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February 2004

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Closing Won’t Hurt You Mark Tewart Northwood University’s Programs Fill Unique Niche for Car Buffs Timothy Gilbert Asking for the Sale Darin George Forced Logging Brian Ankney Promotional Event Advertising Jeff Fishel Competition Drives Production Terry L. Isaac Loyalty Programs Can Work Jim Gutzwiller Great Coaches and Leaders Set Goals First, Part 2 Joe Verde Building Processes Building Relationships Building Sales Bryan Anderson Ensuring Greater Loan Approval George Jackson Get in Position to Play Your Best Brian Manzella Courtesy Chevrolet Uses Internet Marketing to Sell an Additional 85 Units a Month Sean Wolfi ngton Get That Bump Steve Hiatt Sales From the Internet: Photo Sell Dennis McDonough Practical Project Management Brian Tracy

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 orinfo@autosuccess.biz. 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.

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Psalms 37:3-5Trust in the Lord, and do good; so

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Take delight in the Lord, and he will give you the desires of your heart.

Commit your way to the Lord; trust in him, and he will act.

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Susan Goodman, VP of Operations• susan@autosuccess.biz

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SALES MANAGER FORUM:Motivating your Sales Team to Higher Profitability

Taught By James A. ZieglerAtlanta, GA Feb. 10 - 11, 2004Las Vegas, NV Mar. 17 - 18, 2004Atlantic City, NJ April 13 - 14, 2004Denver, CO April 20 - 21, 2004Atlanta, GA May 11 - 12, 2004Chicago, IL May 19 - 20, 2004

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sales and training solution Mark TewartBy Mark Tewart

Closing Won’t Hurt YouWhy won’t the customers just say, yes? Why do they stall, complain, object and shop? Why does it have to

be so hard? The answer to all this is to stop complaining and take control. If sales were an easy game, everyone could do it, and your value as a sales person would be much lower. From the beginning of time until the end of time, people will need to persuade people and close deals. Let’s examine how you can do it better.

1. Ask more assumptivequestions that assume the sale.Examples: What do you like best about your new vehicle? What’s the best thing about this vehicle you will enjoy vs. your present vehicle?

2. Use more stories.Facts tell; stories sell. Use vivid, visual images of them using and enjoying the vehicle. People need the social proof that stories give them. Stories let people know that you, your customers and others have made the choice successfully before them.

3. Give each customer three optionson every proposal (the power of threes).Three choices give the customer the feeling of being in control, by having choices without being overwhelmed. Don’t be confused by people telling you to give customers twenty choices on payments or never to work payments until the customer gets to F&I. They are wrong. Not giving payments makes most people angry because they are negotiating things they don’t understand, which causes fear.

Giving too many payments confuses customers rather than providing clarity.

4. If a customer says no to youroffer, deÞ ne which of the three M�s it is.The objection will either be money, me or the machine. You can rarely fi x a vehicle problem with money.

5. Move toward HFG � Hope for Gain. Remember, the customer wants to buy the vehicle even more than you want to sell it. You always have the power. Remind the customer why this vehicle is making their situation even better. Remind them why they wanted the vehicle in the fi rst place. People will jump over mountains for what they want, when they often won’t cross the street for what they need.

6. Utilize emotions to inß uence logic.When people negotiate too long they enter into a logic only mode. Use emotional triggers. Ask them how they feel. Take them back to the vehicle. Nothing creates emotions like the vehicle. Share what they are getting for the money.

7. Eliminate riskand take them to the future.Use the following closes:“If you had a guarantee that would allow you to do business, what would it be?”“If you could wave a magic wand, what risk would that magic wand remove?”“If you don’t buy, where do you go from here? What happens next?”“If it were 30, 60 or 90 days from now, and you are buying a car, and you’re perfectly happy, what one condition is being met that allows you to do business?”“What if you went to get into your vehicle

and you couldn’t fi nd your keys, and when you went into the house to search, you found them. Now that you found the keys, how long would you keep looking?”“Based upon the vehicle you are buying, the deal you are getting, and what you told me you wanted, you are not making a mistake!”“Sometimes, the hardest part of getting what you want, is simply deciding to do so.”“Tight budgets are like tight shoes, sometimes you have to stretch them out a little.”“We always feel the payments are scary. The funny thing is, in a few years, you will wish you could get this payment, that you are scared of now, on your next car.”

8. Practice give/get.When customers want you to give them something, ask for something in return. If the customer wants lower payments, ask them for more cash investment, longer term, lesser model or a different way to fi nance (lease or smart buy). Never give unless you ask to get back. Associate pain to them asking, don’t reward them discounting immediately. Flinch when the customer asks for a concession. Concede in small amounts and descending order. Don’t give up the farm. Let them know that the concessions are getting smaller or ending. Validate and verify what you asked for and why before you ever concede.

9. Use the admit technique. Don’t feel you have to handle all objections right away. Agree with the customer. Example: Objection, “Too high.” Answer, “I agree Mr. Customer, a nice car in today’s market with the nice equipment, like you are getting, costs a lot of money. Did you want to look at more cash investment or a longer term to ease the monthly budget?”

Closing is not a dirty word and does not have to mean manipulation. Most customers need help to infl uence their decisions. Otherwise, customers would buy the fi rst place they shopped. All things being equal, price will be the fi nal determinant. A sales person’s mission is to master their skills to elevate value above price. Close, close, close or be broke, broke, broke.

Mark Tewart is the President of Tewart Enterprises. He can be contacted at 866.429.6844, or by email at mtewart@autosuccess.biz.

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Not unlike many teenagers, Michael Crabbe and Kyle and Jake Odum all had a passion, cars. For different

reasons, these students all chose to attend Northwood University, the only accredited college in the nation offering associate’s (AA) and bachelor’s (BBA) degrees in Automotive Marketing/Management.

A sense of family responsibility and a desire to assist their older brother drove Jake and Kyle Odum to attend the program. Jake, a Northwood junior and transfer student from Clemson University, and Kyle, a freshman from TL Hannah High School in Anderson, SC had heard about Northwood University through their dad who owned a Dodge dealership in Greenville.

When their dad unexpectedly passed away, they knew what they had to do in order to assist their older brother, Tanner, who stepped in to manage the dealership. “His death was a shock to us all. All of a sudden we had such a responsibility to continue the growth and expansion of the business he and my grandfather built twenty years ago,” said Jake, who had originally planned to fi nish college at Clemson. “We knew that by attending Northwood, we’d be learning information that would be of value to the dealership,” he added.

For Michael Crabbe, the motivation was that he wanted to be part of Northwood’s Annual Auto Show. As president of Woodlands, TX high school “Car Club at The John Cooper School” during his senior year, he followed his older brother’s lead and raised $2,200 for his hometown’s local Habitat for Humanity. While organizing the show, he secured more than 70 cars, including a dozen Ferrari’s, American Classics and off-road vehicles.

“Many have written off my passion for cars as a boyish obsession that will be forgotten as I grow older. However, I have been able to take my love for cars and use it to accomplish great things for others. It was good to see how my hard work, effort and passion for cars all combined to create a car show that was able to bring peoples’ interests for cars together for a good cause,” noted Crabbe on his admission essay.

Northwood’s Aftermarket Management

Timothy GilbertBy Timothy Gilbert

Northwood University’s ProgramsFill Unique Niche for Car Buffsprogram is attracting students as well. The program focuses on the manufacturing and distribution of automotive, heavy truck and agricultural industry parts and accessories that are sold through aftermarket distribution channels.

As these examples note, the reasons students choose to pursue AA and BBA degrees in Northwood’s Automotive Marketing/Management and Aftermarket Management programs are as varied as makes and models of cars. While at Northwood, Automotive Marketing students design, orchestrate, manage and host the largest outdoor auto show in the Southeastern United States. They are assisted by classmates from all over the world, thanks to articulation agreements with colleges including Germany’s BFC–Calw and the Georgian College of Canada.

“What attracted me to Northwood was the fact that they believe so strongly in creating

a higher level of professionalism in the automotive industry. They train the next generation to improve the overall reputation and performance of professionalism of the industry,” said Gilbert, Automotive Marketing Chair. “What appeals to me personally is to see the individual growth and maturity that takes place as a student joins Northwood as a freshman and matures into a graduating senior, poised and ready to assume their productive role in the industry. We are a small campus with a world-wide reputation,” he added.

To learn about this year’s Auto Show visit: http://www.admissions.northwood.edu.

Timothy Gilbert, Associate Professor and Suzi McCreery, PR Director at Northwood University Florida Campus can be contacted at 866.274.3792, or by email at tgilbert@autosuccess.biz. Northwood University is a non-proÞ t organization.

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leadership solution

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sales and training solution Darin GeorgeBy Darin George

Asking for the SaleMany sales people are not sure when to ask and how to ask the customer for the sale. Some are hesitant to be that

aggressive, high-pressured sales person. Don’t forget why people come to your dealership. You have to earn the right to ask for the sale.

Here is a good checklist:Did I introduce myself properly? Did I ask all the contact questions? Was a full presentation and demonstration drive done? Do they want my vehicle? Did I sell the customer on our dealership? Have I been professional?

If you have done everything possible for the customer, ask for the sale.

The following is a non-pressured, consistent and very powerful way to ask. The emotional intensity level of the customer is at its highest, and how you proceed from here will determine if you sell the vehicle.

Seven steps to asking for the sale.

Step 1. Offer the customer a beverage. This is done to build more rapport and induce the law of reciprocation with your customer.“What do you take in your coffee?”

Step 2. If you have any questions that you have not answered for the customer, answer them now, before you proceed. This is done to establish trust and credibility in you.

Step 3. Tell the customer, “Now before we go any further, I want to make sure that we have selected the correct vehicle?” (Look for a verbal or a physical gesture, i.e. nodding of head.) If everything is okay, tell them, “I have a few questions to ask you, and, if you could, answer them as straight forward as possible?” This is done for clarifi cation.

Step 4. Ask the customer, “Did you enjoy the ride and features of the vehicle?” If yes, proceed.

Step 5. Ask the customer, “Do you have any other questions about the dealership?

How about the vehicle?” If they do have concerns or questions, answer them.

Step 6. Ask the customer, “Okay then, if there was anything preventing you from getting the

continued on page 29

Brian AnkneyBy Brian Ankney

sts ms ls fi s lr

sales and training solution

Invest $0 and get 1.5 additional sales per sales person, per month.The expense associated with

driving traffi c into dealerships is too large to ignore any potential business from walk-in traffi c. Showroom traffi c control can be summed up as forced 100 percent logging, immediate manager review of client contacts and manager involvement before any customer is deemed dead.

Forced logging.It is important to have every fl oor, phone and Internet customer logged. One hundred percent logging allows managers to ensure every sales opportunity is maximized. Managers can only help sales people deliver cars to customers they know about. By setting fi rm, defi ned rules that prevent missed opportunities, sales people will see a personal value to logging. Allow sales people to maintain rights to every customer for which they have completed the mandatory dealership follow-up. For a customer to qualify, they must be logged within an hour of fi rst contact, including phone and Internet customers. Once 100 percent logging is achieved, managers can get involved with every customer, monitoring sales and follow-up processes.

This true logging will also produce accountability in the step sale. When sales people log every up, managers have good statistical information that will make weaknesses in the step sale apparent. Managers can use this information to continuously improve sales people with training and coaching. Place a fl oor, phone and Internet log for fresh customers on the manager’s desk, and get started today.

Review every logged customer contact.Emotion drives customers to purchase new vehicles. The best opportunity to sell a car is when the customer is in the showroom and emotions created by an effective walk around and demo drive are running high. Once the customer leaves the dealership these emotions diminish quickly. The same is true for Internet and phone customers, a website, ad or something related, excited the customer enough to contact the dealership. Strike while the iron is hot, and make sure that every attempt is made to bring these customers into your dealership, before their excitement dies. Floor, phone and Internet

customers should be reviewed by a manager within two hours of the contact. This allows the manager to advise the sales person’s next step or take a TO before the customer cools off or visits your competition.

Manager approval required to not sell.Desk managers generally do a good job monitoring the customers on the fl oor and offering assistance to sales people. This assistance becomes less effective once the customer leaves the store. It is too hard to use logs alone to guarantee that no customers are forgotten. A good showroom traffi c control system will ensure that every customer buys a car or that a manager approves the reason why they do not. This can be accomplished by placing every up into the sales person’s pool of active customers. Keep a list of every customer each sales person ups on the fl oor, assists on the phone or answers through the Internet. Maintain separate lists for each sales person in a binder that is kept at the manager’s desk. Customers stay on this list until they

9february 2004

purchase a vehicle or the manager approves the reason for which they are no longer in the market. When a customer takes delivery, put the stock number and date next to their name. If they will not buy, add a manager’s note for the reason. This system effectively takes the power to blow out customers away from the sales person and gives the manager control of the fl oor.

Next step.Inform your team of the importance and benefi ts of this system. Train them to follow this process. You will see additional sales in the fi rst 30 days. Within 90 days you should realize 1.5 more sales per sales person, per month. Showroom traffi c control is a simple way to improve your sales department in less than 30 days. It is easy and your sales people will appreciate the larger paychecks.

Brian Ankney from AutoClick can be contacted at 866.247.9587, or by email at bankney@autosuccess.biz.

Forced Logging

10 www.autosuccess.bizvisit us at

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marketing solution Jeff FishelBy Jeff Fishel

Promotional Event AdvertisingWhen it comes to building urgency in the minds of potential car buyers, nothing is more effective than a one

to fi ve day automotive event promotion.

Most people want the best car deal right now, and whoever will give them the best deal right now will get their business.

Regarding car buyers and the ‘best-deal-right-now’ factor, nothing lends more credibility to this concept than a one to fi ve day automotive sales promotion. Consider the ‘single day slasher’ or ‘price slice’ events. These are so effective in drawing customers because the event is only here for one day and then it is gone. This creates urgency.

Automotive sales events like this will generally pull the largest share of the ‘now’ buyers in your market, at any given time. Again, now buyers are those in your market who could be persuaded to purchase a vehicle right now. And, because one to fi ve day event promotions create such urgency in the minds of these now buyers, they tend to be drawn in greater numbers to these events. Future shoppers or those who intend to buy next week or next month are also pulled in at greater percentages to be closed at these sales.

This is a classic example of the advertising sizzle (events / offer / time limit / urgency) overpowering the advertising steak (branding and merchandising). The sizzle of the event promotion is, in effect, the promise of the best deal right now for the car buyer.

Here are seven steps designed to increase your ROI for your automotive event promotions.

First, plan your events far in advance. Planning ahead in this manner allows you to select your best promotional days, weeks and months of the year and can, potentially, save you up to 40 percent in your media expenditures.

Second, do your research in order to determine what vehicles are selling well, currently in your market. To do this, you may need to access current DMV reports in order to discover what customers are buying in your market, at any given time.

Third, purchase your inventory ahead of time in order to best complement the event. For example, if you wish to have a ‘Spectacular Truck Extravaganza’ two months from now, then start buying and trading as many trucks as possible, today. Stock up the hottest selling inventory available and perhaps a few ‘price leaders’ as well.

Fourth, select your most effective media and dominate. Don’t spread your advertising messages too thin with shallow placement. Dominate the mediums that will best reach the now buyers in your market. If it’s direct mail or newspaper inserts, go with maximum quantities. If it’s traditional newspaper, go with a minimum one-half page above the fold, in full color. If it’s radio and TV, strive for the most media points in multiple day parts as your budget allows.

Fifth, stage a meeting to ensure all managers and sales people understand the details of the event. At this meeting discuss the following:

• The proper logging of ups and TOs to management.• The exact details of the campaign and how to overcome potential snags in the explanation of the event and/or

offers to your customers.• Staffi ng additional F&I managers and sales managers to process the extra business during the event. • Having the telephone operator answer all calls with enthusiasm: “Thank you for calling ABC Motors…, are you calling about the Big Sale?” • Structuring the lot for increased traffi c as well as getting the banners hung and balloons placed, etc.• Pricing each vehicle in order to maximize its marketability and showcasing your old-age units for immediate elimination.

Sixth, launch the event.

Seventh, evaluate your results.

The beauty of event promoting lay in the post-evaluation. Because one to fi ve day campaigns are modulated into such tight time frames, they allow you to immediately evaluate your success in the following ways:

• Traffi c counts• Closing ratios• Breakdowns by make & model or new versus used sales• Gross profi t

One to fi ve day automotive sales events are an ideal way to credibly promote your dealership and inventory to the now buyers in your market, at any given time. Furthermore, event promoting provides you with the means required to instantly evaluate the success of your advertising during these one to fi ve day intervals.

Jeff Fishel is the National Sales Director for FishMarketingOnline.net, FishMarketingOnline.com andIndependentAutomotiveMarketing.com. He can be contacted at jeff@Þ shmarketingonline.net.

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Terry L. IsaacBy Terry L. Isaac

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sales and training solution

Competition Drives ProductionCompetition drives production. This is an important element within your sales team. Selling is a war between

you and the rest of your fi eld. You should expect this mentality from your sales people. Do not let them be complacent with performing below standard, they have to have fi re in them and take pride in their performance. At the fi rst of the month they should be waiting to see if they are number one. Being number one is the goal of a top sales person, and being number two isn’t good enough.

When you are adding personnel to your sales team, look for the type of person who will compete with the top sales person as well as the rest of the team. The only way to challenge the team with new personnel is to train them on the know-how and instill in them that they can dominate the force. Training people who dominate the sales team in their fi rst month of performance effects the top performers when they see they have lost to a new sales person, who may have never even sold in this business. This gives them a wake up call to perform at their highest potential, and it tests their pride. It will also get your team back on track and dropping the bad habits or short cuts they have been taking.

Competition is the natural law. There are two kinds of competition you want to achieve, one is the individual, having the sales team compete against each other, and the next is the dealership, as a team, against your competitors. The inside competition will raise the level of the dealership’s competitiveness as a whole.

Keys to achieve a competitive fl oor.

1. Train and motivate all new hires. Train them and coach them to compete effectively, with a highly competitive attitude. This will also eliminate the fear factor and make them feel more equal. 2. Create a fair playing fi eld. This is key to having individuals feel they have a fair chance to be number one. 3. Eliminate the buddy system. This means if there are sales people and managers who have their own set of

rules for doing business, outside the rest of the team, they will break the other sales people’s drive. You cannot show favoritism, you must be fair and consistent to all. 4. Spread out opportunities. Give bones to the team on performance, reward in a rotation. This will promote the sales people to raise their performance. 5. Set performance standards. Setting performance standards will keep the team on an equal playing fi eld. 6. Keep the sales team motivated. When motivating your sales team, you must realize that what works for one, may not work for the next. A pat on the back will work for all employees, fi nd something they’ve done right and tell them.

Our business is noted for the bonuses we pay out. You name it, TVs, cash, trips, etc., sales people like to see what they’re competing for. Make it visual; it’s more effective. Take $500 in cash, and write down different amounts on pieces of paper: tens, twenties, fi fties, put them in balloons, sell a vehicle, pop a balloon. Sales without competition will only promote complacency, and your job to motivate your sales team just becomes harder. You must strive to instill energy and motivate your sales team to use their resourcefulness.

Terry L. Isaac is the Corporate Sales Trainer for the Neil Huffman Auto Group. He can be contacted at 866.265.4680, or by email at tisaac@autosuccess.biz.

12 www.autosuccess.bizcheck us out at

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marketing solution Jim GutzwillerBy Jim Gutzwiller

Loyalty Programs Can WorkCustomer loyalty can be one of the most costly entities of your dealership. Other business segments

have developed loyalty programs that work. Progressive dealerships can do the same increasing vehicle, parts and service revenue. In this article, we will discuss important loyalty program issues dealerships can address to drastically improve customer relationships.

How effective programs are established.Many factors must be considered when establishing a successful loyalty program. The program that works for one type of dealership most likely will not work for another. Clientele and location are major factors when considering a successful program. The goal of any program is to bring customers back to your dealership, sell additional services and products

while establishing a relationship with the customer.

A loyalty program should not be geared toward one particular department. There must be value for all profi t centers, everyone needs to participate in the cost and reap the benefi ts.

A successful loyalty program.Loyalty programs provide value for the dealer and customer alike. The successful program can increase vehicle sales by 6 percent or more. It is not uncommon for service to increase revenue in excess of 16 percent via increased RO count and the increase in multi-line ROs.

Loyalty programs should contain suffi cient value to motivate customers to come back to the dealership, just offering free or discounted oil changes will not do the job. Programs containing awards that have real value will bring customers back

time after time. Give discounts on high dollar services, over the counter parts and accessories. Some programs ‘bank’ a percentage of parts, service and body shop revenue toward the purchase of a new vehicle. Other programs accumulate ‘points’ based on services or dollars spent which may be used in the boutique or for additional services. It is important to be creative when developing awards programs. Don’t be afraid to discount 50 oil changes or expensive transmission services. Include free trip and seasonal inspections; chances are they will need some other type of maintenance. The key is to get the total package value up with real and perceived value items. Every dealership is different; use a combination of real and perceived value items and services.

Value for each department.The loyalty process actually begins in the sales process; properly structured programs

continued on page 29

KENTUCKY DERBY TRIP GIVEAWAY REGISTRATION FORM**Survey must be Þ lled out clearly and faxed/mailed back in its entirety to qualify.

� Name: � Email Address:

� Dealership: � Franchise/Make:

� Address: � City, State, Zip:

� Phone Number: � Fax Number:

1. What is the biggest challenge that your dealership faces today?

2. Are you able to use any articles during training or meetings?

3. What topic(s) would you like to see discussed more, in further detail or eliminated?

4. Have you ever contacted a writer from AutoSuccess Magazine? Why?

5. Have you ever contacted an advertiser from AutoSuccess Magazine? Did you utilize their service/product?

6. Do you receive a subscription to AutoSuccess, or are you on the rotating comp. list?

7. Where do you invest your advertising dollars? Newspaper, Radio, TV, Direct Mail, Internet?

NOMINATE ONE OF YOUR SALES PEOPLE (optional)

If you have a sales person that meets or exceeds your standards as an outstanding sales person, and you wouldlike to nominate them to be featured in AutoSuccess Magazine, please email lindsay@autosuccess.biz.

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KY 40202. Must be a dealership employee to enter, one entry per person.

Saturday, May 1, 2004

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leadership solution Joe VerdeBy Joe Verde

Only 3 percent of all the people in the US set goals the right way. It’s also a fact that only 3 percent of all the

people in the US ever get to the top in their profession or to the top in their personal endeavors.

Last month, we discussed the qualities of a great coach or an exceptional leader. This month, let’s start at the top of the list of what differentiates great leaders and coaches from average. One of the biggest differences is that great coaches set goals for themselves and their team. Here are some tips this month on how you can become a better leader by setting goals for your sales department.

Goal setting is the most basic principle of success in sales, business and life. Dealers and managers realize that people with clear goals succeed. They also see how they can control units, gross, net and annual growth in their dealerships through goal setting.

The challenge.Too many people confuse long, hard work and good intentions with setting realistic and achievable goals and having a good plan to follow.

They forget that good intentions are vague statements, and that long, hard work, too often, doesn’t lead in the right direction. And they forget that projections, forecasts and good intentions all lack the most important key to success, a plan of action.

The steps to setting goals.• Find out exactly where you are now (that would be your 90-day rolling average, called a current average).• Figure out what you want and where you want to be, and turn it into a goal. Leave out words like ‘try’ and phrases like “We’ll give it our best shot.” Say you will reach your goal instead.• Write a step-by-step action plan of the activities you need to do to reach your goals. Caution: Be complete here, too.• Assign everyone in sales, management and every department specifi c responsibilities for achieving part of the goal.• Learn all you can about everything

related to reaching each of your activity and results goals.• Work your plan every day, not some days, not when you have time, not when it’s convenient…work your plan every day, without exception.• Monitor your progress. That means track everything you do, so you know when and where you’re off course.

Great Coaches andLeaders Set Goals First, Part 2

• Review your goals daily, so that you stay focused and on track.• Don’t quit until you hit your goal.

Joe Verde is the President of The Joe Verde Group. He can be contacted at 866.429.6689, or by email at jverde@autosuccess.biz, or visit www.joeverde.com.

15february 2004

16 www.autosuccess.biz

Bryan AndersonBuilding Processes

Building RelationshipsBuilding Sales

By Bryan Anderson

fs feature solution

The greatest tools in the world will be relatively ineffective in the absence of process. Customer Relationship Management (CRM) is a prime example, requiring not only the proper hardware and software but also consistent hands-on processes that perpetuate success.

Technology-based CRM is a great advantage in the automotive retail industry. Managing customer information and building relationships was previously a manual task, with handwritten tools being used almost exclusively. Technology defi nitely has its place in the showroom.

The popularity and affordability of PC-based networks – combined with the increased accessibility to the Internet – resulted in a wide range of software solutions for automotive dealers. The task of tying these tools together proved to be complicated in many cases.

The top CRM vendors have, for the most part, managed to put these complications behind them. First of all, taking advantage of software during the sales process was no longer a secret; in fact, it is diffi cult to fi nd a dealership that doesn’t use a PC at some point on the road-to-the-sale.

Second, by integrating with major DMS providers and utilizing existing or off-the-shelf hardware solutions, vendors are able to deliver the software that dealers demand. But once the solution is in place,

one persistent challenge remains: without solid processes, even the best technology-based CRM can fail to generate additional sales.

This challenge has become more evident with the wide variety of automotive CRM software currently available in the marketplace. Dealers must sort through all of their CRM options to fi nd the solution that will build strong procedures around powerful software.

Very few dealers actually fi t into the ‘wrong tools / poor processes’ quadrant. It’s nearly impossible to stay in business without embracing at least one of these primary factors. However, not enough dealers fi t into the ‘right tools / great processes’ quadrant either, even though technology can be found in every showroom in America. Specifi cally, as it relates to technology-based CRM tools, the proportions are roughly the same. Most dealers fi t into one of the other two quadrants:

1. Wrong tools / great processes:

Dealers that have managed to implement and maintain effective, profi table procedures in their dealership have won the hardest battle but remain handicapped by antiquated manual methods that limit their levels of success. Incorporating technology-based CRM should be relatively easy, provided the CRM vendor fi ts its system into the dealer’s framework of successful processes.

2. Right tools / poor processes: Dealers that have stepped up to the plate and invested in the right technology for their showroom have made a wise decision, but too often they fail to build good processes around the hardware and software and therefore never achieve the success envisioned at the outset. Even the best tools must be used correctly and in the proper environment in order to work at all.

It is important to note that merely being electronic does not make a tool the ‘right tool’ any more than having a process

Poor Processes

Great Processes

Wrong Tools Right Tools

Failing today, and not planning for tomorrow

Struggling today, but showing strong potential

Struggling today, andwasting money on technology

Succeeding today, and building for tomorrow

17february 2004

means you’ve got a ‘great process’. However, the electronic nature of CRM tools allows dealers to capitalize on technology throughout the entire sales experience.

The most valuable CRM tools impact one of three process-related scenarios:

1. Streamlining an existing successful process.2. Facilitating the creation of new processes when none exist.3. Affording a choice when more than one process is available.

Existing processes.A popular wall poster in conference rooms is the dealership’s own handwritten ‘road-to-the-sale’ chart, bulleting the steps that should be taken with each new opportunity to sell. In the presence of technology-based sales tools, dealers and managers now have a way to monitor the progress of this procedure on an individual basis.

With the correct CRM tool, the road-to-the-sale can not only be customized for each dealership but also tracked on a per customer basis by sales people and managers.

New processes.Dealers are keenly aware of new incentives, and big signs and painted windows ensure that customers who would have visited anyway know all

about them. But technology-based CRM products allow dealers to target their existing customer base in an effort to generate additional traffi c.

Your CRM solution must have the immediate ability to send email / Web ads, print letters / envelopes, and generate call lists for sales people / BDC representatives that target any imaginable cross-section of your customer base, including current prospects / leads and previously sold customers. This new process, impossible to fully execute without technology, can easily become a routine part of each new incentive announcement.

Choice of processes.Entering or gathering customer information involves a variety of processes, depending not only on the dealership but also on the type of customer. Some dealerships prefer driver’s license scanners for fl oor traffi c, while others utilize a ‘hawk’ in order to start new records. Phone and Internet leads require yet another method for gathering customer information, and referrals/friends/family further complicate matters. Your CRM tool should have the fl exibility of well-designed software that refuses to cookie-cut the data entry process.

Management should determine the best processes for their individual store, based on the networked hardware in

the showroom, the various sources of customer information and the skill level of their team.

Consider your own dealership. What tools and processes do you have in place that truly set your sales force up for success? Why would the best automotive sales representative in town want to work for you? Why would the best manager want to work at your store? As a dealer, bring to the table both the tools and the processes that allow sales people and managers to excel. If you already fi t into the ‘right tools / great process’ group, congratulations. But if an honest assessment reveals your inclusion in one of the other groups, it’s time to take strides in a new direction.

If you believe your dealership has great sales processes but merely lacks the right tools, you may be a prime candidate for technology-based CRM. If you’ve already invested in technology only to fi nd that the same problems still exist, ask yourself why. You must make sure that you have the proper training, technical support and great processes built around the right technology. Your CRM vendor should be eager to work with you to develop and implement the processes that maximize the value of your investment in hardware and software.

Bryan Anderson is the Founder and President of AutoBase, Inc. He can be contacted at 800.320.0897, or by email at banderson@autosuccess.biz.

Dealers must sort through all of their CRM options to fi nd the solution that will build strong procedures around powerful software.

18 www.autosuccess.bizstop by

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f&i solution

Loan approval is one of the primary r e s p o n s i b i l i t i e s of the business manager. When they work hard to

get loans approved and exhaust every option on the credit application, everyone in the sales department notices. The nicest thing a sales person can say about a business manager is that they get deals purchased. Until the lender approval is secured, nobody receives payment. Listed below are a few areas to consider when attempting to maximize loan approvals.

Develop a Þ rst tier.One of the fi rst things to do is to establish a primary tier of lenders to send every credit application to. Unless it is guaranteed to be approved and only needs to go to one source. This top tier should include your captive source (GMAC, FMCC, etc.), one or two lending institutions and a good marginal source. Those in the fi rst tier should work hard to stay there, and those in the second tier should strive to become a fi rst tier lender. The top tier of lenders should be used before sending any deal to the next tier, and it should receive 70 to 80 percent of your lending business. It is better for the dealership to send most of its business to a few sources and hold them accountable for performance as opposed to having seven or eight lenders getting 10 to 15 percent of your business.

Improve the callback.The business manager’s job is to turn every turndown into a condition and every condition into an approval. This is diffi cult because of lenders’ adherence to internal scoring systems and Fair-Isaacs. Many of the personal relationships that have existed have developed into computer-generated responses and fax callbacks. The best way to improve your initial lender call is to send customer information and supporting documentation in with the credit applications. Do not hold it back. When you have a chance to rehash a loan response, be prepared. Have your information ready. Gather information and supporting documentation to support the customer’s explanation. Fight only for applications that have merit, and never go over your lender to their supervisor, unless you are ready to go as high as you can. Also, do not ever be afraid to let the management team over the business

manager get involved. It does not matter who gets the loan approved, as long as it is approved. Put your ego aside for the benefi t of the dealership. Also, never lie or misrepresent a credit application. Your reputation and image is more important than any single car sale.

Complete an interview.When a customer has marginal credit, the dealership decides not to spot the customer. One of the biggest and most common mistakes that a business manager makes in this situation is not interviewing the customer before they leave the dealership. Sometimes, the sales department takes it upon itself to send the customer home. This is a huge mistake. When the lender conditions this application, it is up to the business manager to call the customer and gather information. When this call is made, it is a red fl ag to the customer. What are your odds of getting information that can help you, if the customer is at work or with friends (assuming you reach the customer)? In doing this, you have added one of the biggest killers of a car deal into the mix, time. You have to interview the customer before they leave the dealership to get more accurate and timely information.

Monitor lender performance.Finally, you have to track the performance of each and every lender in the business offi ce. The best way to do this is to use a lender call-in/call-back log. These logs are more effective than deal sheets, as the sheets stay with the deal, are fi led with it and are of no use after the deal jacket leaves the business offi ce. The logs allow the business manager to share valuable information with the lender to improve performance and contract share. The log tracks turn-around time on loan responses, percentage of approvals, percentage of conditions, percentage of turndowns and tiers for every deal. Without this log, the lender will not only have more information but more leverage with the dealership. Track them and make them accountable to you, not you to them. After all, you are the customer, not the opposite.

George Jackson is the Director of F&I Training for American Financial & Automotive Services, Inc. He can be contacted at 866.280.0301, or by email at gjackson@autosuccess.biz.

George JacksonBy George Jackson

Ensuring GreaterLoan Approval

Tim Deese

Jay Dyer

Progressive Basics, Inc.1855 Wells Road, Suite 8PO Box 922Orange Park, FL 32067Phone: 904.264.7408Fax 904.264.7409

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leisure & recreation Brian ManzellaBy Brian Manzella

Get in Position to Play Your BestThe sole reason for setting up to the ball in a certain manner is to put yourself in a position to hit the ball properly. On standard

shots, hitting the ball properly is hitting the inside, back of the ball, on the way down, with the face slightly open. That’s the reason for setting up a particular way. It’s not to ‘line up at the target’. It’s not to get you in an ‘athletic position’ or any of the other clichéd axioms. You can line up 30 yards left like Lee Trevino or 30 yards right like Bobby Locke and still be a world-class player. You can look hunched over like Allen Doyle or have your legs wide apart like Moe Norman. But, on a basic shot, you have to put yourself in a position to create a downward blow and hit the correct part of the ball.

You can accomplish these imperative functions with a less than classic looking setup. You could try to follow the incorrect notions of modern pop instruction’s idea of correct form at the address position. But, if you follow the following guidelines, you will have a better setup than Tiger Woods.

Let’s assume you have the classic neutral grip described in September’s article.

The fi rst step is creating, what I call, ‘golf arms’. After most golfers grip the club, even if they have a good grip, their arms are in less than ideal position for executing a golf swing. They often have elbows pointing outward, their right arm is ‘on top’ of their left, and their right arm is straighter than their left. All are less than ideal.

The proper positioning of the elbows is more downward than outward. From here the golfer can turn his left arm and wrist 90º during the backswing for a classic top-of-the-backswing position. If the left elbow is turned outward, you can only turn the wrist that amount to get to the same destination. The right arm should bend straight up and down during the backswing, which is only possible from the elbow down condition at address. Otherwise, the golfer must also rotate the right arm as it bends on the backswing. It is also easier to put the right forearm at address more closely on the plane it will be on during the last moment before impact (Pic 2).

Posture is often overlooked by golfers as unimportant and taught incorrectly by well-meaning but misinformed teachers. Author HA Murray talked about the common outline to the neck and shoulder area of the champion golfers. His research revealed that these outlines showed a defi nite roundness to the upper back and neck area compared to ‘average’ players. This upper body posture allowed the golfers to look straight at the ball as opposed to the duffer’s propensity for looking down their nose. This posture includes the neck being nearly parallel to the ground at address. This trait is shared, at least at impact, with nearly 100 percent of the great players from Vardon to Woods. Because most poor players don’t bend over at the hips nearly enough, teachers started to notice how straight the lower backs of the champions were. What they missed, was that the ‘straightness’ ended in the upper backs of players like Jack Nicklaus and Sam Snead.

Many modern players carry the straight back to the extreme which includes the upper back and the ‘head up - look down’ that Murray saw as a poor player’s fault (Pic 1). The better players who start ‘head up’ almost always return the neck to near parallel with the ground to look straight at the ball and have the better clubface control that comes with the proper neck position. To get into the proper posture and position at address, use a mid-iron and stand erect with the proper grip and golf arms holding the club out in front of you. Separate your feet until the middle of your feet are as wide as the outsides of your shoulders. Your right foot should point straight ahead, and your left should be turned very slightly outward. Your toes should both be touching the same parallel line. Using your right hand, extended wide from little fi nger to thumb, put the thumb on your belt buckle (ladies approximately two inches below your belly button) and your pinkie on the butt of the club. Keeping these contact points together, bend from the hip sockets, with your back straight, until the club contacts the ground. Then, relax your upper back and neck, and look straight out of your eye sockets just in front of the clubhead where the ball would be (Pic 1). There are two schools of thought on ball position: constant and multiple. I have taught it both ways. The best way (in my opinion) is a constant ball position just inside the left shoulder socket for all shots off of the ground and right under the socket for teed drivers.

This inside the shoulder position generally

20 www.autosuccess.bizsuccessful solutions at

falls about two inches inside the golfer’s left heel. Just move the club up the parallel to the foot line that it is on, and place the ball so it is on that line and slightly toward the toe-end of the clubhead (Pic 4). Adjusting for shorter and longer clubs is easy. For shorter irons, the stance becomes narrower, until with a wedge the outsides of the feet line up with the outsides of the shoulders. With longer clubs than the mid-iron, the stance gets wider, until with a driver the insides of the feet line up with the outsides of the shoulders. For a driver off of the tee, place the ball more toward the toe of the club, and position the ball on the left heel.

21february 2004

(Pic 3) Looking at yourself in a mirror or on video, look at these checkpoints. First, the face-on view: two-inches-inside-low-point ball position; stance width (this with a six-iron), elbows facing forward, butt of club at the belt buckle, arms ‘unit’ appears centered to body, head behind the ball, and head, no ‘cocked’ left or right leaning. (Pic 2) Rear view: Lower back straight, upper back rounded enough for parallel-to-the-ground neck position, butt of the club at belt line, left arm barely visible above right arm, arms hanging from shoulder sockets, eyes looking straight out at the ball.

For a standard straight shot, lines across the toes, knees, thighs, hips, shoulders and eyes should all be on lines parallel to the ball-to-target line. The ball only knows what the club is doing, so you could line up at Mars and make a hole-in-one on Venus, but this is a great starting point.

Brian Manzella is a PGA Teaching Professional. He can be contacted at 866.873.0036, or by email at bmanzella@autosuccess.biz, or visit www.brianmanzella.com.

NORTHWOOD UNIVERSITYCampus Locations:Midland, Michigan 800.457.7878West Palm Beach, Florida 800.458.8325Cedar Hill, Texas 800.927.9663Programs:DeVos Graduate School 800.MBA.9000University College 800.445.5873

“My advice to anyone who wants to get into the car business is to get

a degree from Northwood.”

Over the past several years, there ispossibly no other industry that hasundergone as much change as theautomotive business. As the Americanautomobile evolves, so must the auto-motive marketing and sales profes-sional evolve to keep up with thesechanging times. The automotive pro-fessional of the future will need to bebetter educated, better motivated,and more informed than ever before.

Northwood University is the first andonly business management college inthe country that offers a specializedcurriculum in Automotive MarketingManagement. We are also proud toknow that the future automotive deal-ership manager of tomorrow is well onthe way of perfecting his or her careertoday at Northwood.

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22 www.autosuccess.bizsubscribe today at

Sean Wolfi ngtonBy Sean Wolfi ngton

Courtesy Chevrolet Uses InternetMarketing to Sell an Additional 85 Units a Month

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marketing solution

Robert Reveere of Courtesy Chevrolet conducts email campaigns monthly so his dealership maintains as a top

Chevrolet dealer in the country.

“We conduct different buzzmail campaigns monthly, to our data base of customers. The best part is, it only takes a few seconds and doesn’t cost a dime,” Reveere said.

Here are some of Courtesy’s secrets for successful email marketing campaigns.

1. Email marketing is inexpensive.

2. It is easy to conduct a campaign.First, you pick a list of prospects, defi ne your message and send it off.

“We have hundreds of pre-packaged buzzmails ready to send,” Reveere said.

3. Email campaigns work.“I can send out thousands of emails within seconds, and, at the end of a long weekend, I can sell another 10 to 15 cars. And that’s the bottom line,” Reveere said.

4. Email marketing is very measurable.You can measure everything, how many emails were sent, viewed, converted into leads, test drives, fi nance applications, etc.

5. Email marketing is more interactive than any other medium.It allows customers to click to build their vehicle, compare cars, view inventory, see specials, apply for fi nancing, buy parts, schedule service appointments and more.

“The difference between mail and email is that after they read my email, they can spend another 60 minutes interacting with me, and, by the time they call or come in, they are further down the purchase process,” Reveere said.

6. The process is still most important.The key is to turn your email and phone responses into appointments and sales.

7. You need to stand out in the crowd.Dealers use high impact, multi-media emails that show miniature commercials. “We use buzzmails, and our customers tell us all the time that they are blown away by what they see,” Reveere said.

8. Emails must work with all clients.First, make sure your emails integrate with popular systems: AOL, Hotmail, Outlook, etc. Second, your email marketing system should be able to detect different security settings, so it can deliver the right email for the particular setting. Third, if you use multi-media emails, make sure they are compressed and work on a low speed connection, so people don’t have to wait.

9. Gather a lot of emails.“We have a lot of creative ways of gathering email addresses on our website and also gather emails from other parts of the dealership. We use a service that crawls the Web for our customer’s email addresses and notifi es the customer to ask if they want to opt in to receive product and promotional updates from our dealership. It is amazing, because you can get more than 25 percent of your customer base’s email addresses,” Revere said. “Then we follow up by asking them if they also want to get updates on new products and promotions. In the end, we have a lot of emails, and they are from customers who asked us to contact them.”

10. Respect the law and customers.Do not spam your customers. Follow all the rules for email marketing, allowing customers to opt out of your campaigns.

The challenge with email marketing is that it is so easy and inexpensive many people overuse it after their fi rst success. If you over do it by emailing your customers multiple times a month, eventually they will not open your emails, and many of them will opt out. It is important to have a pre-defi ned email marketing strategy that is spaced out, and it is helpful to regulate the emails sent to your customer base. The bottom line is that email marketing is a free way to market and attract quality traffi c for less.

Sean WolÞ ngton is an Owner of BZ Results.com. He can be contacted at 866.802.5753, or by email atswolÞ ngton@autosuccess.biz.

Steve HiattBy Steve Hiatt

sts ms ls fi s lr

sales and training solution

Everyone wants to close that deal, and you want to hold more gross. Enough extra gross in each deal can add up to

the equivalency of selling several extra units a month.

Customers don’t really mind paying out some extra money; they just want to feel justifi ed in their reasons for doing it. Let’s touch on a couple different techniques that will make the deal and some extra gross.

The door jam bump.This is when you have pretty much made a deal but want to make a quick bump, for a few extra bucks. Once you have worked the deal with your sales manager, head back to the offi ce and lean up against the door. (The key is to take a non-threatening posture.) Then look at your customer and say, “Sue, 16 bucks a month isn’t gonna kill this deal is it?”

Now, most often, Sue is just going to say no problem, and the payment just went from $350 to $366. If for some reason your customer says, “Yes, it will kill the deal.” Then, very calmly you need to say, “You know, I thought so, but you will at least split it with them won’t you?” Then wait for the yes.

Now, remember this is on a deal that is virtually already done; you are just working for a little extra. The worse case scenario is that your customer says no to you again; you already have the deal. Just look a little defeated and say, “That’s okay, I’ll make sure they take the earlier deal, let’s just get you out enjoying that new car. Sue, I forgot, is that check good now, or did we need to wait until you transfer funds?”

The hidden payment close.This is a great close when you have customers who obviously want to buy but have a fear that they cannot afford the new payment. You don’t want to drop more money out of the deal, because you want to collect a fair fee for the service you have performed. First, you have to set the scene up, and make the situation less defensive. “Sue, I understand, but it sounds to me like it isn’t that you don’t feel your new car is

worth the money, it is just that you can’t seem to fi nd the money in your household budget, am I right?”

Now that your customer can save face, they are most likely to agree with you. Then, “Well, since that is the case, if we were able to help you fi nd the money in your budget, you would be pretty open minded, wouldn’t you?”

Now, of course, they are going to say yes, if you have the customer on a car they like and have presented value. Simply continue with, “Well, it seems to me that you have spent a lot of money keeping your old car on the road, in fact, if you add up all the repairs and maintenance you have done in the last couple years and divide it up by months, you have had a hidden payment of $100 per month over your current car payment. Since the new car only uses up $68 of that you seem to be saving over $30 per month, so the only question is, are you going to save the extra or treat yourself to those little extras you deserve?” This is a simple, no pressure close that really helps people over their commitment hurdle and helps them enjoy the car they deserve. Remember, it would be more pressure for them to have to go to another dealer and start the whole process again and then possibly wind up with an even higher payment.

The horse race.This one takes a certain amount of charisma to pull off, and you may need to practice it a little bit. It works really well when it is a customer you have rapport with, but the customer is into negotiating for the ‘fun’ of it, and you need to put that to an end. Stop their hunt for a discount with a little saying, a big smile and handing over a pen. “Sue, I understand your need to feel like you got a special deal. The fact of the matter is that no two deals are exactly the same for a variety of reasons. I have noticed one thing that is fairly consistent, do you know what that is?” No. “It is that in the middle of a horse race you don’t grab the reigns and holler WHOA! You just dig in the spurs and enjoy the thrill of the race. You’re at the fi nish line of this race, just give me an initial here, and we can celebrate in the winners circle.” Hand the pen over and smile.

The reality is that there are so many things that can work in the closing room, but they are all related to your level of confi dence and your ease with the close. There have been times I have walked in, asked whether the customer is right or left handed, and then asked them to move there wrist around in a circular motion. Once they are doing that and laughing, I let them know I don’t want them to get writers cramp while they are signing everything.

Take the time to practice and role play so that you can develop your craft. You will be successful if you are willing to pay the price.

Steve Hiatt is the General Sales Manager of Hiatt Pontiac GMC, Hiatt Outlet and Hiatt of Auburn. He can be contacted at 866.265.5616, or by email at shiatt@autosuccess.biz.

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It’s affordable, so there’s no need for large deposits. And once your customers fi nd out about it, they may very well want one for themselves! Attractive packaging and full-color point-of-sale display help make the sale—adding to YOUR profi ts!

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23february 2004

24 www.autosuccess.bizcontact us at

Dennis McDonoughBy Dennis McDonough

Sales From the Internet: Photo SellYour customers want to see the car they are thinking about buying. A car dealer’s website needs good pictures

to help create more buyer interest. Having multiple photos showing all of the car’s details gives potential customers much more information than they can obtain from a single picture or page of text.

Some dealers hire other companies to take photos for them, while others do it themselves. It doesn’t have to take a great deal of time to get good photos. The staff involved should follow simple rules, and it helps to have the right digital camera.

The camera is a very important part of the picture-taking task. You want a camera that is small and easy for anyone to use. It should have an auto-focus feature, which will allow you to concentrate on the image

you are shooting and not the lenses. Auto- exposure is another important feature. It sets the light levels automatically, so the picture is not too dark or bright. The camera does not need to be the latest with all the features; a 1.2 to 3 megapixel camera will do great.

The next important feature of your camera needs to be its connect ability. It should be able to connect to most of the dealership computers. If it requires special hardware or software, your team will be limited as to the computer they can use. USB is very common, and a camera that can connect as an external drive makes it simple.

Cameras that meet these specifi cations are1:

Olympus D-3802 Megapixels, 5 X Digital, SmartMedia Card – Screen 1.6 in.

• Price range: $135.95 - $174.99

• Overall rating – 4.25 stars• Ease of use – Excellent• Durability – Very good• Portability – Excellent• Photo quality – Excellent• Battery life – Excellent• Compatibility – PC, Mac• Connectors - USB

Convenient size allows camera to fi t into the palm of your hand. Point-and-shoot simplicity. Auto-focus and auto-exposure. Allows printable images up to 8 x 10 inches at full resolution. Using the USB connector, your photos are instantly accessible from any computer. Great ‘starter’ camera. Easy to use and takes great pictures.

Sony Cybershot DSC-P723.2 Megapixels – Zoom: 3 X Optical, 3.2 X Digital, Memory Stick – Screen 1.5 in.

• Price range: $229.00 - $389.99• Overall rating – 4 stars

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• Ease of use – Very good• Durability – Very good• Portability – Average• Photo quality – Average• Battery life – Very good• Compatibility – PC, Mac• Connectors – USB

Smart SONY features that let you take incredible pictures with point-and-shoot ease. Intelligent fl ash technology, high-tech auto-focus and auto-exposure. Comes with NiMH rechargeable batteries and charger.

Canon PowerShot a703.2 Megapixels – Zoom: 3 X Optical, 3.2 X Digital, Compact Flash Card – Screen 1.5 in.

• Price range - $182.00 - $369.00• Overall rating – 4.25 stars• Ease of use – Excellent• Durability – Average• Portability – Very good• Photo quality – Very good• Battery life – Very good• Compatibility – PC, Mac• Connectors – USB

Auto-focus, auto-exposure and high-resolution imaging using Canon’s Optical or Digital zoom. The A70 DIGIC Imaging Processor allows the camera to process images faster while improving the accuracy of auto-focus. Runs with standard AA batteries (4). Plenty of user-friendly features.

Fuji FinePix 2800 Z2 Megapixels – Zoom: 6 X Optical, Flash Memory, SmartMedia Card – Screen 1.8 in

• Price range - $212.50 - $355.95• Overall rating – 4 stars• Ease of use – Very good• Durability – Average• Portability – Very good• Photo quality – Excellent• Battery life – Average• Compatibility – PC, Mac• Connectors – Composite; USB

User-friendly, point-and-shoot digital camera. Fully automatic, with auto-focus and auto-exposure, making picture taking a snap for even the beginner. Excellent zoom and high quality images, although quality may be affected in low-light areas.

1 Camera reviews obtained from www.BizRate.com.

Pictures can be taken quickly, without having to change the car’s location on the lot. The purpose of these pictures is to show off the car. Since the car is what sells,

focus your pictures on the car. Don’t take pictures that contain wide areas of scenery or backgrounds. Watch out for bright backgrounds that can leave your car very dark, the camera exposure settings will have to be adjusted to compensate.

Take the photos in the middle of the day. Early in the morning and late in the afternoon can cause long shadows that may distort how the car looks.

Set the camera up properly. The pictures you will be taking will be published on your website. Potential customers will not want to wait for a large photo at high resolution to be loaded before they see what the car looks like. Thumbnail photos used in multi-photo Web pages, should be less than 100 x 100 pixels at 72 dpi. The larger images obtained by clicking on the thumbnails should be no more than 640 x 480 pixels at 72 dpi. This is less quality than you will need for a good printed photograph, but this is the standard resolution for viewing images on the Internet. A good website should create the thumbnails and size of your car photos correctly.

What are the best pictures to take? Hold the camera steady, and take these shots:

Four corners of the exterior:Photograph the vehicle from all four corners as in the following diagram. Include the farthest headlight and farthest tail light you can see. Make sure the car is the center of the picture.

Four interior shots (with doors open):• Driver side with dash

• Passenger side with door and seat• Under the hood

• In the trunk or back tail gate

All special details:• All special graphics

• Special wheels• Unique features

Now that you have the pictures, you will need load them to the Internet. Your website should allow you to upload these images directly from the camera. With a photo upload page that allows you to browse your computer for images, you can browse directly to the camera disk. Your camera should have a USB connection. Any computer with USB ports and Windows 98 or higher, should work with the camera.

These guidelines will help you take powerful photos. Putting the right pictures on your website will help buyers fi nd the car they want from your dealership.

Dennis McDonough is a Consultant for eCarLots.com. He can be contacted at 877.354.1998, ext.202, or by email atdmcdonough@autosuccess.biz.

continued

Example of red camera angle

profi t solution Scott JosephBy Scott Joseph

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Dollar for Dollar, This is the Most Powerful Way to Build Upon the Success of Any Automobile

Dealership...Bar None!Right now I�ll walk you through what could be the most important

move your dealership could ever make. Whether you are a small dealership wanting to grow, or a big dealership wanting to get bigger, we all want the same thing� more customers buying cars.

And so, how do you do that? You have a promotion, a sales event, a clearance sale, and a once-in-a-lifetime-everything-must-go extravaganza! But let me ask� how many of you are currently buying airtime on TV and radio to attract customers? You have to do it, right? As far as you know, there is no better way to draw the masses.

If you are attracting customers with electronic media, you�re not alone� Auto manufacturers and dealers spent 18.4 billion dollars in radio and TV commercials last year.

However, can we say, without a doubt, and with quantifying data to back it up, that these dollars are bringing in the most qualiÞ ed, most motivated buyers you can reach? Can you say that the mass marketing approach is driving trafÞ c with your speciÞ c dealership�YOURS alone, and not just creating trafÞ c for the guy across the street?

I�m here to tell you that the research would tell us not. Automotive News (call us at 800-346-9117 for a FREE copy of the article) recently published these statistics showing that radio and television commercials inß uenced only 17% of the buying decision. 26% of recent buyers surveyed indicated that Internet promotions inß uenced their purchase. Yet more than both these

groups together�48%�were inß uenced by direct mail�a letter from a dealer�inviting them to come in and buy a car.

The statistics indicate that when you want to create a sales event that moves automobiles, the right piece of mail sent to the right individual at the right time is what guarantees success. And that�s exactly what J&L Marketing makes happen for hundreds of dealers across the US every year.

But this is NOT your ordinary kind of direct marketing. I�m talking about a completely new and unique Growth Strategy that builds your business in 3 important ways. What are the only three ways you can build your business?

Increase your number of customersNow that would mean retaining old customers, while bringing in new ones, right?Increase the amount of money they spendYou need to give them a sense of value, making them less inclined to dicker?Increase how often they buy.Sure, you can sit back and wait for folks to Þ gure out they need new wheels� or you can give them a reason to consider a new car, create some urgency, offer them a deal� and have them in 6 months, a year, even two years earlier than they would have been otherwise.

Well� J&L Marketing has developed a proven, successful program that makes these three growth activities happen, and fast. It�s called our J&L Growth Strategy and, in short, it motivates lots of people to buy your product right now.

Only J&L can promise the levels of success that this program produces because our growth strategy relies upon discipline, precise mailing lists, and highly strategic planning that has set J&L Marketing apart for over 12 years.

Over the years we have found that the best source of your future business is right in the database of your past customers. And so, we have reÞ ned the strategies of aggressively marketing to your previous customers. And think about it� direct mail is really the only way you can effectively approach your previous customers. We are the experts at targeting these golden opportunities, updating your lists and crafting the message that makes your efforts vital and effective.

But that�s only the beginning of targeting leads. What if you could combine customer information with data from other powerful lists, PLUS data from 10�s of thousands of successful transactions? Would this help you determine, not only who to send letters to, but what to say and how to say it? That�s just how J&L Marketing supercharges your mailings and brings you incredible results. Because a high quality lead is what? Not just a person that comes into your showroom� but a person who buys a car.

Now� the Direct Marketing will get customers in the door. But how are you going to sell cars to those folks when you are spending time meeting, greeting, and managing a lot more trafÞ c than your sales staff is accustomed to handling. Wouldn�t you prefer to spend time with only quality customers�the really choice prospects?

Well� it starts with your very own capable, highly trained, enthusiastic Promotion Coordinator (PC). Let�s say

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2.

3.

profi t solution Scott JosephBy Scott Joseph

ADVERTISEMENT

866.856.6782

And for each of you who contacts Lisa at 866.856.6782 or e-mails her at: lwilson@jandlmarketing.com, we will give you a FREE market analysis of your dealership, to see exactly how many thousands of customers are ready and willing, and near your store - just waiting for you to sell them cars.

I was your PC. As you have dozens of customers ß ooding your lots, your team greets each and every person that comes in, and they bring them to me. Immediately I go to work gathering information that you can use to help sell them an automobile.

Think of me as the infantry� the frontline of the sales team. I am armed with this survey, and I am trained to make it work.

It works like this: Say you are a customer who just drove onto the lot. In two minutes or less I will Þ nd out what brought you in? Have you bought here before? I�ll get your Name, Address, City, State, Zip, Phone and email. I�ll know what you�re looking for, and all the hot buttons that will get you excited! I will know the status of your trade, what you�ve owned before, and how often you buy. I�ll ask what you want to spend, whether or not you would buy today, and if not what will change your mind.

Because I am not a sales person, I will be perceived as a third party, independent surveyor. I am non-threatening to your customers. They will share with me volumes of information in 2 minutes that you, as a �car salesman� might not get in 20.

Would this be helpful? Do you think I can do it? Good, because not only am I trained to Þ lter out tire kickers, but I will also get you in the habit of saying �yes�, the most powerful word in a customer�s vocabulary. And doing it all in 2 minutes assures us that we will be able to effectively approach each and every prospect on the lot.

Another of my main objectives is to create and maintain a positive,

upbeat atmosphere, both among your customers, and among your sales staff. As customers enter they�ll sense a buzz in the showroom, and with it, a sense of urgency. This hum of activity is intended to build enthusiasm and create what we call a buying frenzy.

Now, you�ve heard the cliché� Information is what? Right. Information is power. Now, let me ask you this. If you could look back upon the history of thousands of promotions, examine the mailing lists, read over the direct mail letters, track what worked, what didn�t, who bought, who didn�t, and why� would this be powerful information to you?

Over the last 12 years, J&L has conducted over 20,000 promotions. The data from each event has been entered into our exclusive Response Analysis Database. This enables us to examine your marketing history, evaluate each aspect of your advertising from many perspectives, and then Þ ne-tune your advertising - to work your ad dollars harder with each event.

Our analysis allows us to produce ever-increasing levels of success. Since the market is a lot smarter than we are, we don�t go by hunches, opinions, or gut feelings about how to improve our performance. We rely solely on the numbers to tell us �where to from here.�

Simply asking the computer� �How do we generate more trafÞ c and sell more cars?� J&L�s proprietary Response Analysis System directs us toward those activities that bring success, and away from those that don�t. We reÞ ne the offers, prices, strategies, locations, and even the days of the week that bring the highest return.

And we are the only company that does this. How can anyone make recommendations to you without the validation of facts, statistics and numbers? How can anyone implement a growth strategy based on hunches and guesses, rather than this powerful analysis program? It�s obvious�they can�t.

But we can, and we do. Our statistics tell us that for the last 3.5 million pieces of mail delivered, our growth strategy has helped sell an average of 33 cars for every 10,000 pieces of mail delivered!

So, do you want to grow YOUR business? How can you begin to 1) Increase your number of customers, 2) Increase the amount of money they spend with you and 3) Increase how often they buy?

You can start right now by contacting my ofÞ ce at 866.856.6782 and asking for Lisa Wilson. Or e-mail her at: lwilson@jandlmarketing.com. As soon as you contact us we will begin to create a growth strategy unique to your organization, producing more proÞ t, more volume, and more satisÞ ed customers.

Let us do for you what we have done for thousands of dealers nationwide. Let us help you move the crowd� crush the competition� and leave you to count the money.

28 www.autosuccess.bizvisit us at

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leadership solution Brian TracyBy Brian Tracy

Practical Project ManagementOne absolutely essential skill necessary to achieve all of your goals is the ability to manage projects

of various sizes. Project management is a function. You organize and engage in a project each time you go shopping at the grocery store. If you are in sales, every prospect you are working on developing into a regular customer is a project. If you are going out for the evening with another person, you are planning and organizing a project.

When you decide to become excellent at project management, you begin to apply a systematic process. Your ability to achieve multi-task jobs is to control everything else you accomplish. And it’s not that diffi cult to learn.

Goals.In any project, the fi rst thing to do is start

at the goal and work back. Every project begins with you clearly defi ning exactly what you want to accomplish and what it will look like if it is accomplished perfectly.

List.You next make a list of everything that you will have to do in order to achieve that fi nal goal. Deadlines.Once you have determined exactly how you want the goal to look when it is complete, you set specifi c dates and deadlines.

Organize.The next step in project management is to organize your list of all the things that will need to be done for you to achieve your goal, the completion of your project. There are two ways to organize a list in project management. The fi rst way is sequential. This is when one step follows

another. The fi rst must be done before the second can be started. The second must be completed before the third can be started, and so on. These are often called dependent activities. One depends on the successful completion of another.

The second type of activities in project management is parallel or concurrent activities. These are tasks that can be worked on at the same time, separate and apart from other activities.

Select and delegate.Once you have the goal in mind and have listed everything that you must do to achieve the goal, and organized everything in terms of whether it is sequential or concurrent, you are ready for the core exercise of effective project management. It is the key to your future in the world of work. It is the process of selection and delegation. The bigger the project, the more people, the more specialists in different fi elds will be required to carry it through to successful completion. Your ability to select the right people and then to delegate effectively to them will determine your success or failure.

You can use project management to develop a new account, to increase your income, to attain a high level of physical health and fi tness or to accomplish many other life and business goals.

In every case, the proper use of project-management techniques, such as those discussed here, can give you the winning edge. It can enable you to kick in the afterburners for your life and your career. The skill of project management will enable you to move ahead further and faster than you ever could without it. Although the steps to project management are simple, the skill of project management is complex, and it is vital to your success.

The cumulative results of your developing the skills of project management will enable you to accomplish bigger and bigger tasks with greater responsibilities and greater income, with greater rewards of all kinds. Project management is a powerful key to the future.

Brian Tracy is the Chairman & CEO of Brian Tracy International. He can be contacted at 866.300.9881, or by email at btracy@autosuccess.biz.

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will differentiate your dealership from the competition. It is not uncommon for vehicles to be sold for hundreds more if the program has perceived value. It is the sales associates job to make customers aware of the value of such a program.

Attach a loyalty program to every vehicle you sell. Assigning an award program to pre-owned vehicles is good business; they come back in sooner than new vehicles. F&I may reap the benefi ts by incrementally up selling from one program to another. Rotters Auto Mall up-sells 30 percent or more of its customers to a more robust program.

The type of programs that work.There are many solutions on the market ranging from punch cards, to peel cards, to magnetic stripe cards. It is important to select the program that fi ts your dealership’s unique needs and goals.

The less work the dealer has to do, the better the program functions. Select a program that is not dealer intensive. Some card companies offer additional services such as personal Web pages, automated reminders, service menus and other features. Some feature the ability to automatically generate ROs on the DMS system providing full integration.

Find a vendor with a proven track record. It is important to select a program that works with all DMS systems. Ask what happens if you discontinue the program. Are there monthly maintenance fees or other associated cost if discontinued?

Defi ne the goals, fi nd a reputable vendor and, most importantly, be in it for the long haul. No matter what program you select, if it meets your fi nancial goals and customers are coming back, it is successful.

Jim Gutzwiller is the President of GigaBytes Dealership Solutions. He can be contacted at 888.799.7963, or by email at jgutzwiller@autosuccess.biz.

continued from page 12

vehicle, what would it be?” The customer is going to give several conditions, i.e. price, trade (difference), monthly payments, interest rate/terms. If you are selling a used vehicle the conditions could be additional repairs they want done before agreeing on numbers. What ever their response is to your question, handle it with step seven.

Step 7.Ask the customer, “So what you are

suggesting to me Mr. Customer is that if the (i.e. price, payments, trade, terms, or repairs, etc.) were agreeable, you would like to get the vehicle as soon as possible, is that correct?” If everything is confi rmed and clarifi ed, pull out your worksheet, and fi ll in all of the details on the vehicle the customer is interested in.

The next step is to complete the worksheet and negotiations.

Now that you know why and how to ask for the sale professionally, practice (role-play) with one of the other sales people at the dealership. Have fun with it. Make it easy at fi rst and then as you get better increase the diffi culty level of your role-play.

Darin B. George is a Sales Trainer and Recruiter at Automotive Sales College, Inc. He can be contacted at 888.681.7355, ext. 225, or visit www.visitasc.com.

continued

continued from page 8

Selling cars is ONLY half of it. To make real money in today’s

car business, your sales and F&I staff must be trained to sell

service contracts, credit insurance, and after-market products.

If you’re not consistently selling the whole package, you’re

doing things half... well, you know.

We can help. We’re EFG Companies. For over 25 years, EFG

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Why settle for half when you can have it all?

To have it all, contact EFG at 800.527.1984 x 8357

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