restore cohesiveness within the sales department.

When developing a sales staff many other factors come into play, including the pace and sensitivity of the trainee. Someone who tends to be unhurried will become fl ustered if required to rush, while a very time-driven person may dislike working through long sales cycles. Thin-skinned business people often become deterred when their ideas or sales pitches are rebuffed, but those who are very resilient can sometimes disregard constructive criticism and be challenging to manage. Remember that your trainees’ unique traits can bring about both positive and negative effects that should be considered when coaching.

Being a successful trainer requires teaching effectively and bringing out the best in your new hires, because you need to know what motivates them and what stops them cold. Once you learn to use these triggers to your advantage, you can save time and money. You may realize that it wasn’t really them after all -- it was the old process, that didn’t work out.

Carol Martin is a Senior Consultant with The Omnia Group. She can be contacted at 800.601.3216, or by email at [email protected].


fs feature solution

TonyCantrell

Selecting a Reliable DirectMail Provider That Produces Results

What if you had the ability to know exactly

which consumers are in the market for your

product and spend your time targeting only

them? Your dealership would never waste

time and money with consumers who

aren’t interested or don’t have the ability

to purchase your product. Direct mail can

give you an edge over your competition

because you can be certain you are targeting

the right consumer, at the right time. A

dynamic direct mail campaign is completely

measurable and that gives you the ability to

make improvements each time.

Some direct mail companies specialize in the

automotive industry, which can be a benefi t

since these companies are knowledgeable

about your industry. It is necessary to make

sure you are using accurate and up-to-date

data. Situations change within households

and therefore data changes. Every month

people throughout the United States are

getting married, divorced, moving and

so on. Those factors, along with trade

cycles, can cause a dealership’s database

to become outdated within a short period

of time. There is technology and resources

available to electronically keep up with

these changes. An accurate list is the starting

point to a successful campaign. Be sure to

ask your current direct mail provider how

they manage the list they are providing you.

Once you are certain that the database from

which you are pulling your list is current,

you need to decide whom you want to target

for your campaign. Determine if you are

targeting consumers with particular credit

scores or demographics such as income,

age, or family status. Depending on the type

of vehicles your dealership sells, you may

want to pull Beacon scores from Equifax.

For instance, if you are selling “affordable”

vehicles you should target single income

families, and if you are selling vans or

sport utility vehicles, consider targeting

large families. Technology is available that

will lead you to consumers that already

own the same type of vehicle and could

possibly be in the market for another one.

Another option is to target consumers who

are presently in a lease or loan with only a

few months remaining. Many times when

you remind the consumer that their lease or

loan is almost up, you will get their business

when they trade their current vehicle in. The

right message and creativity follow.

Every detail counts. Envelopes are

important because they must compel the

customer to open it. The mail piece should

grab your consumers’ attention immediately

and clearly convey the offer and time of

your promotion. Some options you have

with envelopes are brown craft envelopes

with the manufacture logo on the return

address portion or white #10 envelopes

and a live stamp to look more personal.

Both are offered with or without a window.

Envelopes alone have many options, which

can be tailored to fi t your selected piece

perfectly. Depending on what type of

promotion you are planning to do, you may

need a simple letter rather than some fl ashy

four-color mail piece. Once again, there are

numerous options when creating your mail

piece. First, select what size you want from

6 inch x 9 inch post card or 81/2 inch x 11

inch to an 81/2 inch x 14 inch or 11 inch

x 17 inch trifold. Next, make sure that the

date of the sales promotion is stated clearly

along with the rest of the information such

as the address and phone number. Your

selected direct mail provider will be able

to advise on which piece will work best.

A unique mail piece can help keep their

attention. Remember that if you follow the

guidelines laid-out by your manufacture you

could be eligible to receive full to partial

reimbursement through Co-Op. Ask your

direct mail provider for proven pieces.

A good direct mail company will provide

your dealership with quality direct mail plus

gifts/premiums and insurance for potential

prizewinners. Any additional incentives

offered will increase the potential for a

december 2004 17

bigger response. Some gifts/premiums that

are small and have high-perceived value

are: Toy Shopping Certifi cates, Internet

Shopping Sprees, Vacations, Cruises,

etc. Go beyond just offering free lunch

on Saturdays and offer something the

consumer will attach value to. Keep in

mind that gifts will increase traffi c across

your show room fl oor but some people will

only be there to receive their prize. While all

people responding to your mail piece may

not currently be in the market for a new car,

your sales personnel still has the opportunity

to fi nd out when they will be in the market

and make a good impression.

Once you have determined all the aspects

of your direct mail piece and promotion,

get your entire staff involved. Getting your

employees energized about the promotional

campaign will create an exciting

atmosphere that even your customers will

feel. Everyone should have a part in the

promotion from the receptionist to the

sales people. Receptionists should make

everyone aware of the upcoming promotion

when they answer phone calls. Designate a

few sales people to call upon the manifest

provided and schedule appointments during

the sale. Your results will be higher if you

contact your target consumers through both

the direct mail invitation and phone calls.

Other aspects to adding excitement to the

atmosphere are putting balloons on the lot,

offering food/refreshments and some sort of

entertainment for the kids such as a moon

walk or face painting.

Once you have all of the details of your

campaign settled you need to determine a

way to check the results. It is necessary to

keep track of each and every person who

responds to your direct mail promotion so

that you can monitor all aspects of your

campaign. From this you can learn your

response rate and determine what can be

altered in future promotions to increase it.

Remember these key things:

• A properly planned and executed

direct mail campaign will generate

targeted qualifi ed leads to produce

instant and future business.

• Always ask for a list of references

from the company and contact some

(references) randomly to verify how

they feel about them.

• Monitor your results so that you can

determine if it was profi table for your

dealership and what can be improved in

future promotions.

Tony Cantrell is the President and CEO of Automotive Consulting Co. He can be contacted at 800.901.2859, or by email at [email protected].

Champion Toyota

Austin, TXKevin Hupp

512.440.4500

Bill Heard Chevrolet

NationwideMike Baches281.491.9000

Landmark Chevrolet

Houston, TXRoger Teague281.820.8100

Gurley Leep Automotive Group

Mishawaka, INDennis Carey574.272.0990

Planet Ford

Spring, TXRon Ewer

281.719.3700

Just Ask The Following

Dealerships About Proven

Direct Mail Promotions:

AnthonyHall

Selling Appointments, Not Cars

sts ms ls fi s lr


We would all like to improve our closing ratios on a day-to-day basis. The better the closing ratio is, the better the unit sales

numbers will be. The better the gross profi t is, the better your income will be. To do this, we have to change how we handle incoming phone calls.

The phone is one of our best selling tools we have in our dealerships, however, we as sales people are misusing it. We try to sell cars over the phone fi rst and then the appointment. This is completely backwards and very rarely does this work. I will concede that once in a blue moon we do eventually sell a customer with this process, but it does not mean this is an effective selling method. It means you got lucky. We can’t depend on luck. What we can depend on is skill.

When sales people get into a price decision over the phone, the only hope in the sales person’s mind is to give a price low enough to entice a customer to come in. Even if the customer comes in, what have you got? You have a low gross deal if any, or the customer takes your number and shops it around town. People cannot get excited about price.

How many true opportunities are lost daily in your dealership through the use of this method? The following is one method that can work if used correctly. Teach your sales people to sell appointments and not cars over the phone.

Step 1.Put together a script or call guide that will

be used with every incoming sales inquiry coming into the dealership through the phone. Before you put the phone guide together there are some simple things you do and other things you don’t:

Do:• Use proper verbage that will eliminate misunderstandings. ie availability not inventory.• Always use enthusiasm.• Be prepared.• Get name and two phone numbers.

Don�t:• Lie or deceive.• Answer the phone if you are preoccupied.• Give price or payments over the phone.• Get too exact with color or options.

Do:• Set exact time for appointment.• Get customer to write down your name.• Take control.• Create fl exibility.

Example of a phone guide:Sales Person: Thank you for calling ABC Motors. This is John, how may I help you?

Customer: Do you have any…make, model?

Sales Person: Are you wanting a new or used vehicle? What options were you hoping for? (Get a minimum of fi ve options. Always offer either/or). Example: Cloth or leather, automatic or manual, four wheel drive or two wheel drive, CD, Cassette or both, etc. Lighter or darker shades?

Sales Person: Repeat back all options at this point to verify correct information, which shows active listening. Then say: It’s going to take fi ve or 10 minutes for me to check our availability, no sense in you driving out here needlessly. Are you calling from home or work? The number there is? And your fi rst and last name is? “ I just got an idea, can I put you on hold?” (Now put the customer on hold for 20 seconds maximum) Come back with excitement in your voice.

If you have the exact vehicle, use the following guide:

“Great news. We have that exact vehicle. When would you be available to come in? Today or tomorrow? (Use the funnel technique). Morning, afternoon, or evening? Between what time”?

Or, if you don’t have the exact vehicle, use this guide:

“Great news, we have a pretty nice match or two. When would be a good time for you to come by?” (Use Funnel down technique).

Repeat the time and day back to the customer and say, “If you’re running a little late could you give me a courtesy call? I’ll do the same if it happens on my end. By the way, if I can’t reach you at this number, what would be the next best number to reach you?”

Mr. Customer do you have a pen handy, I’ll wait… Once the customer responds with “yes” I have something to write with, tell them to write down your name and two phone numbers, your work and mobile number. Spell it out for them. Mr. Customer, when you get to ABC Motors, please ask the receptionist to page me and I will be right there to assist you.

Once the appointment has been set, make a copy of the customer information and have your manager confi rm the appointment within a 15 minute window. This alone will help increase the customer show ratio.

In today’s competitive market, dealerships have two choices, either “grow or die.” Which choice would your dealership prefer? I think it is an easy decision.

This is one of many effective ways to handle incoming sales calls. The key is to put a consistent process in place and to train the procedure until it becomes habitual. Then monitor the process for compliance. This will assure at least three or four additional sales per sales person per month. Make it happen!

Anthony Hall is a Training Consultant at Ziegler Supersystems. He can be contacted at 800.610.9047, or by email at [email protected].

Once the appointment has been set, make a copy of the customer information and have your manager conÞ rm the appointment within a 15 minute window. This alone will help increase the customer show ratio.


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Getting Rich Your Own Way

BrianTracysts ms ls fi s lr


If you are really serious about becoming wealthy, there are fi ve primaryways that fortunes are made.

Become an EntrepreneurThe number one road to riches, at the head of the list and on the top of the hit parade throughout U.S. history, is entrepreneurship, starting and building a successful business. Entrepreneurship includes every kind of business, from farming and trucking to the automotive and computer industries.

Seventy-four percent of self-made millionaires in the United States, going back 200 years, come from self-owned businesses. An individual starts with an idea for a product or service, turns it into a business, builds it up from the ground fl oor, and as a result becomes wealthy. Henry Ford, Andrew Carnegie, John Jacob Astor, Cornelius Vanderbilt, Ross Perot, Sam Walton, Bill Gates, Michael Dell, and Larry Ellison are all people who started with little or nothing and built their own successful businesses. And there are millions of others.

Work Your Way UpAnother way to become rich is as a highly paid executive of a successful company, or as an employee of a company that awards stock options that become valuable. Ten percent of self-made millionaires in the United States are men or women who have joined large corporations, or companies that became large, and worked for these companies for many years. They usually

worked hard; were promoted and paid well; earned stock options, bonuses, and profi t sharing; and as a result of holding on to that money, became millionaires and multimillionaires.

Paul Allen started Microsoft with Bill Gates, sold out when he became ill, took much of his share of the company in stock, and is now a multibillionaire. The Seattle area is famous for having so many “Microsoft millionaires,” people who went to work for Microsoft in the 1970s and 1980s, sometimes as secretaries and programmers, received stock options, and became wealthy when they exercised them. Many senior executives receive bonuses and profi t sharing worth millions in a single year. Working for a large company that grows, pays well, and shares its profi ts is a major source of wealth.

Many executives have stayed with their corporations for many years; have risen to positions of seniority; are paid extremely well; are given stock options, profi t sharing, and bonuses; and as a result of holding on to the money, they became millionaires. Not so long ago, Lee Iacocca, the chairmanof Chrysler Corporation, was paid $26.7 million for one year. Michael Eisner of Disney earned a $150 million bonus. It’s not too hard to become a self-made millionaire if you’re making that kind of money in a year.

Become a ProfessionalA major source of self-made millionaires consists of professional people; Doctors, dentists, lawyers, architects, engineers, and others with advanced degrees who

can charge high fees for their services. These people earn their degrees, dedicate themselves to becoming very good at what they do, rise to the top of their professions, earn high incomes, and then hold on to the money. Ten percent of self-made millionaires in the United States fall into this category.

Get into SalesAn important source of self-made millionaires is sales people and sales consultants. Five percent of self-made millionaires in the United States are men and women who are experts and at the top of their fi elds in selling. They never started their own businesses. Few of them went to college or earned professional degrees. Instead, they became very good at selling aproduct or service, and were paid well for doing it. In addition, they managed their money well, invested it intelligently, and made it grow until they were millionaires or better.

Fully 99 percent of self-made millionaires in America come from these four categories:

1. Self-owned businesses 742. Senior executive positions 103. Doctors, lawyers, and other

professionals 104. Sales people & sales consultants 5 Total 99

All the OthersThe fi nal one percent of self-made millionaires includes all the people who have made their money in the stock market, with inventions, in show business, through the authorship of books and songs, as lottery winners, and all other sources. Unfortunately, because this group gets so much publicity, many people think that they are typical of the people who get rich. The fact is that they are quite rare.

To get wealthy, you don’t have to depend on luck, windfalls, or inheritances. It’s like trying to fi nd anything else - the way is easier and the results more positive if you know where to look in the fi rst place. Now that you know where 99 percent of the wealth comes from, where are you going to look?

Brian Tracy is the Chairman & CEO of Brian Tracy International. He can be contacted at 866.300.9881, or by email at [email protected].

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december 2004 21

DavidA.Fish

How to Measure e-Newsletter Results

sts ms ls fi s lr

marketing solution

There are defi nitive methods for tracking and measuring an e-newsletter’s direct impact on the bottom line. All you need to do is:

• Establish your benchmark metrics • Put the appropriate tracking mechanisms for measuring them in place• Review and fi ne-tune to maximize your e-newsletter’s value

Two benchmark metrics that go above and beyond basic delivery and open rates and help you determine your e-newsletter’s success are lifetime customer ROI and the effectiveness of your e-newsletter in driving traffi c to your website.

The fi rst is an effi ciency measurement demonstrating the cost of maintaining an ongoing customer relationship. The second lets you map your e-newsletter more directly to sales via your website.

Lifetime Customer ROIA recent analysis conducted by IBM specifi cally for the automotive industry, pegs individual lifetime customer value at well over $100,000, and lifetime value per household at over $300,000. This includes new vehicle sales to spouses and children as well as attendant service and aftermarket sales.

Make sure your e-newsletter content is fresh, relevant and meaningful. Go heavy on lifestyle content and light on the heavy sell. Deliver information on those topics that drive incremental sales (such as sales to other family members and service) but do it in an editorial versus a promotional way. For example, consider a lifestyle article on surviving a teenager’s fi rst six months behind the wheel or tips on how to winterize a vehicle for different driving conditions. The fi rst pre-disposes the reader to buying their teen’s fi rst car from you; the second encourages a visit to your service bays.

Determine the value of your e-newsletters according to which articles and regular content sections recipients read. Content-tracking tools will help you continuously

fi ne-tune and tailor your subject matter so that you can deliver the kind of information customers want and value. That will keep your readership numbers high, stave off attrition and build loyalty in between vehicle purchases.

Mapping e-Newsletters to Website ActivityUse an e-newsletter to drive both new buyer and repeat buyer traffi c to your website. How do you know if an e-newsletter is driving website traffi c?

An embedded link in your e-newsletter enables a reader to click directly through to your website. Be sure it’s displayed in the same place on every page (the way the catalog companies display their 800#s). Then, install a tracking function that counts click-throughs from the e-newsletter to the website. Mapping the number of website visitors that came from your e-newsletter to the total number of site visitors will provide you with a percentage of web-fed sales driven by the e-newsletter.

The sophistication of your tracking will determine how granular, and ultimately how useful, the data will be. For example, some third-party e-newsletter service providers can show you on an article-by-article basis which content in your e-newsletter is compelling the most subscribers to click-through to your site. This can help you bring the content that is driving website traffi c “above the fold” where it’s more likely to be read by all recipients. E-newsletter services that offer high-levels of customized

content delivery can respond to individual subscribers with specifi c articles based on their previous reading behavior.

While you’re measuring traffi c to your website, don’t overlook some basic ways to measure your e-newsletter’s standalone effectiveness. Assign it a unique 800 number. Then when the phone bill comes, you’ll know exactly how many readers responded to something they saw (an event or promotion) in the e-newsletter. And make sure there is a unique “respond by email” address such as [email protected] so that you can separate direct inquiries from the e-newsletter from general website inquiries.

Whether you choose to measure your e-newsletter effectiveness in terms of driving down the cost of gaining lifetime customer value, or in terms of additional website traffi c and sales, start by setting your own benchmark ROI. Then, as time goes on, you can start to deploy more sophisticated methods for getting more marketing value out of your e-newsletter investment. In fact, our third and last article in this series will show you how advanced, content-based tracking and reporting enables you to use an e-newsletter to surface “buy signals” and prioritize leads by determining where customers are in their vehicle-purchasing cycle.

David A. Fish is Chief Executive OfÞ cer of IMN (iMakeNews, Inc.) He can be contacted as 800.871.0012, or by email at dÞ [email protected].

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Character Counts

SeanWolfi ngtonsts ms ls fi s lr

leadership solution

While many unethical closing techniques can be highly effective, they eventually will sour your attitude because in our hearts

we all want to be able to tell our customers the truth, serve them and do what feels right. It can be scary to make a change in your process and your word tracks and if it seems impossible to “do the right thing” and still be a successful sales person, I encourage you to conduct an experiment: For one week change your approach by seeking to serve your customers, to uncover what’s truly important to them, to speak the truth and to always “do the right thing.” To your surprise, the experimental week may turn into a month, your enthusiasm for your product and your profession will go through the roof along with your success on the showroom fl oor.

Selling with character and integrity will make you feel better about yourself and your profession which will translate into improved relationships with your customers, your colleagues, your friends, your family and ultimately enable you to sell more cars and make more money. Building character will change your life for the better. Not only can you succeed in the car business by living with character and integrity, it is in fact the only way to really succeed. Following is a summary of what character can do for you.

Character Equals SuccessAlthough there are many different leadership styles and personalities, the most successful leaders share one common trait: Character. A great leader’s character attracts and inspires others to work towards a common mission. Just think about the successful leaders you respect the most and ask yourself if they demonstrate strong character and integrity. Do you share a sense of integrity? Are they trust worthy? Why? You may also want to ask yourself how others view you. Do people perceive you as a person of strong character and someone to trust? Are there any areas of your life where you could improve your character? Are you willing to make changes and diffi cult decisions to be the

person you want to be? To answer some of these questions you may want to consider some of the benefi ts of being a person with unshakeable integrity.

Character Equals ClarityLiving a life that lacks integrity surrounds a person with partial truths that lead to fuzzy thinking and diffi cult decision making. On the other hand, when a person of character lives and works with unshakable integrity they enjoy a sense of peace and clarity that enables them to create their vision and communicate it more clearly. When people are inspired by a visionary leader who leads with character, they share a sense of mission that brings out the best. Turnover may be the plague of our industry, but even sales people want more than a job; they want to make a positive impact and to feel that they can actually make a difference. It’s human nature to desire to greet the day with a sense of clarity about how your job, what you do and how you work contributes towards the good of others.

Character Equals ConÞ denceWhen people do the wrong thing they feel wrong. When people do the right thing they feel right. Leaders with character and integrity who do the right thing feel good frequently and this affects their confi dence. With every right decision, great leaders build their internal architecture in a way that builds self esteem and confi dence needed for those diffi cult decisions in life. The most diffi cult decisions are often the ones that others don’t agree with and a leader is often measured by their ability to handle tough situations and blaze new trails where others dare not venture and may not believe in. The confi dence of a leader with character can stiffen the spine of those around them when they need the courage to accomplish more than they thought possible.

Character Equals ActionClarity of thought paired with confi dence that comes from integrity-based decision making breeds the power to take action in situations that leave others crippled. It’s character that enables a leader to act even in the face of what may not be a popular decision. Even when others haven’t fully

bought in to the leader’s decision, if they believe in the individual, who they are and what they stand for they often still follow and support the action. A person’s clarity, confi dence and action can create the momentum needed to lead people through change and progress.

Character Equals TrustLeaders are billboards with people watching every message you send. It’s natural to assume that how you treat others is an indicator of how they will treat you. If a person observes a lack of character and integrity in your life and your interactions with others they will assume that they cannot trust you. Great leaders are trustworthy and people will follow them into a burning cave if they have faith in their character. Whether we realize it or not, our employees model us and if we demonstrate integrity in our work and our lives, they will follow suit with the impact reaching everything they do. What is ironic is that we see what we seek and if a person lacks character and is untrustworthy they often see those traits in others and fail to trust. This mentality creates an environment of doubt, distrust and negativity whereas an effective leader who lives with character and integrity creates an environment of trust and optimism that people want to support.

Character Equals HappinessIf living with character and integrity breeds success and increases clarity, confi dence, action and trust it only stands to reason that character equals happiness. Put simply, living with character and integrity makes it easy to sleep at night which yields a sense of wellness that makes life more fulfi lling. Peace comes with doing the right thing on a daily basis and it leads to a happier more meaningful life. I wish you the best in making character-based decisions that will deliver more happiness and success in your personal and professional life.

Sean WolÞ ngton is an Owner of BZ Results.com. He can be contacted at 866.802.5753, or by email atswolÞ [email protected].

december 2004 23

Packing GAP:A Big Risk for an Easy Sell

TonyDupaquier

Despite the legal issues surrounding the packing of products into deals, some dealerships are

still following this highly illegal pattern of practice by including GAP in deals. GAP is a great product, and no product should be included in a deal without the expressed consent of the customer. No amount of money compensates for the risk taken when products are packed into a deal—especially when the product is an easy sell to begin with, as is the case with GAP.

From a service point of view, GAP is a great product for customers. GAP can save a customer’s savings and prevent his/her credit from deteriorating in the event the customer’s vehicle is lost or stolen and declared a total loss. As great a product that GAP is, it must be offered to the customer, not assumed that he/she will take it. In fact, the customer must be aware that all products are optional.

GAP is one of the easiest products to sell in the business offi ce. First, it is a new product in most parts of the country, and second, almost everybody knows of someone who could have taken advantage of the product.

To make GAP an easy sell, the business manager must create a need. A business manager can create this need by asking the customer some simple questions, the fi rst being, “What is your deductible?”

Chances are the cost of purchasing the GAP coverage is equal to or very close to the amount of the customer’s deductible. If this is the case, simply explain how the GAP coverage will pay the deductible for him/her and that the customer would not be out any cash.

The second question to ask is, “In the event you wrecked your vehicle and had a balance beyond what your insurance company would pay, how would you handle the difference?”

Many customers do not have any idea of how they would handle any defi cit balance in the event their vehicle was totaled and the insurance company would not pay the vehicle off. Many customers make the mistake of thinking their insurance company will pay the vehicle off completely. Inform every customer that insurance will only pay the fair market value of the car and that he/she will be responsible for the defi cit. Prepare the customer that if he/she is unable to pay off the defi cit, it could end up being a charge-off or repossession on his/her credit.

Using a simple graph as an example to show how the loan balance decreases in comparison with the deprecation of the vehicle is also a good method to establish need. Ask the customer what the difference could be in the fi rst two years of ownership if the vehicle was declared a total loss. In many cases, the customer will answerer back with fi ve to seven thousand dollars. Do not allow the customer to think this number; we do not want to scare them away from our product because of depreciation. Cut their estimate in half, and ask them how they would pay that two to three thousand-dollar difference.

Once the business manager has this information, it becomes easier to overcome the objections customers have because there is a lot of value for them. When the customer tells you that he/she has no idea or he/she would take it from savings, ask them “Wouldn’t you rather have the GAP protection now that will cover your deductible and ensure that your savings and credit are safe? Would you like your fi rst payment in 30 or 45 days?”

Tony Dupaquier is the Director of F&I Training for American Financial & Automotive Services, Inc. He can be contacted at 866.280.0301, or by email [email protected].

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and wagon business to become W. Hare & Sons, Inc.

The Hare Family used native timber to create every wagon, carriage, and buggy and established a market in Indiana and surrounding states. High standards and quality became key words associated with the Hare name. In 1882, W. Hare & Sons, Inc. was the largest wagon, buggy, and carriage dealer in Indiana and surrounding states. It took a short time for the family to earn a living in terms of dollars and cents. He realized that other things mattered far more…consideration of others, conscientious service, and his motto, “Keep up the quality.” He learned too that his most valuable assets were not his bank account and worldly goods, but his loyal friends.

The Early 1900�s�

In 1900, the company demolished the building and put in its place a modern, four-story, brick building. The Early 1900’s were a huge transition period for the Hare fi rm. From 1909 to 1915, Frank (“Bunny”), Albert and Willard (“Bill”) Hare, Elbert’s sons and Wesley’s grandsons, became the third generation to enter the business. Frank (“Bunny”) graduated from Indiana University in 1906, where he was captain of the football team. Albert, the youngest, attended Indiana University and served 18 months in the aviation service in Italy during WWI. Bill attended Eastman Gaines Business College in Poughkeepsie, New York and also played semi-professional baseball.

Automobile sales were added to the Buggy & Wagon business in 1912. Early models of Cadillac’s, Hupmobiles, Overlands, and Studebakers were among the fi rst automobiles sold. In 1921, W. Hare and Son began selling Chevrolet automobiles. In the 1920’s, Frank opened a location in Indianapolis and Albert opened a location in Crawfordsville. Both were later closed. Albert sold his business to invest in the oil industry, and Frank moved back to Noblesville. In 1924, Bill Hare participated

in a 100 hour endurance economy run. At this time, the dealership provided 24 hour towing service.

The 1930�s & 40�s�

By the early 1930’s, between 20 and 30 new cars were sold each year. In the early 30’s, Bill bought the holdings of his brothers. In 1939, Bill’s only son, John (Jack) Hare, joined the business after attending Indiana University to become the forth generation at W. Hare & Son, but he was there just a short time before the bombing of Pearl Harbor. In 1941, Hare advertised a $2.45 tune-up special and a new Chevy Town Sedan for $395. Chevrolet plants had been preparing for the impending war. Military trucks, parts for anti-aircraft guns, shells, and Pratt & Whitney engines were all part of Chevrolet’s pre-Pearl Harbor schedule. Civilian car production ended for Chevrolet in January 1942. The Chevrolet plants were completely converted to war work. Jack Hare left the business and joined the army, where he was deployed as a pilot and awarded the Air Medal for participation in aerial fl ights in transport aircraft over the dangerous and diffi cult Indian China air route (also know as The Hump route), where enemy interception and attack was probable and expected. Cars in Hare’s inventory had the tires removed and the vehicles were stored on blocks. The dealership remained open for service and were also largely into the business of buying and selling new and used retread tires. Chevrolet resumed car production on October 3, 1945.

The 1950�s�

As the dealership began to outgrow its downtown Noblesville location, truck and used car sales were moved to 1700 S. 10th Street (Allisonville Road) in Noblesville, in 1948. In 1958, all of Hare’s operations were moved to that location, still under the leadership of Bill and his only son, Jack. The dealership remained there until its move to its present location in 1999.

In 1959, Jack Hare was elected chairman of

The History of W. Hare & Son, Inc.It all started in 1847…

In 1847, a 19 year old man named

Wesley Hare set out in the earnest quest of earning a living. In the type of business which appealed to him most, he cast his lot - wagon maker. There was no machinery to help him. With his broad ax, mallet, chisel, augers and like tools, he did his work. It was a slow business, but he persevered. He opened a shop in Noblesville, IN and from a very small beginning, it gradually grew to one of the largest carriage and wagon making companies of the Midwest. In 1849, Wesley moved his business, Carriage and Wagon Works, to a frame building on the southwest corner of 10th and Conner Streets in downtown Noblesville. In 1852, Wesley Hare married Miss M.T. Harrison, daughter of a pioneer settler of Hamilton County. Their family consisted of two sons and two daughters. Sons, Elbert and Silas joined their father in the carriage

American�s Oldest Transportation Company

PatrickLucksts ms ls fi s lr

leadership solution

december 2004 25

the Dealer’s Planning committee. He served as spokesman for over 7,000 Chevrolet Dealers to top General Motors executives. His group laid a series of recommendations on mutual automobile problems before the company. This was the fi rst time that any Hoosier ever served as Chairman of this committee. Jack Hare was married to Martha (Pierce) Hare and they had three daughters and no sons.

Today�s Leadership Takes Over�

In 1966, David L. Cox, Jack’s future son-in-law, joined the business as a parts runner, and he offi cially became Jack’s son-in-law when he married Jacqueline Hare in 1969. David was born and raised in Noblesville and completed his education at Purdue with a degree in Industrial Management. After college, he went into sales at the fi rm and was selected to the Chevrolet Society of Sales Executives and served as President of Chevrolet Sales Managers Association. David also graduated from the Chevrolet School of Merchandising and Management (Dealer Academy). David was named Dealer / Operator in 1992 and became Owner / Operator in 1996 upon the death of his father-in-law, Jack Hare. David and Jackie represent the fi fth generation to own and operate the business.

In 1997, W. Hare & Son, Inc. celebrated its 150th Anniversary. Shortly after that anniversary, Hare Chevrolet had outgrown its location once again. In 1999, the dealership moved to its present location

on State Road 37 in Noblesville. W. Hare & Son, Inc. now has its sixth Generation descendants of Wesley Hare involved in management, Courtney Cole and Monica Peck, the two daughters of David and Jackie (Hare) Cox, are active in the management of the daily operations in the dealership today. Courtney joined the business in 1995, after graduating from Indiana University and spending a short time as a Certifi ed Public Accountant in Indianapolis. Monica also graduated from the Indiana University School of Business, and spent over six years in the Information Technology industry before joining the business in 2003.

Some great events have happened for the Hare Auto Group in the year 2004. For the fi rst time in their long history, Hare Chevrolet is the Number One Volume

Chevrolet Dealer in the State of Indiana, which has also made them the Number One Volume General Motors Dealer in the state. David Cox, President / Owner, is past President of the Auto Dealers Association of Indiana, and current Vice President of the Indianapolis Auto Trade Association. Furthermore, the group has added two stores with a total of fi ve more franchises since mid-July. Hare Buick Pontiac GMC and Hare Chrysler Jeep in Indianapolis were added to the line up in July and November respectively.

The forefathers of this organization had visions broad enough to transform the art of buggy making to the successful sales and service of automobiles, all done in a community rich in family tradition, which is the very foundation of this company. There are generations of families locally that have continued to do business with W. Hare & Son, Inc., and yet there are brand new customers everyday. Every customer, new or repeat, is a valued one, and the Hare family will continue to strive to earn their patronage for generations to come. In conclusion, it is in a civic-minded mood, rather than a boastful one, that we acknowledge W. Hare & Son, Inc. as “America’s Oldest Transportation Company”.

Patrick Luck is the Editor and Publisher of AutoSuccess Magazine. He can be contacted at 800.901.3037, or by email at [email protected].

continued

Jackie Hare Cox

Courtney Cole

Monica Peck

David Cox


Make Every Conversation a Sales Call

PeterdeLissersts ms ls fi s lr


The most effective c o m m u n i c a t o r s in the world are sales people, when they make every conversation a sales

call. Why are they effective?

Because:• Real conversations start when the customer says “no”• The fi rst “no” may not be the real “no”• It takes three to fi ve “no’s” to get to a “yes”• Emotional conversations take longer• Customers buy benefi ts not features

Sales people are trained to listen intently, hear what is said (and what is not said), and ask clarifying questions and then respond in a way that the customer will buy. Even talented and experienced professionals can hit a wall when they are faced with a diffi cult conversation or topic. They forget to use the selling principles and skills they’ve learned.

Even in the workplace, employee interactions can be viewed as sales calls. When you are dealing with an employee, colleague or supervisor, there is an exchange of information. Don’t forget that a presentation for promotion, a videoconference, an email, a voicemail message and a staff meeting can all be sales calls. Often there is a power struggle to ‘win’ these conversations. However to keep clients and co-workers happy, you

must learn to treat each interaction as a sales call and call on the skills you know to make every interaction a success.

Here are some of the sales skills you can use to improve your profi ts, productivity and relationships.

Listen for Better ResultsIn one year, a skilled sales manager increased his sales by 40 percent. The only thing he did differently was studied, practiced and used his listening skills. Why? Take this scenario. You’ve made the appointment with your prospect. After some small talk, the client puts you on the spot. He asks you to list the strengths of your competitor. Initially you don’t want to answer because you don’t want to build a case for your competition. But if you answer his question, it proves you have been listening. It will also lead you to his next questions, which could be, “Now list your company’s strengths.”

Misuse of PowerBy its nature, a sales call is not a power struggle but a structured discussion in which needed information is exchanged between buyer and seller. The buyer has a need. The sales person has a product or service, which may or may not fi ll that need. Throughout the sales cycle, which could be minutes, days, months or even years, we exchange information. The power of a sales person depends on an ability to communicate.

Conversations with employees can lose their focus on the information exchange.

The selling cycle is shortened to the moment- win now in this conversation. We ‘win’ by sending a message that we have authority (“I’m the boss”), we have knowledge (“I’m right, I’m smarter”), or we have the emotions (“I’m the parent”).

This is wrong. When we win, someone else loses. If you view each conversation as a power struggle, you could lose a potential client or colleague. When a person ‘loses’ the conversation, they lose their self-respect and trust in you.

The Meaning of the Sales Call Comes from Gestures, Tones and WordsThe success of a sales call, both internal and external, can depend on your body gestures, tones and words. Communication research tells us that the understanding of every message depends 55 percent on body and facial gestures, 38 percent on tone, and only seven percent on words. Imagine what could happen if most of your sales calls or colleague communications are done only by phone. Your audience misses out on 55 percent of your meaning. This opens up the door for miscommunication, hurt feelings or even loss of a sale.

When making prospecting and follow-up calls by phone, concentrate on your tone and wording, as these are the main things your caller will hear. Make your tone clear and sharp. You must sound congruent; match your voice qualities with your words. Also beware of the words you use, and try to make them clear and concise so there are no misinterpretations.

Every Conversation Needs to be EqualInternal customers - team leaders, subordinates, peers- are no different than clients and prospects. They do not expect to get all their needs met, but they do expect us to understand them and answer their questions. When we listen to them all in an equal way, we make every conversation a sales call. By allowing a full exchange of information, considering all objections, and agree to agree or disagree, we are listening equally. This results in not only an increase in sales, but also customer and employee satisfaction and trust.

Peter deLisser is the President of Responsible = Communications. He can be contacted at 800.901.2860, or by email at [email protected].

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We would like to thank the Wolfi ngton Group for conducting another successful sale for Eagle Chevrolet Cadillac.

During our last event, and this was not our fi rst, we sold 50 plus vehicles in four days. Their professionalism, knowledge and techniques are the best in the industry.

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like to improve about it?”“What are some of the things you must have? What are some things you’d like to have?”And my favorite…“Of everything that’s important to you, what’s the one thing you hope to accomplish with your visit today?”

Golden Nugget #5:ConÞ rm and Clarify (C2)Throughout the Guest Surveys it is very important to develop and use Golden Nugget #5. Confi rm and Clarify (C2) is a communication skill our sales people use to dig deep and explore the valuable information the customer is providing us. By listening and confi rming you are showing respect. The goal is to confi rm and clarify the customer’s response. “When you say safety is important to you (confi rm) what do you mean by that?(clarify)”“You said you needed more room (confi rm), what do you mean by that?(clarify) … Tell me more.”It’s amazing how often we assume we know what the customer meant only to fi nd out that we were way off base and would never

know that without C2. It is also amazing how much you learn about the customer and how you can develop common ground.

Golden Nugget #6:Sim/Sim (Offer Alternatives 100%)The last question we ask our customers before heading out to select a vehicle is this: “If there were a similar vehicle, with similar equipment that was a better value, would you consider it or should we rule that out?” or…“If there were a similar vehicle, with similar features that could save you some money, would you consider it or should we rule that out?” This one question is important to gauge just how fl exible the customer is and to set the stage for an alternative to what they originally asked for. Statistics show that 86 percent of new and used car buyers leave with something other than what they originally came in to purchase.

Golden Nugget #7: Stamp the HoodOnce we’ve selected, presented and demonstrated the vehicle, our sales people are trained to ask one very important question, “On a scale of 1-10, 10 being the best, how would you rate the vehicle you just drove?”

Nothing new about a trial close, but what we do with the customer’s response can make or break the deal. If it’s a seven or better, the sales person is trained to respond with, “Great! What do you like that makes it a seven?” This gets the customer to articulate what they like which builds value and gets them to sell themselves. The sales person would then ask: “what would make it a 10?” A response of less than seven indicates that we may need to select a different vehicle. We save so much time by not going to the desk with a fi ve. Once the sales person has executed the seven Golden Nuggets, it’s time to visit the Coach’s desk to determine what we need to do to sell a car today.

Following a clearly defi ned sales process that is built around the seven Golden Nuggets has brought consistency to our sales team and desk managers; consistency reduces turnover and increases sales. If you’d like to know more about what we did to make this happen please contact me at the email address below.

Kyle Miller is the Internet Director of Miller Ford Nissan VW. He can be contacted at 800.668.5526, or by email at [email protected].

continuedcontinued from page 13

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