AutoSuccess Dec07

Sell What It Does, Not What It Is

Volume 6 • Issue 6

This honor says a lot. It says that car dealers appreciate our service. It says that we help generate business. And as the only company to earn these awards for both new and used car services, it says that we keep improving our service. That’s something we will continue to do. We want to thank our dealers for helping us earn these awards. They’re more examples that show What We Do Works.

WE’RE PROUDTO SAY WE’VEDONE SOMETHINGCOMPLETELY NEW.

“Highest in Dealer Satisfaction With OnlineBuying Services For New Vehicle Leads”

OF COURSE,WE HAVEN’TFORGOTTEN WHAT GOT US HERE.

For information, call 877-261-9418 or visit awards.autotrader.com today.

©2007 AutoTrader.com, Inc. All Rights Reserved. “AutoTrader.com” is a registered trademark of TPI Holdings, Inc. used under exclusive license. AutoTrader.com received the highest numerical score for used vehicle leads in the proprietary J.D. Power and Associates 2006–2007 Dealer Satisfaction with Online Buying Services Studies.SM 2007 study based on 1,758 dealer evaluations in May–June 2007. AutoTrader.com received the highest numerical score for new vehicle leads in the proprietary J.D. Power and Associates 2007 Dealer Satisfaction with Online Buying Services Study.SM Study based on 1,758 dealer evaluations in May–June 2007. Your experiences may vary. Visit jdpower.com.

“Highest in Dealer Satisfaction With Online BuyingServices For Used Vehicle Leads, Two Years in a Row”

62651_AT_AT7-109_4C.indd 1 9/27/07 12:59:17 PM

Visit Us at NADA 2008!

Booth 3601 West

Over 2 Million Vehicles

Processed Daily

HomeNet 866.653.1155 220 Willowbrook Lane | West Chester, PA 19382www.homenetinc.com | [email protected]��

Patrick Luck, Editor & [email protected]

Hebrews 12:1 - Let us run with endurance the race that is set before us.

AutoSuccess Magazine is published monthly at 3411 Pinnacle Gardens Drive, Louisville, Kentucky, 40245; 502.588.3155, fax 502.588.3170. Direct all subscription and customer service inquiries to 877.818.6620 or [email protected]. Subscription rate is $69 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. AutoSuccess accepts no liability in respect of the content of any third party material appearing in this magazine or in respect of the content of any other magazine to which this magazine may be linked from time to time. 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, 3411 Pinnacle Gardens Drive, Louisville, Kentucky 40245.

3411 Pinnacle Gardens Drive | Louisville Kentucky 40245 | phone: 877.818.6620 | fax: 502.588.3170 | www.SellingSuccessOnline.com

God is the source of all supplyDave Davis, Creative Strategist & [email protected]

Thomas Williams, Creative [email protected]

Susan Givens, Vice [email protected]

on the cover

Brian Ankney, Sales-improvement [email protected]

God is the source of all supplyhelping to support...

Brian Balash, Sales-improvement [email protected]

Scott Schaeffer, Sales-improvement [email protected]

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Artful Questioning

BrianTracyThe Value of Mentors

Is This As Good As It’s Going to Get

Hitting the Jackpot...With Digital Ads!

RalphPaglia

TomHopkins

DaymondDecker

MichaelYork

PattiWood

SeanV.Bradley

The Power of Now

What Does it Take to Succeed in Sales

SeanV.Bradley

LisaKeller

MarkTewart

Personal Success

Failing Forward SuccessfullyCan Mistakes Actually be Good for You?

Exceed the Online Customer’s Expectations

Internet Sales 20 Group

DebbieAllen

Getting What You Want From PeopleHow to Get Buy-In, Follow Through and Enthusiastic Participation

on Projects, Tasks and Goals

Two Words That Can Make a Difference JesseBiter

RalphR.RobertsDump Your Sales Slump

TomHopkins

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www.sellingsuccessonline.com

Artful QuestioningMany automotive salespeople who

haven’t yet reached the professional stage think professional selling is exactly the opposite of what it really is. They get started. They learn the product and what the special offers are, and then push them on the next client who comes into the dealership.

When you entered the selling fi eld, you may have thought, “Now my job is to talk and talk and talk.” So off you go. “Here it is folks. The single, best answer to your driving needs. Oh, you’re going to love it. You’d better get one now before we run out of inventory.”

The professional automotive salesperson, the true Champion, realizes that people have two ears and one mouth, and that they should be used in those proportions. This means that after talking 10 seconds, you switch your mouth off, switch your ears on, and listen for 20 seconds. This also means that, instead of overwhelming your future client with your knowledge of the automotive industry and your particular line of vehicles, you encourage them to tell you what they know, what they need and what they want. Let’s compare the two methods.

The average salesperson sounds something like this:

• “This is the best truck there is on the market today. Nothing can touch it. We’ve also got the best deals because we’re miles ahead of the competition. You’d might as well get it now and not waste your time looking any further.”

• “Our dealership will do more for you than any of the others. You really should buy from us.”

• “This special pricing is only available for a few more days. Why waste your time shopping around? You can’t get anything like this for less.”

When salespeople say things like that, they’re doing nothing more than adding to the old stereotype of car salespeople as being right up there with lawyers on the list of people with whom you least want to spend your time. When they use such aggressive methods, what are they doing? They’re pushing, aren’t they? They’re nagging, pleading, arguing. They’re telling potential clients things they may not care to hear. They’re trying to ram obvious self-serving statements down the future clients’ throats. In effect, they are saying, “I’m out to make you buy something. The only reason I’m doing that is to put money in my pocket, and I don’t care whether what you buy helps you or not. I’ve got a quota to meet.”

True Champions, those who make successful long-term careers in the automotive business, realize that telling isn’t selling. Champion salespeople never make people feel they’re being pushed for the simple reason that they never push. What they do instead is to lead. They fi nd out by asking questions where the buyer wants to go. Then, they take them there.

Champions lead their prospects from the initial contact to happy involvement in new or used vehicles by not talking all of the time, but by listening most of the time, and by asking artful questions. In all this alert and pointed questioning, the true professional maintains a friendly attitude of interest and understanding that encourages the prospect to open up and give the desired information freely.

They ask questions about the current vehicle or vehicles they own. They ask about past vehicles the clients may have loved. Current needs — such as length of time on the road, number of passengers, cargo space requirements, safety and economy — are all considered. Top pros come across as expert advisors whose only focus is on fi nding the right vehicle at the right investment

involving the shortest time period possible. It’s all about the time and convenience of the client.

In fact, there’s a dealership in my local area that’s bragging about one of the most common objections people have to shopping for a new vehicle — the length of time required to do it. They are promising not more than one hour of time to handle all the paperwork required for an automotive purchase. One hour from decision to drive-away. The only way they can make and keep a promise like that is to have their sales team gather all the necessary information for the paperwork as they discuss the various vehicles. They have to ask the right questions in order to hear the right answers to economize on the client’s time.

Have you ever been surprised at how freely you’ve talked to certain salespeople before buying from them? They were alert and interested. You felt comfortable with them. Recalling those conversations, you may think you were leading and the salesperson was following. Superfi cially, that may have been true. In a deeper sense, however, that professional salesperson was leading all the way and you were following all the way.

How did that happen? The Champion sales professional encourages you to start off in your direction of interest. Once you set your direction, he or she gets smoothly in front and begins to lead you toward any of several open paths to purchase. When artful questioning reveals which of the several paths is best, the Champion guides you smoothly and warmly to the best solution they have to offer for your needs. Because you don’t feel you’re being sold, you choose to own.

World-renowned master sales trainer Tom Hopkins is the chairman of Tom Hopkins International. He can be contacted at 866.347.6148, or by e-mail at [email protected].

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I will probably get 5 out of every 10 of your credit turn downs buyable because...

I have a PROVEN, copyrighted, trade-marked and proprietary system for making your credit turn downs buyable and I will prove it to you.

Yes, it’s legal, ethical and meets ALL guide-lines. This is a credit improvement program that is proven and gets results. It is NOT a credit repair program. Don’t confuse the two. Often the so-called credit repair pro-grams are shams and scams based upon fl eecing people with poor credit.

I can prove to you exactly how it is doing what I am telling you right now at current dealerships.

You can speak directly to the dealers and see for yourself.

The results have been mind blowing!

Here’s the DealEveryday you feel the pain of losing cus-tomers and watching money walk out the door because you can’t get the customer approved.

Imagine getting a minimum of 3 of every 10 of those deals to be buyable. What would that do to your sales, gross profi t and bottom line?

• Our dealers are experiencing an aver-age of $4,300 gross profi t per copy on these deals that are getting approved that were once turned down. On just ten deals that’s an extra $43,000 Gross profi t!• Deliver more new and used vehicles

monthly — guaranteed• Stop paying outrageous fees to special fi nancing companies• Increase your gross profi ts• Turn “eventual customers” into deliveries TODAY• Tie the customer to you...to the extent they MUST purchase from you• Reduce staff frustration and manager “pre-qualifying”

• Motivate lenders for faster and deeper approvals• Develop tremendous customer loyalty and customer referrals

Would you agree that the single greatest challenge you face today in order to maxi-mize every sales opportunity and your gross profi t is your customers’ credit and their credit scores?

What impact would you see in your opera-tion if your customers could legally have their credit scores increased by 50,100, even as much as 250 points with your credit reporting agencies — all according to Federal Law and with a money back guarantee?

How much would it be worth if 30% to 50% of your “turned down” credit applica-tions became vehicle sales from YOUR dealership?

Look at what dealers are saying about this valuable profi t improvement program:

“We went from delivering 180 units to over 300 per month thanks to this program” - Randy Miller, Sales Director Town & Country Ford - Evansville, IN

Call 888 2 Tewart (888 283-9278) / 513 932-9526 to get a FREE, No Hassle Presentation

Mark Tewart, President Tewart Enterprises Inc.

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P.S. Remember, I am guaranteeing in writ-ing 3 out of every 10

From the Desk of Mark Tewart, PresidentTewart Enterprises Inc • Tewart Management Group Inc.

“I Will Guarantee You That I Can Make 3 Out of Every 10 of Your Credit Turn Downs Buyable”

MARK TEWARTIndustry Consultant

Bonus! Call and schedule your 15 minute, Free, no obligation presentation for your dealership by January 21 and you will receive my Tewart Distance Learning program for FREE for 30 days.*

*Demonstration absolutely for Dealers and Manages only please

See my article on page 22

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PattiWood

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Your boss walks into your cubical

and says, “I need that project from you by 2:00,” turns around and walks out. How do you feel? Well if you’re a get-it-done kind of person, you might appreciate that he didn’t waste your time with niceties and was in and out. But if that is not your style, you may get pretty mad.

You’re really excited to tell your team you have a new project. It will require a lot of work and the deadline is almost impossible to meet without everyone putting in extra hours, but you’re pumped. You go in smiling and ready to rock. Speaking with an enthusiastic voice and lots of gestures and rah-rah language you tell the team about the project. How do they respond? Well if they are fellow expressive types, they might jump on the band wagon with equal enthusiasm, but if they are get-it-right analyzers, they are sitting there shaking their heads thinking of all the details that need to be taken care of; in other words, all the mistakes that they will need to fi x and how they will be spending every waking hour for the next three weeks. Different people need different delivery styles.

If you have an important idea to communicate to someone at work and you need other people’s buy in, you have a task to assign to someone and you want to make sure they follow through, or you want to make sure you will get enthusiastic participation, what’s the best way to present your message? You need to consider the personality of the person you are going to talk to and form a message and delivery style that suits them. We often go in to persuade someone using the style of communicating that is comfortable for us. What we need to do is consider is the personality type of the person we are speaking with. Below are the four basic personality types of the DISC personality inventory and their characteristics. Read what each one likes and prepare your message and delivery style to match your communication recipients needs. Understand the underlying traits of the four main types, but know that most people are a combination.

The Amiable or Get AlongThis type of person wants to be your friend. They respond to heavy use of the word “you” and the promise of an ongoing relationship. They like warmhearted, friendly conversations and a relaxed pace. Ask about their weekend and their kids before you ask

for work from them. In fact, you should build relationship credits with them every week so, when you really need them, you have relationship credits to draw on when you are in dire straights. Also know a warm “hello” and a sincere “thank you” are as necessary as food and water to the Amiable. The Amiable think carefully before taking any action, and they don’t like change, so you really need to talk them through any new projects or changes in old routines to get them to buy in and follow through; otherwise, they will keep doing it the old way or what they may consider the way that has “always worked before.” They need to feel a sense of security before moving forward. They best way to get work from an Amiable is to become their friend. Make your body language warm, smile and make your voice soft and relaxed.

The Expressive or Get AppreciatedThis type of person wants to be challenged; they enjoy learning about new, exciting things. So if you present them with a new project, they may jump on it just because it is new. But, because they love new stuff, they are easily bored and may not follow through on work that requires details or lots of small print forms and multiple steps. If you need that kind of detail work from them, you may have to check back with them or provide some sort of social interaction or pat on the back feedback when they do. For example, when they turn in their monthly time sheets or travel vouchers on Fridays, let them know that they will get to sit and have coffee with you. Or instead of e-mailing in work, have them present it at the weekly meeting. They burn hot and cold, so keep your face to face or over the phone delivery lively. They like bold statements, new directions, initiatives, bright ideas and enjoy a good sense of humor. Expressive types like to lead and infl uence others, so if you give them tasks where they can get other people on board, you will have a highly motivated worker. And if they are hip to your project, they will be your rah-rah cheerleader and supporter. They like to be noticed and appreciated; that is like food and water for them and feeds them deeply.

So now you know how to present your ideas projects and tasks to others. You can get more accomplished with a lot less stress. Make your body language energetic and open and your voice up-beat and fast paced.

The Analytical or Get it RightThis type is smart, careful and accurate. They

crave facts and more facts, but they have trouble making decisions because they have so many details to consider. They welcome documentation, lengthy testimonial and statistical evidence that proves your point. Explain until you are blue in the face, and they’ll ask for more. They have great insights and opinions and don’t always get a chance to express them out loud, so ask them before you tell them, “Do it this way” and you will get more buy in. Whether you give them a task face to face or through e-mail, they will e-mail you back with problems, mistakes and why it won’t work. Be prepared and, if possible, make sure you deal with their criticisms face to face, or your project will drag out and weigh down with back-and-forth conversations and e-mails with what non-Analyticals would consider minutia. Even when you think the “deal is done,” they will want to come back with one more fi x. To avoid delays you may even give a deadline for criticism and say, “Get back to me by this date with problems and, after that, no matter what we will go forward.” To make sure they are receptive, don’t interrupt them; they like their solitude and prefer to know you will be coming to talk to them rather than having you just drop by. Make your body language appropriate and reserved and your voice slow and low volumed, and allow long silent pauses for them to think before they speak.

The Bottom-liner or Get it DoneThis type of person values brevity and makes quick decisions. They want you to tell them short and sweet what you do and what you want them to do. They like summaries and they want to be told their task. Forget the boring details, and for goodness sake don’t repeat yourself. Make your e-mail requests to them in bullet points. They can juggle multiple tasks, but like the feeling of getting a task done. You may want to break long-term detailed projects down into mini-projects for them. They fear a lack of control, so they need to know they are in charge of their part of the project. They gain energy from being in charge and meeting challenges and being forceful and commanding, so know what you want, say it and stick to it. Make your body language confi dent and your eye contact direct and your voice strong and fast paced.

Patti Wood, MA, CSP is a professional speaker, author and coach at Communications Dynamics. She can be contacted at 800.849.3651, or by e-mail at [email protected].

Want From PeopleHow to Get Buy-In, Follow Through and Enthusiastic Participation on Projects, Tasks and Goals

Getting What You

BrianTracy

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the #1 sales-improvement magazine for the automotive professional

Benjamin Franklin once said, “there are

two ways to acquire wisdom; you can either buy it or borrow it.” By buying it, you pay full price in terms of time and cost to learn the lessons you need to learn. By borrowing it, you go to those men and women who have already paid the price to learn the lessons and get their wisdom from them.

This is the essence of the mentor-protégé relationship. By going to people who are ahead of you in the personal or professional arena and opening yourself to their input, advice and guidance, you can save yourself the many months (maybe even years) it would take and the thousands of dollars it would cost to learn what you need to learn all by yourself.

M.R. “Kop” Kopmeyer, a respected success authority, once told me that perhaps the fastest way to get ahead was to study the experts and to do what they do, rather than trying to learn it all by yourself. In fact, he mentioned that no one lives long enough to learn every thing he needs to learn starting from scratch. To be successful, we absolutely, positively have to fi nd people who have already paid the price to help us learn the things that we need to learn to achieve our goals.

The mentors you choose should be people you respect, admire and want to be like.

The advice you seek should be guidance regard ing your character and personality and specifi c ideas on how you can do your job better and faster. Remember, you can’t fi gure it all out by yourself. You must have the help of others. You must fi nd men and women who will guide you and advise you on the road of life, or you will take a long, long time getting anywhere.

There are two vital qualities to look for in a mentor. The fi rst is character and the second is competence.

Character is — by far — the most important. Look for a mentor who has the kind of character you admire and respect. Look for a person who has high degrees of intelligence, integrity, judgment and wisdom. The more you associate with men and women who are advanced in the development of their character, the more you will tend to pattern them and to become like them.

The second quality you look for in a mentor is competence. This means that the person is extremely good at what he or she does. A good mentor in your career is one who has the knowledge, skills and abilities to move ahead far more rapidly than his or her peers.

The impact of a mentor on your life is dependent on two addi tional factors. The fi rst is your degree of openness to being infl uenced by another person. Openness is so

important because many people, especially young people, are extremely impatient, always looking for shortcuts. When they get advice on something that another person has spent many years learning, they often try to add varia tions and improve on it without having mastered the original instruction.

Remember, when you open yourself up to guidance and input from another person, concentrate fi rst on understanding and learning exactly what that person has to teach you. You can then modify and change that lesson to suit your changing circumstances.

The second factor that determines the infl uence of a mentor on your life is the willingness of the mentor to help you in every way possible to achieve your goals. We know that the more emotionally involved someone is in our lives, the more susceptible we are to being infl uenced by that person. When you seek out a mentor, you must look for someone who genuinely cares about you as a person and who really wants you to be successful in your endeavors.

Next month, we’ll look at steps necessary to build a successful mentor-protégé relationship.

Brian Tracy is the chairman and CEO of Brian Tracy International. He can be contacted at 866.300.9881, or by e-mail at [email protected].

The Value of Mentors

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1. Use enticing shapes/colors2. Create catchy headers3. Incorporate animation4. Use creative designs 5. Choose optimal placement6. Engage with interaction7. Rotate banners regularly8. Target your banners9. Monitor banner performance10. Do your math

Tips forDigital Ad Payoffs

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Are your dealership’s advertising strategies paying off? If not, it’s time to review the stakes and align your wager with the hottest thing to hit the online strip — Digital Ads. With over 70 percent of the population in North America now utilizing the Internet as a means of communication and shopping for products and services, eDealers are hitting the jackpot with online display advertising to drive signifi cantly more traffi c and profi ts to their dealership’s Sales, Finance, Service and Parts Departments.

Dollars and SenseBy the end of 2007, trends indicate that nearly $30 billion will be spent in North America for online marketing, a mere drop in the bucket compared to the nearly $40 billion forecast for 2010. The United States, together with Canada, currently support an historical 233 million Internet users. Research by eMarketer indicate trends that online advertising will more than double as a percentage of total media as car dealers and other advertisers learn how to spend their marketing budgets smarter instead of just bigger.

The demand for online advertising is booming, and the increasing numbers of dealers who are channeling advertising budgets away from traditional media and implementing digital marketing strategies are skyrocketing.

These results demonstrate that auto retailers have the sense to recognize the continued growth in the online automotive audience and the unparalleled opportunity to target specifi c customer prospects and capitalize on driving more of the exact types of customers they want into their showroom fl oors, Web sites and telephones.

Rules of the GameThe No. 1 rule is to know the game. Luck comes and goes, but knowledge stays forever. With the right message, the right placement and the right marketing strategy, your dealership can make every online initiative payoff with increased sales and profi ts. This brings us to rule No. 2: Consult a professional. Consulting a qualifi ed Digital Advertising professional is crucial to the success of your dealership’s Digital Ad strategy. Many Digital Advertising and closely related Search Engine Marketing (SEM) fi rms make promises but are unable to deliver satisfactory results because they lack both basic knowledge and a deep understanding of the latest trends that drive successful online automotive marketing initiatives. For example, how many SEM providers capitalize on your OEM’s current incentives and rebates in order to increase the QUALITY of traffi c they are driving into your Web sites and landing pages?

Amateur-created online Digital Ads such as Banners, Leaderboards, Skyscraper and inline GIF and JPG images are okay, but if you’re like most dealers, odds are that you will want some professional help in this highly volatile and competitive industry of online automotive retailing where there are many ads competing for viewer attention. Look for industry experts who can match their expertise with your dealership’s inventory, branding and local market reputation in a manner that serves your store’s marketing mission by creating and distributing into the right Web sites the most innovative, attention-grabbing graphic content.

Fundamentals of Digital AdsThrough the rise, fall and resurgence of online display advertising, eye-catching and exciting multimedia-enriched animated

Digital Ads are now all the buzz. We are now accustomed to seeing a Web page bordered by online advertising. Far from being merely wallpaper, eDealers are realizing the increasingly rich online ad formats are effective in sparking the interest of car buyers and encouraging them to spend a signifi cant amount of time interacting on the Web site after click-through. Market research proves that Digital Ads consistently generate the highest conversions into showroom traffi c, completed lead forms and telephone calls. In other words, the right online ads generate sales and profi ts.

Understanding the basics of Digital Ads will help your dealership in designing and implementing an effective and lucrative online strategy for each dollar of Digital Ad budget.

What is a Digital Ad?Digital Ads are the most popular form of advertising on the Internet, and I’m sure you’ve seen more than your fair share of Banners, Skyscrapers, Leaderboards and Squares of various sizes. A Digital Ad is a high-impact graphic or video ad displayed within high-traffi c Web sites, like CNN.com, that prospective and existing dealership customers see when a page loads within an area around the dealership’s local address (geo-targeted) or targeted region. This Digital Ad commonly advertises a make or model, and it can also be used to promote seasonal events, fuel economy, sales events, special fi nance services or incentives such as low APRs, Trade-In assistance and factory rebates. A Digital Ad is simply a form of customer communication and a portal into your sales funnel.

How Do They Work and Whyare They There?An online Digital Ad can be very similar to a traditional ad you would place in a newspaper or magazine; but, there is a huge bonus available: the added ability to transport a potential customer directly to a Landing Page, Microsite, or a Deep Link, such as into the inventory of your Virtual Dealership. Just imagine your customer

reading a newspaper ad, then being able to touch it and be automatically “teleported” to your dealership showroom. That’s powerful. Another tremendous advantage of Digital Ads over traditional print ads is the capability to infuse dynamic media enrichment like audio, video and animation to better highlight your dealership’s specials. It’s like a TV commercial infused into your newspaper ad and then click-enabled to become an advertisement on steroids — a virtual 800-pound gorilla in the world of advertising.

Marketing Your Digital AdsThe placement of your Digital Ad is crucial to its success. Post your ads on sites visited by your potential customers. If you’re promoting Ford Mustangs, buy space on sites visited by college students like YouTube or MySpace. The quality of leads generated from targeted markets generally yield higher click-throughs and are more likely to result in increased sales and greater ROI.

To post a Digital Ad, you can do either or all of the following:

• Pay publisher sites to post your ads• Pay an Ad Network to post the ad

The most effective and cost effi cient manner to distribute Digital Ads is through an Ad Network. The role of the modern Internet Advertising Network is to transact, serve, track and report the distribution of Digital Ads from advertisers to publishers using an effi cient, interactive marketplace. Large Ad Networks include a combination of search engines, media companies and technology vendors.

Always have more than one ad to promote each vehicle. A Digital Ad usually burns out after a surfer has seen it three times. If your click-through is steadily declining, then it is time to rotate your Digital Ads.

Make it a point to check on your Digital Ads’ performance every few days. By monitoring your ads’ performance, you can modify or eliminate under-performing ads before they waste away your advertising dollars.

Business Mechanics of Digital AdsEvery dealership must spend money to sell cars. Spend aggressively, but spend smart by knowing the market and mechanics of Digital Advertising. The basic business model of the Digital Ad is simple. Different payment models can be used depending on the primary goal of your dealership’s campaign.

• Cost per Thousand/Cost per Impression - CPM refers to Cost Per Thousand and CPI to Cost Per Impression. Each time a user views a Web page, that constitutes one impression. Typical CPMs for less-targeted inventory can range from $0.25 to $5.00 per thousand impressions. Therefore, a dealership that wants to purchase 100,000 impressions at a $5 CPM will sign a contract for $500. If you buy space on a targeted site that is popular with car enthusiasts who are in an attractive demographic for your dealership, you can expect to pay up to 10 times the rate of untargeted ad inventory.

• Cost per Click - CPC is normally associated with paid Search Marketing; however Digital Ads can be priced this way when the aim is to drive traffi c. CPC pricing models are based on paying only for those ads that experience a “click-through.”

• Cost per Acquisition (Cost per Lead) - Cost per Acquisition (or Lead) is a pricing model based on paying for direct results. This model takes many forms (leads, sales, etc.) and is increasing in popularity due to the ease of implementation and accounting compared to traditional media. This model is great for dealerships, as you pay only when an ad

delivers a defi ned acquisition.

Flat RateFlat Rate means a fi xed cost per month regardless of traffi c or amount of impressions. This may appeal to a dealership that is testing an online campaign generally targeting niche markets.

Catch the FeverMany Dealers are realizing that online marketing is now their best investment and are shifting budgets from traditional media to digital initiatives including Digital Ad marketing strategies. It’s impossible to ignore the results.

The eBusiness staff and the entire management team at Courtesy Chevrolet San Diego are excited about their continued progress for the remainder of 2007, and on into 2008. So far in 2007, they have increased their self-generated percentage of total Internet leads received by 24 percent, and those leads are converting into sales at a much higher closing rate than the leads they purchase from third party lead suppliers.

On the House: Co-Op AdvertisingIf you are leery about your investment in Digital Ads, how about letting your OEM foot some of the cost? Through an online cooperative advertising management strategy, dealers can capitalize on the marketing muscle and advertising incentives of their OEM. Many dealers are not aware that the same co-op advertising reimbursements are available not only for traditional media, but for Digital Ads as well. Courtesy Chevrolet participates in all areas of OEM co-op advertising and commonly receives over $3,000 a month in refunds.

‘No Gamble’ GuaranteeThe unparalleled advantages of Internet marketing have given birth to a whole new realm of advertising for dealerships. Whether it be through a non-animated display of the dealer’s logo or expandable Skyscraper, Digital Ads are helping dealerships to successfully reach customers in a targeted, cost-effective and measurable way.

When you gamble, your risk is determined by chance. With the right partner and the right online marketing strategy, the only chance involved with Digital Advertising is the chance to promote and grow your dealership, boost profi ts, and increase ROI. With the right marketing combination and the right team, you can turn your online investment into a sure bet with a big payoff.

Daymond Decker is the product marketing manager for ADP Digital Marketing. He can be contacted at 866.507.9577, or by e-mail at [email protected].

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14


Hopefully, you make a mistake now and

again, because failure can actually be good for you. If you haven’t made any mistakes for a while, you may be playing it too close to your comfort zone and not stretching yourself far or fast enough to achieve high level goals. To aim high, you must accept some of the risks that go along with learning something new.

Risks come with the acceptance that you will make some mistakes along your journey towards your wish. But you will want to avoid making costly mistakes or making the same mistake over and over again. Use good common business sense.

Everyone has their share of challenges. You will constantly be tested in life when new challenges arise or you grow, change and develop in life.

You will always be challenged with new areas of your life that stretch you past your current abilities and expertise. It may be making the next big sale, starting a new business, beginning a new relationship or working through a new opportunity that is full of not only excitement, but extremely diffi cult challenges, as well. Yet all failures will help you learn more about yourself and help you in turn to build your self-esteem at the same time.

Learn From Your Mistakes and Move On Actually I don’t even like the word “mistake.”

I believe that mistakes are simply challenges in disguise. Realistically, most of us don’t get it right the fi rst time around. Successful people make mistakes all the time, but the only difference is that most of the failures go unnoticed because they don’t give up and they keep on going.

Successful people make it look easy. It’s easy looking in from the outside. We don’t often notice or acknowledge their failures. Successful people evaluate their failures, come up with new solutions to the challenge and try again — this time more educated than the fi rst. Successful people also don’t

allow the fear of failure to stop them from achieving their goals.

If you study the failure and challenges of business, you will discover the ultimate success secrets of any enterprise. These are the key lessons we all must learn to grow and expand our opportunities in life.

If you want to create shamelessly fabulous success, study all the failures.

Most highly successful people were not successful from the beginning; they had to struggle a little or a lot to reach their peak potential. Walt Disney, for example, was actually fi red from his fi rst job because he was told that he was not creative enough.

Not creative enough? Luckily, he didn’t listen to his clueless boss and trusted his own innovative ideas.

Believe and trust your innovative ideas, too.

We all have a tendency to focus on success and fear failure when things don’t go as planned. So don’t be too hard on yourself if you feel that you are making too many mistakes to make it to the top. Hang in there and be patient. Once you overcome the challenge you won’t have to do it again and you will be failing forward faster.

Success takes time, just as it takes time for you to adjust and learn new skills. But, be aware that mistakes will continue to happen even after you have reached a high level of success.

You will always need to be learning something new in business to stay fresh, innovative and on top of your game. So when you think you have it all fi gured out and have made all the mistakes you need to make to learn, something will challenge you again and test your confi dence.

Mistakes and challenges are going to occur anyway, so the sooner you learn from them, the sooner you will become more successful in whatever you want to do.

Most people tend to reach conclusions about

success, but until success is compared with failures — people don’t truly understand the whole story of how business works.

Why Don’t They Teach Failure In School?Failures tend to disappear from business education curriculum. Information about business failures is often scarce or ignored completely, yet it is inevitable. On the other hand, information on successful companies and their success strategies is in generous supply.

Companies that pursue unsuccessful strategies either change their business strategies or they go out of business. A successful company is described as having used visionary management and innovative marketing strategies while a failing business is accused of poor business management and overall bad business skills.

So why don’t we teach future entrepreneurs more about failure? Wouldn’t that save us a ton of money from mistakes that could have been avoided in the fi rst place? Can you imagine telling your banker to add an additional $20,000 for the mistakes that you plan to make in your new business venture? They would think you were crazy. Yet that is exactly what is going to happen while you develop the business.

You simply must make mistakes and overcome challenges to see what works and does not work in life. It is necessary to make mistakes to improve, both personally and professionally.

Mistakes are in deed good for you when they place valuable lessons in front of you and teach you how to leap over challenging hurdles.

Debbie Allen is an author and professional speaker. She can be contacted at 866.467.4104, or by e-mail at [email protected].

SuccessfullyFailing Forward

Can Mistakes Actually be Good for You?

Dealers and managers are fond of telling

their employees that the car business is like owning your own business. Oh, really? What exactly does that mean? I remember my GM getting me all excited during our Saturday meetings telling me that I had my very own business; but minus all of the headaches and expenses. He used to tell us that the more we put into it the more we get out of it. Sound familiar? I am sure it does.

You may have heard the same speech or given that speech word for word. To a certain extent I agree. Selling cars is like owning your own business in that you get paid commissions based on the work you produce — that is, the cars sold. When you own your own business you generate revenue when someone buys your product or service.

I know several talented sales professionals making over $200,000 a year selling cars on the showroom fl oor. But those individuals are a small percentage of the over 230,000+ automotive sales people at new car dealerships in the U.S. The problem is that most sales people, whether they work on the showroom fl oor or in the Internet or BDC area, don’t know how to run their own businesses.

When you start and run your own business, you usually have some experience in the business you are starting or have a support network to guide you through the initial start-up phase. It really isn’t fair to expect someone to be able to sell cars on the fl oor or in an Internet department just because you gave them a brochure and told them to take ups, or because you have a computer and are buying leads for them. I travel all over the country and overseas, training and consulting for dealerships and it still amazes me to see that most dealerships have very little — if any — training other than what the OEM mandates for product certifi cation. When dealers do invest in training it usually trains their team on the basics: the road to the sale, and the six- or 10-step program that has been in existence for the last zillion years.

Most dealers pay lip service to the fact they say that their people are their most important resource. I think it is truly a shame that dealers don’t invest in their own people. The average dealership spends approximately $50,000 per month in advertising and the average dealership has about 10 sales consultants on the fl oor. That means that dealers are

SeanV.Bradley

spending $5,000 per month or $60,000 per year on sales consultants that are untrained or poorly trained. That makes no sense to me. Dealers should invest wisely on recruiting the RIGHT employees for their team. It is a huge red fl ag when your store spends more on balloons or some hokey advertising or give aways than on education and personal development of its most valuable assets, its people.

Dealership sales teams should be trained on:• Product knowledge• Standard Operating Procedure• Objections & Rebuttals • Psychology• Strategy• Communication• Technology & the Internet• Organization• People Skills / Problem solving

/ Dealing with diffi cult people or situations

• Networking and the LOST ART of Prospecting

Your people should be motivated and compensated for proactive professional development. For example, some of our dealers reward their people for reading relevant business books like Stephen Covey’s “The 7 Habits of Highly Effective People” or Seth Godin’s “Purple Cow,” or for reading articles in magazines like AutoSuccess or keeping up with the content in professional newsletters from companies like Dealix or Carsdirect. The point is you need to create a culture of education and professional development in your store. Instead of hand-me-down magazines from the Dealer or GM, make your staff order subscriptions from ALL of the magazines, and make them sign up for all of the blogs and newsletters (most are FREE).

Think about Tiger Woods who swings 1,000 practice strokes for EVERY live stroke in tournaments. What about a boxer? How many jabs or hooks do you think he throws in practice? Now, think about how many times your people are role playing, drilling trying new word tracks, objections and rebuttals? Throw away your checker boards in your dealership and start playing chess. Get your team to think strategically.

I am going to give you a simple but extremely powerful system for personal success. I invite you to try this exercise and I

want you to tell everyone in your dealership — your associates, managers, your owner, everyone. It’s NOT just for your dealership or business success. It will be your roadmap and compass for your life, professional and business success.

Get a piece of paper and draw three boxes. Yes, a square, another square and one more. You should be looking at three side by side squares on your sheet.

Label Box 1 “Goal”

Box 1 is simple: It states the goal. Let’s say for this example, your goal was to be the No. 1 Internet Sales Manager in the WORLD. That is exactly what you are going to put in Box 1 — No. 1 Internet Sales Manager in the world. Put your specifi c goal there.

In Box 2 we want to defi ne the goal. This will take some more thought on your part. I hear all the time someone wants to be the best at this or that, but what does that really mean? You need to really understand what it is that you are trying to do in order to do it. An example of some elements in this box might state:• Highest gross with online customers• Fastest response time• Highest CSI online• Most volume online• Most knowledge of Internet sales —

third-party lead source provider sites, most knowledge of industry info sites like Edmunds.com, Kelly Blue Book, Carfax, etc.

• Most knowledge and utilization of dealership technology, such as the dealership Web site and ILM/CRM

• Highest customer retention with online customers

• Always cutting edge — setting trends not just following them. Staying one step ahead of competition.

• Highest ROI — least amount of money spent BUT MOST profi t made online.

• Highest certifi cation achieved — OEM, NADA / NCM / State associations, etc.

• Industry recognition — covers of magazines, awards, interviews, fame, etc.

• Create an amazing working environment.

• Happy at work and content where you are at.

• The ability to evolve — able to 18


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measure and benchmark performance and constantly evolve to the next level of success.

• Able to make a ton of money for your dealership at the same time able to cut expenses and increase ROI.

• Create a network of strong Internet managers and BDC directors that you can rely on, such as an Internet 20 group.

• Have the best dealership Web site on the planet in look, feel, technology and highest conversions.

• Have the best ILM/CRM — set-up, content, processes, e-mail templates, phone scripts, objection/rebuttals, etc.

• Know what to do, when to do it, how to do it and WHY you are doing it.

Now on to Box 3, where the rubber really meets the road. I would like you to develop your personal action plan on how you are going to make everything in Box 2 happen and when. Go through the items in the previous box bullet point by bullet point.

For example: If one of my goals was to have the most knowledge of third-party providers or Internet Web sites that a prospect might search on, then I would need to research all of those sites. I would create a schedule for my week and during the week I would allocate ample time to research all of these sites. I might start by simply going to these sites that I know about, such as AutoTrader and Carsdirect.com, and go through the entire site like I was a prospect searching for my new vehicle. I might even mystery shop these sites and my competitors to see how other dealers respond and to see exactly what my prospects go through.

I wouldn’t stop there. I would also call my local vendor sales reps up and have them come into the dealership and thoroughly explain their Web site and fi nd out details and best practices directly from them. Specifi cally, I would ask them what their best dealers are doing to be the best. I would even ask them what their worst dealers are doing and why. You want to learn what the best are doing so you can emulate them and fi nd out what the worst are doing so you can avoid their mistakes.

Another example: If your goal is to have the fastest response time, then you need to make sure that you call ALL of your prospects immediately. This can be accomplished two ways. First, you can just incorporate that into your standard operating procedure, that you will be constantly vigilant for fresh leads so you can respond immediately or close to immediately. Another way to ensure rapid response time is through utilization of technology. You can set up paging notifi cation which notifi es you instantly that there is a new prospect in your queue. You can take it

as far as you want to go with technology. You can set up your ILM/CRM so it can help your dealership realize its goal. Let’s say you get a lead but are too busy to respond immediately. You can set up your ILM/CRM to forward the prospect to the next available Internet salesperson if you don’t respond in a certain amount of time. This will ensure response time integrity. There are other solutions as well, like call connect. This allows the prospect to submit a lead and be directly connected with an available person instantly in real time.

This exercise can be very powerful to your personal success at work or at home. To

recap, the fi rst box states the goal, second box defi nes that goal and the third box road maps how to get you there.

If you would like any assistance in creating your roadmap to personal success, feel free to e-mail me and it would be my pleasure to get you started on the road to success.

Sean V. Bradley is the CEO and founder of Dealer Synergy. He can be contacted at 866.893.1394, or by e-mail at [email protected].

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RalphPaglia

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There is a lot of vendor noise

going on right now, and it can be diffi cult to separate the fact from fi ction. Many dealers don’t really understand transactional Web sites and what they are capable of, or they don’t know who they can trust to give them the correct guidance. This emerging auto retail capability is more important than just selling Web sites. Evidence shows that consumers are using the Internet for more than just research. Consumers are buying parts, accessories, service warranties and vehicles directly through dealers’ Web sites after those sites are equipped with eCommerce features using “My Account” capabilities. Clearly more car buyers will discover how easy it is to buy a car as the shopping cart eCommerce model becomes more prevalent among dealership Web sites.

With that said, here is my question for you: Are Internet leads, and the methods, strategies and gimmicks used to harvest them, as good as it is going to get for manufacturers and dealers selling vehicles online? With all of the vast methods, strategies and tactics that we use to generate and harvest Internet leads, anything that attracts a consumer to a dealership qualifi es as a harvesting technique. But, what about actually letting a car buyer, well, buy a car?

We talk about operating effi ciencies, and arm ourselves to the rafters with all manners of technology, people and best practices to handle all these expressions of interest. There is absolutely nothing wrong with any of this, (as long as the RFID is sterilized fi rst) but if I see one more Professor Gadget-designed auto retail “solution” that doesn’t actually make it easier to sell or buy a car, I think that a seizure may be imminent. Car companies and the dealerships they supply exist to design, build, distribute, market and sell cars. The disconnect I see is that for the last 20+ years, we have used the Internet as if it were some type of billboard on what we used to call the Information Superhighway (does anyone remember that phrase?). We have limited our use of this amazing two-way channel to something along the lines of “Here we are! Drive to our showroom Right Now…,” or, “Call this phone number Right Now…,” or, “C’mon, go ahead and fi ll out

this form and don’t forget to click on the SUBMIT button!”

J. D. Power and Associates reports that for the past four years the number of online car buyers who are able to resist the above-value proposition has been consistently around 80 percent. There is a profound message that car buyers are telling us about the current obsession we have with “Leads, Leads, Leads are the most wonderful fruit, the more you eat, the more you…”

These issues were dealt with long ago by eDealers like Courtesy Chevrolet in Phoenix, Anderson Honda in Palo Alto, and Jay Wolfe Toyota in Kansas City. These top-performing dealers are utilizing digital marketing products that empower them with transactional eCommerce Web sites. Cars get sold directly from the “Deal Builder” function within “My Quotes” which includes credit, tiered interest rates, trade-in values, tax, title, fees, accessories, extended service contracts, protection plans, disclosures and accurate monthly payments. Dealerships get the selling opportunity regardless as to which step in the process each consumer feels comfortable completing. Each “My Account” created generates a highly qualifi ed and genuine lead.

Ensure the profi tability and competitiveness of your dealership by evaluating and trying new things.

Ralph Paglia is the national director of digital marketing solution for ADP Dealer Services. He can be contacted at 866.883.9250, or by e-mail [email protected].

Is This AsGood As It’sGoing to Get

The disconnect I see is that for the last 20+ years, we have used the Internet as if it were some type of billboard on what we used to call the Information Superhighway

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The intention of goal setting is to look

toward the future and think of and plan for what you desire. Goals provide hope. My defi nition of hope is “Having Optimistic Predictions & Emotions.” However, goals can create your biggest stumbling block to getting what you desire.

Ralph Waldo Emerson said, “The only thing that will grow is that which you give energy to.” To focus your mind on what you desire is great. Concentrate on the why? “When the why gets strong the how gets easy.”

The Law of Attraction will bring to you what you think about. Your thoughts are impressed into your subconscious mind. “What you impress, you express.” All thoughts and actions will attract similar people and events that support your thought and action patterns. The Law of Attraction is an irrefutable universal law, supported by Meta-Physics and Quantum Physics.

Failure in goal setting comes in trying to get something rather than attracting it. Usually the obstacles anticipated when plotting to get something, rather than asking why you want it, create subconscious messages of struggle and diffi culty. A person with the best of intentions can quickly tire of struggling and quit. This let down begins a pattern in the subconscious: struggle, frustration and failure. Reasons to lower standards or to quit can become a reality.

True power comes from knowing “you are who you decide to be at any given moment.” It doesn’t require jumping hurdles; it only takes deciding to become the person you desire. At that moment, by not seeing the how-to hurdles as obstacles, you will begin to think, act and become your desires. You may not know exactly how and when this is occurring, but you must trust that it is.

The root of the word “decide” means “to cut off.” Thus, to decide is to cut off from

all other possibilities. This decision for your desires will propel your actions toward a much higher level. The people who succeed at such levels operate at greater consciousness than people who do not.

Understanding the power and process of your mind helps create exactly what you desire. Set goals and focus on what you want to happen, which will put into motion the energy, and through the Law of Attraction, will bring to you the people, things and events to match that energy.

The key to getting what you want is realizing the power of now. To get what you desire for the future, you must realize and accept that the creation and cultivation of your desire is this very moment. Decide, accept and act with the power of now.

Mark Tewart is the president of Tewart Enterprises. He can be contacted at 866.429.6844, or by e-mail [email protected].

LisaKeller

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> Scott Haynes, Penske Chevrolet and Honda

More than 30 percent of all online leads go

unanswered. For a dealer to be successful and reach their fi nancial goals, they have to maximize each and every opportunity. In today’s competitive market, dealers can’t afford to be disinterested in any lead. It doesn’t matter if that lead is on the lot, on the phone or on the Internet.

So, how can dealers achieve their desired results? How can they sell more cars? There are two fundamental approaches to increasing sales. Dealers can either increase the number of opportunities (online leads) they put in front of their sales team, or they can simply do a better job managing the opportunities they already have. Without any change in process, increasing leads almost always correlates to increasing expenses. When dealers do a better job managing

leads, they increase their closing ratio and almost always increase gross profi t.

In order to better manage online leads, we must fi rst focus on two of the Key Performance Indicators of Online Lead Management: Response Time and Quality of Response. These Key Performance Indicators are critical to the success of any Internet Department. They should be used as a performance management tool and as an incentive for behavior, giving everyone in the department a clear picture of what is important, of what they need to make happen. Regardless of the organization of the department, these Key Performance Indicators are constant and equally important. If you want to play in the digital arena, you have to make a commitment to respond quickly and respond well to every lead, every time, without fail.

The minimum standard for Response Time is 30 minutes. Industry statistics suggest that responding to a lead after fi ve hours decreases the chance of closing by 50 percent. In contrast, a rapid response signifi cantly increases the likelihood of a successful phone contact. A successful phone contact dramatically increases the likelihood of an appointment. And an appointment hugely increases the likelihood of a sale.

Envision the customer as they are submitting their lead. If a dealer responds immediately, where is the customer? Still sitting at their computer — next to a phone. The customer is ready, willing and able to communicate. They are emotionally engaged in the process. Dealers can take full advantage of what triggered the customer to submit the lead. If a dealer responds four, fi ve or six hours later, they lose their captive audience. How engaged will a customer be if a dealer responds to them while they are in a meeting, at a soccer game or in the showroom of the competition?

If we look at the table, (fi gure 1) we will see that there is good news. As an industry we have greatly improved the average response time.

Unfortunately, there is also some not-so-good news. The quality of the response dealers are sending back to the customer has actually declined. (see fi gures 2 and 3)

Why is the Content of the Replyso Important? When communicating face-to-face, the customer’s perception is infl uenced 55 percent by body language, 38 percent by tone of voice and only seven percent by words. When communicating electronically, the customer’s perception is infl uenced 100 percent by words. Choose them wisely. Every Initial Response should include the following six key elements: Proper Greeting, Alternatives, Qualifying Questions, Value Proposition Statement, Next Step and Complete Signature.

It is impossible NOT to make a fi rst impression. Customers will form an opinion about your dealership from your very fi rst 2

6


Exceed the Online

response. This opinion will be favorable or unfavorable and will act as the foundation from which this relationship will grow. It could determine if the customer is going to give you further consideration. First impressions make building a relationship with a customer either an uphill or downhill battle.

The Initial Response is the salesperson’s opportunity to show they are concerned for the customer’s needs. By asking relevant qualifying questions and offering sensible viable alternatives, you let the customer know you are working hard to customize a solution that will meet their unique needs. The customer will only care how great you are when they understand how great you think they are.

And speaking of how great you are — with the average customer shopping six different brands*, promoting your brand or product is imperative. The customer needs to know that you have a great product, you are a great consultant, you work for a great organization and this is a great time to buy. If the only tool you are using to promote

2004* 2007**

Answered/Addressed Customers’ Specifi c Questions 38% 25%

2005* 2007**

Used Brand or Product Highlights 30% 19.5%

2004* 2007**

Average Response Time 9.5 hours 5.4 hours*

fi gure 1

fi gure 2

fi gure 3

your product is price, then the customer has no other option than to base their decision solely on price.

The Initial Response should lead the customer through the process. Set the expectation and execute. Be direct. There is nothing passive about the process. You do not allow the customer to suggest the next step on the phone or on the lot, why would you here?

Make certain the customer knows who you are, where you are, that you appreciate the opportunity and most importantly, how they can contact you. Never assume the customer is working with you exclusively or has you programmed into their phone.

Right now, you should be asking yourself several questions. Does my Internet Department utilize a sales process, or do we simply give out information (a.k.a. price)? Does every initial response include the six key elements? Is my Internet Department’s Response Time Average 30 minutes or less? Do my responses motivate the customer to respond back to me? If your answer to any of these questions is “I don’t know,” fi nd out. Because “I don’t know” is getting too expensive.

When the culture of your Internet Department is to not only meet, but exceed the online customer’s expectations by responding quickly and responding well to every lead, you will sell more cars.

*Source: Cobalt 2004/2005 Industry-wide eMystery Shop.**Source: Cobalt 2007 Industry-wide eMystery Shop.

Lisa Keller is the owner of eValuation, Inc. She can be contacted at866.584.2549, or by e-mail [email protected].

27


Do my responses motivate the customer to respond back to me? If your answer to any of these questions is “I don’t know,” fi nd out. Because “I don’t know” is getting too expensive.

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30


What Does it Take to Succeed in Sales

Ever feel like you’re overpaid as a sales

person? Not likely. But let me offer a reason for asking that question.

Sales is autonomy and independence. It is a tremendous opportunity and constant scrutiny. It is not a profession for the faint of heart, or thin of skin.

I saw a list recently of the 10 most overpaid jobs in today’s marketplace, because as one of the writers stated, “some things are just too important to allow them to be screwed up.” Like airplane pilots and … underperforming sales people, which is somewhere around 80 percent of them (see 80/20 rule). Ever hear the one about sales being a numbers game? Sales is an indicators game. Indicators are numbers that offer evidence toward any conclusion. And the only verdict, ladies and gentlemen of today’s economic jury, is that most sales people are under-performers.

Underperforming sales people are too busy to read, too busy to write hand-written notes, too busy to improve their performance, too busy to strive for top performance among their peers, and too busy to get power letters from customers who are amazed by their show … or just too boring to amaze customers at all.

While sales can be one of the highest paying professions, it is also one of the most overpaid to those who settle into the status quo of perpetual underperformance.

The key element that separates the top 20 percent of all sales people (the 20 percent who sell 80 percent of all that is sold) from the rest is their personal motivation to excel.

Status Quo is the greatest enemy of excelling in sales. Thinking that the marketplace or the month of the year is the problem. Thinking you are doing better than you really are — that things are OK, or improving, or not as bad as they could be. With thinking like that, they soon will be.

Whose job does it then become to shake things up? Which manager is left to rattle the cages and become the bad cop in the play we’ve all seen before? Carrot or stick? Motivational speakers or sales trainers? Contests or penalties? What’s the motivation? The desire to excel. To become. Becoming is a process, which means it doesn’t happen in a day or a week or a year. And it doesn’t happen just because you made a sale today — or didn’t.

The selling entrepreneur has a different way of looking at the world — or should. If that’s you, then you cannot be subject to the indifference of most attitudes found in the marketplace today. You must be “on” when the curtain goes up on this day of selling performances. Think like an actor. Playing the role of a selling professional will have to do until you can actually become one. Based on your recent performance would anyone believe that you’re a selling professional? Or just a bad actor miscast in this role?

Selling is simple: Move up or get out. What battle have you won lately? The selling show of many sales people today is not much different than delivery drivers or take-out restaurants. “What can I get for you today?” is not a professional selling question.

Stars, even selling stars, are created through their own unique presentation or performance that gives us a pleasurable buying experience.

How does your doctor sell? “You’ll be glad to know that we’re running a half-off special on all abdominal procedures this month.”

At that show, the concern is not the price. It’s bigger than price. The value is greater than the price.

And so it is with a majority of, but not all, selling or buying experiences.

Consumer Fact: Passion Before PriceIf someone is passionate about gardening

he or she might spend $1,000 on a Japanese maple tree — but he or she still wants the cheapest mulch. Because no one is passionate about mulch, price becomes a factor.

Stale, tired, boring, blah, blah, blah … makes the buyer look harder at the price. Excellent service and “make-my-life-easier” solutions tower over whatever number I have to pay to get it. And once I’ve found it, I’ll pay more not to lose it. The problem is that’s not how most sales people (the 80 percent) look at it.

Never conspire with the buyer to lower your fee. When you conspire with the buyer to lower the price, two things are lost: Value and revenue. We can always negotiate less value that costs less, but if there is obvious value, the price becomes secondary.

Remember the last time you were in a fi ne restaurant and looked at the lobster? How much? Market price. You don’t buy lobster at drive-thru windows.

More FactsIf price becomes the star of the show, the perception of value is lacking or not very impressive by the sales man or by the prospective buyer. What’s your value proposition? Or will you just take orders and justify the price?

Selling is not telling — selling as a professional is excelling and becoming known as an excellent professional at what you do.

That’s doing the things that are easy and the things that you know you should do, without being told to do them.

If you’re not excelling, or in the process of excelling, then you are failing at sales.

Michael York is an author and professional speaker. He can be contacted at 800.668.5015, or by e-mail at [email protected], or visit www.MichaelYork.com.

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JesseBiter

leadership

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As we leave Thanksgiving and

rush headlong into the holiday season, we realize that it remains one of the few remaining holidays that seem to be inoculated against the extreme commercialization that has tainted many other cherished American traditions. Although crowded airports, expanding waist lines and spending extended periods of time with certain relatives each present their own set of challenges, the actual ritual of Thanksgiving is quite refreshing in its simplicity. Setting aside a few moments each year to give “thanks” while spending time with those we care about is a wonderful blessing, but it is also discouraging that it takes a national holiday for many of us to acknowledge the importance of displaying sincere gratitude.

Unfortunately, today’s culture in America doesn’t exactly place great emphasis on the art of expressing one’s appreciation. A quick shopping excursion to your local big box retailer or fast food restaurant will likely

provide ample evidence that gratitude is in seemingly short supply. A store clerk’s lack of a simple “thank you” after completing a transaction shows a complete disregard for the job that sale helps to create. Though it may be easier to allow this negativity to permeate one’s own actions, it also presents an opportunity for those of us who understand the importance of humility and gratefulness.

“Do not be anxious about anything, but in everything, by prayer and petition, with thanksgiving, present your requests to God.” - Philippians 4: 6

Christian business leaders understand that God desires our thanksgiving all year long. This presents a unique competitive advantage both inside and outside the workplace. Much like any other commodity, the laws of supply and demand can surely be applied to interpersonal skills. Quality customer service is so rare that an earnest “thank you” has never been more valuable.

By applying basic Christian principles in all we do, showing gratitude towards others will become a vital component in one’s daily interaction. Whether it’s thanking a co-worker at the offi ce or a cashier at the convenience store, it’s simple to separate yourself from the competition and have a positive impact on the lives of others.

“Enter His gates with thanksgiving and His courts with praise; give thanks to Him and praise His name.” - Psalm 100: 4

Thanksgiving may be a special day to give thanks for the many blessings received throughout the year. But limiting one’s gratitude to a single day is simply not enough. People never tire of being thanked, and neither does God. Lead by example and give the gift of thankfulness all year long.

Jesse Biter is the president and CEO of HomeNet, Inc. He can be contacted at 866.239.4049, or by e-mail [email protected].

Can Make a DifferenceTwo Words That

SeanV.Bradley

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Internet Sales20 Group

What exactly is a 20 Group? Like its

name implies, it is made up of about 20 people representing various franchises or management positions in the dealership. The feeling is that owners, managers and dealership executives all face many of the same problems, so why not get together with your peers in non-competing markets and share your challenges and ideas that have been working in your operations?

The concept is quite simple: Leverage the power of the members in the 20 Group network. Meetings normally have an agenda and suggestions are submitted by the members and organized by a moderator. Members also submit a fi nancial overview of their operations called a composite. This is a complete breakdown of the dealership’s fi nancial statement and statistics. The idea is to compare each of the dealership’s strengths and weaknesses to help the group improve and identify problem areas. It is a great way to share information, best practices, vendor insights, technology and proper benchmarking techniques from various parts of the country all with the aim of improving performance of the individual members.

The two major organizers of 20 group services are NADA and NCM & Associates. I have had the pleasure of working with both of these groups very closely; as a matter of fact, I have presented to over 37 NADA and NCM 20 Groups, and was the exclusive trainer for three NCM Internet Sales Bootcamps in the last seven months. These bootcamps are intensive 2½ day sessions that really delve into the details of Internet sales and operations. These experiences and contact with hundreds of dealership executives have brought me great insights into the daily challenges faced by Dealer Principals, GMs, GSMs,

and Internet and BDC directors from

across the U.S.

Based on the dynamics I have seen in 20 Groups, I see incredible value in developing an Internet Sales Managers 20 group. I have gotten great feedback from Internet and BDC

Directors out there. Rather than create a physical Internet Sales 20 group, I have chosen to create our own virtual 20 Group right here in AutoSuccess Magazine and through some select Web sites which will be announced soon.

Early in 2008, these sites will launch to support the Internet 20 group column, here in AutoSuccess Magazine. The beauty of our group will be that we are not limited to 20 members but instead can reach out to the entire community of Internet Sales Professionals at all 22,000 franchised dealerships in the country and offer everyone a chance to participate.

Some of the subjects covered will include:• Products and Technology• People: hiring, recruiting, pay plans,

training, mentoring…• Process: What to do, when to do it,

how to do it and WHY to do it.• Promotions: All forms of advertising

—VSEO, SEO, SEM, Banners, third party lead providers and aggregators, OEM compliancy, Focus sites, micro sites, convention advertising, data mining and everything else.

• Used Cars and Special Finance online• Problems, questions, and concerns • Best ideas

I invite you to use this column as a place you can fi nd out the truth without the spin factor. It will be a 20 Group to serve the members and the members have input on setting the agenda. If you have a question or problem you want answered, you can submit it to me and I will share my thoughts on it and then invite the group to respond as well.

Let’s not sugar coat anything and be blunt but polite in our questions and our answers.

There are two main points of the column going forward each and every month:• Fix a problem / answer a question• Present a best idea

I encourage you to send questions to this column anytime throughout the month and I will attempt to answer as many questions as possible. Then I will select one question or problem each month to be spotlighted in the upcoming article. The person submitting that questions will be highlighted and receive a gift from me and the Dealer Synergy Team.

For example, next month we’ll give away

a Flip Video Camera (www.fl ipvideo.com) which was featured on Oprah ($179.00 value). One exciting aspect of the Dealer 20 groups is their “Best Idea” component. Each participating dealer puts $50 in to a “pot” and they collect the “Best Ideas” from everyone in the group. The group votes on which one is the best. The winner takes the cash! We are going to do something similar in our group: Reader participants are invited to submit their ideas, and then I, along with my team members from Dealer Synergy, will pick the “Best Idea.” Winners will receive prizes like digital video cameras, iPods or other MP3 players, or other cool gadgets, free training, workshops or trips.

While I think this is a great concept it won’t work without your feedback and participation. Working together we can make this Internet 20 group really powerful for all of us. Please feel free to tell me whatever thoughts you have for content as well as for the free prizes and giveaways.

I have two goals in mind:• I want to educate everyone in our

virtual 20 group• I want to give back to the auto retail

community that has helped make me a success in this industry

This will be a real forum to educate our peers and help the great people who make up this business. And, along the way, let’s see if we can have some fun too. This will be your opportunity to pose the questions you want answered and no topic is off limits.

A real quick “Best Idea” this month is the Video Flip Camera. This is one of the absolute best ideas I have come across in the last year. It is perfect to assist you on your Video Search Engine Campaign. You can get this amazing technology at Best Buy for about $179 OR you can win it for FREE there at Internet Sales 20 group. It has software included that integrates with YouTube & AOL Video, now you can create video testimonials, custom walk-arounds and more and have them live on You Tube or AOL Video in minutes.

I look forward to hearing your questions, problems & Best Ideas.

Sean V. Bradley is the CEO and founder of Dealer Synergy. He can be contacted at 866.648.7400, or by e-mail at [email protected].

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Even top producing salespeople have

slow days … or weeks … or months. Maybe the economy is slow or it’s that time of year. Perhaps you feel as though you have been saddled with some poor prospects or that your company needs a change of management. Whatever the excuse, it usually has to do with something completely outside your control, so it really doesn’t matter. In good times and bad, you need to focus on the things you can control. Here, I offer 10 adjustments to get you back on track.

Accept ResponsibilityAre you working for yourself or someone else? If you are a true salesperson, you should be working for yourself, in which case, you are responsible for your own success. Far too many salespeople sit back waiting for the “boss” — whoever that is — to deliver customers who are eager to buy. These are not salespeople — they are merely order takers, like the person who answers the phone at your local pizza joint.As a salesperson, you should be earning a commission, and that makes it your job to drum up business. Think like an entrepreneur. Invest in your own success.

Analyze the SituationAsk yourself, “What has changed?” If you can fi gure out what has changed between the time when sales were excellent and when they began to slump, you usually know what you need to start doing. Perhaps when you were fi rst starting out, you were making 200 cold calls a week, but you stopped doing that as soon as you had plenty of customers.

Set a Goal and RewardWhen you’re in a slump, it’s easy to get down in the dumps and lose your motivation. Set a goal and dangle a reward in front of yourself to provide some added incentive. Your goal may be process oriented, such as making 50 phone calls a day for the next month, or results oriented, such as achieving a certain gross dollar amount in sales for the month or quarter.

Once you select a reward, create a reward collage by clipping photos that remind you of the reward and pasting them on a poster board. Keep your collage close at hand, so you can keep reminding yourself of what you’re working toward.

Surround Yourself withPositive PeopleBoth positive and negative attitudes are contagious. Avoid people in your offi ce who poke fun at goal setting and other motivational tools, and gravitate toward those who have a positive, can-do attitude. People with positive attitudes will encourage and challenge you to do your best and have fun doing it. The others will simply sap your energy.

Focus on the FundamentalsWhen a professional baseball player is in a batting slump, the batting coach doesn’t take him aside and browbeat him for batting .200 when he used to be batting .330. The coach examines the videotapes and tries to fi nd out what the batter is doing wrong. Then, he encourages the batter to focus on the fundamentals, the mechanics of swinging the bat.

When you fi nd yourself in a sales slump, focus on the fundamentals of selling. Are you building solid relationships with your clients? Are you following up after the sale? Are you selling the benefi ts of the product or service rather than focusing on features? Are you showing your commitment to your client’s success?

Pick Up the PhoneEvery day, fi ve to six days a week, I make 100 phone calls. I call it my Hour of Power. I call my clients just to touch base. In many cases, I get an answering machine and leave a message. I don’t spend a lot of time on each call, and I never try to sell anything. The sole purpose is to let my clients know that I’m thinking about them.

Although this may not generate instant

sales, you soon observe your sales numbers climbing. Try it. Start slow with say 25 to 50 calls per day, but work toward that magic number of 100. It really does make a difference.

Grow Out of ItSales slumps can often be caused by success. You achieve a certain level of success and for some reason cannot seem to break through the barrier to the next level, so you lose interest and sales taper off.

Perhaps you simply need to grow out of it. Set a hire goal, fi gure out what you need to achieve that goal, and get to work. Need an assistant? Hire one. Need some new technology? Buy it. Explore new markets. Expand your product line. Think big.

Write SomethingThe Internet has completely revolutionized the way everything is sold. Now, content is king. Provide prospects with the information they need to make well-informed purchase decisions, and you are likely to earn a client. Create a Web site or blog and start writing, contribute to other people’s blogs and to newsgroups where prospective clients hang out, write articles for online publications related to your product or service. Establish yourself as an expert, and people will buy from you rather than from your competitors.

Hire a CoachSometimes, you may be too close to your situation to view it objectively. A reputable sales coach can quickly assess the situation, tell you what you’re doing right and what you’re doing wrong, and offer several suggestions that you can immediately implement.

Start Right NowMany people set a date when they plan on implementing changes. They say they’ll start dieting after Thanksgiving or stop smoking on Monday. Don’t put it off another minute. As soon as you have a plan in place, start working the plan immediately. Why wait? Seize the opportunity now.

Ralph R. Roberts is a nationally recognized sales coach, author and offi cial spokesperson for Guthy-Renker Home. He can be contacted at 866.470.5181, or by e-mail at [email protected].

Sales SlumpDump Your

People with positive attitudes will encourage and challenge you to do your best and have fun doing it. The others will simply sap your energy.

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Transcript of AutoSuccess Dec07