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Re-elect George W. Bush, page 8

October 2004

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Re-elect George W. Bush Jerry Reynolds

Don�t Miss the Good Life Zig Ziglar

How to Convert Outside Finance Customers George Jackson

Leadership Assessment Sean WolÞ ngton

Transforming Bad Habits Brian Tracy

Communication and Individual Management Carol Martin

Dealers Generate $500k in Additional ProÞ ts Last Month Patrick Luck

The Silent Sell Patti Wood

OFAC Regulations Fran McAllister

Lead Volume Skyrockets More Than 450 Percent David Koehler

Houston, We Have a Problem Michael York

Your Sales Will Increase Steve Hiatt

Follow Up Every Unsold Prospect (Phone Script) Jim Adams

Service Standards Joe Takash

How to Overcome CallReluctance and Increase Sales Bill Gager

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AutoSuccess Magazine is published monthly at 756 South First Street, Suite 202, Louisville, Kentucky, 40202; 502.588.3155, fax 502.588.3170. Direct all subscription and customer service inquiries to 877.818.6620 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.

Psalms 37: 29-34

The righteous shall possess the land, and dwell upon it for ever.

The mouth of the righeous utters wisdom, and his tongue speaks justice.The law of his God is in his heart; his steps do not slip.

The wicked watches the righeous. and seek to slay him.The Lord will not abandon him to his power, or let him be condemned when he is brought to trail.

Wait for the Lord, and keep to his way, and he will exhalt you to posses the land; you will look on the destruction of the wicked.

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EXPOSEDAuto Dealer Speaks Out and Reveals the Raw Truth about That �Consultant �Trainer,� Mark Tewart,

Who advertises in this Magazine All the Time.

This guy, Mark Tewart promises all sort of things to us car dealers � sales and management strategies for our dealerships that he �promises� really pay off. Such as strategies that will increase sales without increasing your advertising. Ways to increase gross proÞ t by $200 a car minimum. How to reduce and eliminate water in used cars and so on. Every time I read one of his ads, I thought, �Who could be dumb enough to fall for this guy�s rap?� Now, I�m going to tell you the raw truth about this guy and his �success secrets.�

My name is Chad Hawkes; I live in Oklahoma with my wife and child. I went to college here and became a salesperson at a car dealership. I was a struggling salesperson with little direction and not much of a future if my results stayed the same. I didn�t know what I was doing and was frustrated everyday with the business. I needed a change and I needed it quick.

One day our dealer hired a consultant and trainer named Mark Tewart who ran all these ads with these big claims. However, our dealer told us he had known this Mark Tewart guy for several years going back to when he was a new manager at another dealership. Our dealer told us to hang on to our hats because this guy Tewart was a Þ reball with more real valid information on success in the car business than anyone he had ever seen and that he wouldn�t have become a dealer before he was 30 years old without Mark Tewart.

Most of what he taught us was so different from what we had ever seen, heard or been taught by other so-called experts. As we listened to Mark�s information, we saw a whole different way to develop a high income career rather than just make a sale here and there. We heard sales skills, people skills and life skills and found freedom from the cheapest price, roll around in the mud, bait-n-switch ugliness. Best of all we learned actual skills to reengineer our business (managers and dealer as well as salespeople). I even looked in the mirror and saw Chad Hawkes differently. So, skeptical and grateful at the same time, we left the workshop with a workbook and CD�s full of ideas.

The next day I began to implement 10 different Mark Tewart strategies. Over the next couple of weeks, as I got them up and running, they all surpassed my greatest expectations. Let me give you an idea of what I am talking about. My Þ rst year of implementing Mark�s strategies, I became the number one salesperson and my production tripled. I began to get my life in order as well. Every time Mark came to the dealership he taught me lessons that made my whole life change for the better. After a period of big increases, I was promoted to manager and attended Mark�s Management workshops. Once again, I was amazed at how much incredible information I got and how much it improved our dealerships sales and proÞ ts. Our little country dealership, located in an economically challenged area had improved from 40 units a month to over 325 units and we had become on many months the largest dealer of our brand in the state!

Personally, I went from struggling to winning. I became the General Sales Manager and then bought my own dealership and now own two dealerships before turning 30 years old. How, you ask, could such a thing happen? The answer, simply, is learning how real proven and effective sales and management systems work, from the �master�, Mark Tewart. In spite of everything you hear about business being slower and tougher, my business is booming. Just a couple of Mark�s strategies alone has allowed me to go from 40 used cars a month to over 120 a month operating out of a trailer! Thanks to Mark�s ideas, systems, inspiration and encouragement I have two dealerships and have bought the ranch of my dreams for my family.

What is important is that Chad Hawkes can sell a ton of vehicles, get plenty of referrals, is unaffected by competition and has �real� systems in place to realize a huge proÞ t every month. I knew Mark had it Þ gured out when after one consulting session he showed me over 40 ways to grow my business and make more proÞ t. He is brilliant. So here�s the raw truth about this Mark Tewart guy: Unlike most of the �pretend� experts, he is a bona Þ de trainer-consultant and money making genius, who can do anything from tweaking to transforming your business, so you not only make a lot of money, but you can make it a lot easier and more enjoyable than you can imagine.

Maybe you are already doing well already � but you could do better (some of Mark�s most ardent students make many millions per year). Maybe you just don�t want to be sold something that�ll be a waste of your hard-earned money. About that you can relax. Mark guarantees his stuff.

I�ve got over $1,000,000 reasons why you ought to investigate what Mark has to offer. What reasons do you have NOT to look at this? And here�s how easy it is: Mark has prepared a straight-talk, detailed report � �HOW TO RECRUIT, HIRE AND TRAIN A DREAM TEAM OF SALESPEOPLE,� which you can have absolutely FREE of cost or obligation. Get it, read it and decide for yourself whether or not you want to get in on Mark�s information. It�s that simple. To get your FREE Special Report go to www.tewart.com/specialreport or call our 24 hr. hotline at 1.866.432.2468. You will hear a brief, free recorded message and be able to leave your name and address, so your report can be mailed to you. Or write �report� on your business card or letter head and pop it in the fax machine or email it. Mark�s fax number is 513.934.4588 and his email address is info@tewart.com - Either way, you will get his eye opening report rushed to you, free.

By the way, I wasn�t paid a penny to write this about Mark. I am a car dealer just like you. I did this just as a way of saying thanks to Mark for everything he�s done for me. And I am not the only person who feels this way. With your report, you�ll get a book of actual comments from some of the over 10,000+ other salespeople, managers and dealers he has helped. Most like me are now making more money, with less hassle than ever before. More business that we handle ß ows in everyday� proÞ tably. All we can say is this, �don�t envy us. Join us�.

Chad Hawkes, Hawkes Motors, Pryor, OK.

P.S. Please don�t get my number and call me. The last thing I need is a zillion phone calls asking me about Mark. I�ve said what I have to say right here. What else could you possibly need to know? Instead, call 1.866.432.2468 and ask for your FREE SPECIAL REPORT today. You owe it to your business.

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Re-elect George W. Bush

JerryReynolds

It took 225 years for it to happen, but America lost its innocence on September 11, 2001. The lives of every American changed that

day, and sadly it will never be the same. But it really started well before that.

Most of us have forgotten that 241 Marines died in Beirut in 1983. Ten years later the World Trade Center was bombed in New York. Our embassies have been attacked worldwide. It’s only been four years since the U.S.S. Cole was bombed. There are multiple examples of attacks against us and our people.

Yet nothing shook our very foundations like the vision of huge 757 planes fl ying into the World Trade Center towers. We saw the pictures over and over again and America wept, the unthinkable had happened. Our Pentagon was ablaze, planes were crashing into fi elds and we felt an overwhelming need to be with our loved ones.

The shock and disbelief lasted for days. Car sales came to a screeching halt as America watched TV, loved on their families, and searched for answers as to why this happened. We needed answers and most of all we needed comfort and assurances that this would not happen again.

You fi nd out who real leaders are when there is a crisis. Shortly after 9/11 we learned that our President was decisive, dedicated, and compassionate at the same time. His words of comfort standing in the rubble that was the World Trade Center not only brought comfort to the people of New York, it brought comfort to a grieving America.

History shows that there is a defi ning moment in every Presidency. I believe the defi ning moment in George W. Bush’s fi rst term came on September 21, 2001. I will never forget that speech or the effect it had on me. Ten days after the brutal attack, it seemed that America had gone from sadness to anger. We needed the world to know that we were not going to stand for this. We needed to know it ourselves.

Sixty years earlier, Franklin Roosevelt stood in the same room with a very similar message. We had been attacked at Pearl Harbor and the President wanted the world to know that we were not going to sit by idly. Much like

President Roosevelt, President Bush was preparing us for war in that speech.

George W. Bush prepared us for war, a different kind of war, a war that would not end soon, a war that would be fought in many different lands. Tears rolled down my eyes as he said these words: “We will not tire, we will not falter, and we will not fail.” For the fi rst time in ten days, I felt more at ease and I felt like a proud American. We had a plan and we had a strong leader to carry out that plan. At last, it appeared that America could go back to work, back to our normal lives and back to smiling at each other.

September 21st, 2001 will remain in my memory second only to September 11, 2001 because it was the day our President changed the world. His words were strong and more resolute than I had ever seen a President be. His eyes told the entire story. It was clear to the world that he was serious about winning this war and that he would not give up until the task was accomplished.

Many heroes emerged from the ashes of that horrible day. We found out that the police offi cers and fi re fi ghters of New York City are some of the fi nest and bravest in the world. We found out that there were hundreds of untold stories of the people of New York City pulling together. We found out that a group of men stormed a plane over Pennsylvania and saved countless lives. And without doubt, we found out that George W. Bush was the right man for the job at the lowest point in American history.

Today, we face a clear choice. Domestically and abroad, we have found that George W. Bush is a leader and we have to make sure he is re-elected to fi nish the things he has

started. The war against terror is nowhere near fi nished and it’s clear that John Kerry is going to take us backwards.

The tax cuts initiated by President Bush are taking effect and the economy is improving. At no time has America been a safer place to be. The outlook for the future is extremely bright, especially for those of us in business.

Where we stand today is very reminiscent in many ways of the time right before the great Ronald Reagan was re-elected. Much like President Bush’s fi rst term, Mr. Reagan inherited an economy in decline. By the end of Reagan’s fi rst term, things were improving and he needed that second term to fi nish the job. President Bush fi nds himself in the same situation, except besides just overcoming a spiraling economy; he’s had to overcome the economic devastation of September 11, 2001.

I would be an advocate for President Bush without regard to who his Democratic challenger is. Our major concern today has to be the security of our country. Another attack within our borders like 9/11 could devastate America. Recent history has shown us that you cannot reason with terrorists. Saddam Hussein is a prime example of this. He was told repeatedly to open his country to inspection for weapons and he refused. We all know the world is a better place because Saddam is not in power, but what would have happened if George Bush had backed down? We must have a strong leader that will not back down. Force is the only thing our enemies can appreciate.

In November, we have the clearest choice we’ve ever had and an opportunity to elect a man that will protect us, that brings dignity back to the White House, and a man that will continue the job of improving our economy. Nothing is more important to me than family, and I know that my family will be better off and safer if George W. Bush is re-elected. I hope you’ll join me in giving him four more years.

Jerry Reynolds is the Owner of Prestige Ford. He can be contacted at 800.723.3158, or by email atjreynolds@autosuccess.biz.

sts ms ls fi s lr

leadership solution

By the end of Reagan�s Þ rst term, things were improving and he needed that second term to Þ nish the job.

october 2004 9

Don�t Miss the Good Life

ZigZiglarsts ms ls fi s lr

sales and training solution

John Jones was waiting for his fl ight from New York to Boston. He stepped on the scales that gave your “weight and

fortune.” He inserted his coin and out came his fortune: “You are John Jones, you weigh 188 pounds, and you are going to catch the 2:20 to Boston.” He was astounded and surprised. He tried it again with the same results. The fortune said, “Your name is still John Jones, you still weigh 188 pounds, and you are still going to catch the 2:20 to Boston.” He went into the restroom and changed clothes and he tried it again. This time the fortune said: “Your name is still John Jones, you still weigh 188 pounds, but you just missed the 2:20 to Boston!”

Are you missing the good things that life has to offer? Do you feel that sometimes you missed the 2:20 to Boston? Or, that you decided to get off before it reached Boston? Well, the good news is that if you feel you missed it the fi rst time, there is another fl ight leaving shortly and you can catch that fl ight.

If you don’t like where you are at this time in your life, rest assured you aren’t stuck there. There are ways to move past this spot. Let’s explore three ways to do just that.

1. You are what you are and where you are because of what has gone into your mind. You can change what you are and you can change where you are by changing what goes into your mind. How do you achieve this? One way is to begin a listening and reading program. For just minutes a day, you can feed your mind with the pure, the powerful, and the positive. How? Turn off the radio and play motivational and inspirational tapes and CD’s. Give yourself that check-up from the neck-up.

2. Learn from successful failures. That’s right, learn from those who put forth the effort --- and failed. Learn from baseball Hall of Famer Reggie Jackson. He hit over 500 home runs in his big league career, yet he struck out close to 2,500 times! He didn’t put the ball in play 2,500 times. However, he didn’t stop swinging for the fence. Abraham Lincoln failed in most endeavors he tried. Yet as 16th President of the United States, he successfully led our nation in some of her darkest moments! The lesson to be learned is this: don’t give up… keep swinging.

3. Keep a “victory list.” You should make a list - both mentally and physically - to remind yourself of past successes. This will fuel

your motivation by reminding you that you can do it! Your self worth will be enhanced and your confi dence will be increased. We sales people need all that we can get of those elements. This list can include things from childhood to present time. You will fi nd that by making this list, you will recall that you possess the qualities and attributes necessary for success.

Well, there you have it. Three hints on how to catch your 2:20 to Boston. If you implement these ideas, you will be more dangerous than you are now!

Zig Ziglar is the Chairman of the Board of Ziglar Training Systems in Dallas, TX. He can be contacted at 866.873.0026, or by email at zziglar@autosuccess.biz.

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How to ConvertOutside Finance Customers

GeorgeJacksonsts ms ls fi s lr

f&i solution

“Hey George, I have a customer for you, and he wants to go to his credit union.” When some business managers hear these

words, they immediately feel dejected, begin the turnover with a defeatist attitude, and expect to fail when attempting a conversion. Others hear these words and recognize an opportunity to display their preparation, product knowledge, and positive attitude. How you address this type of customer says a great deal about you to your sales people and your sales managers. The best thing about a credit union or outside bank customer is that he/she already needs your service, and all you have to do is explain why your lending sources are better than his/her lending source. You will be more successful if you understand and communicate the four major advantages your sources have over most credit unions or banks.

A lot of customers feel it is more convenient to get approved at their own source, and that is not necessarily true. Most dealerships have software programs that download applications to multiple lenders. This allows for quicker approvals, which leads to quicker deliveries. This means the customer does not have to take time to drive someplace else, fi ll out an application, drive back, and wait for delivery. What could be more convenient than fi nancing at the dealership? The customer is already there. Many customers like the convenience of repaying the loan via payroll

deduct and automatic withdrawals. By doing so, they are giving up a great deal of fi nancial control, something I would advise against. What happens if an unforeseen expense arises and the customer would like to defer the payment a few days? With payroll deduct or automatic withdrawal, deferring a payment cannot be done. Customers who enjoy that convenience may fi nd it is just as easy to pay bills online. This alleviates the need to write a check, address an envelope, or pay postage, and it still provides fi nancial control.

Most customers do not realize that a contract signed at a dealership is an indirect loan and that a contract signed at a bank or credit union is a direct loan. The difference can be alarming. With an indirect loan, the vehicle is the only collateral for the lender. The lender cannot secure any other assets from the customer to reduce the risk. With a direct loan, the credit union or bank can ask for and secure additional collateral as needed, often without the customer’s knowledge. Most indirect loans have contract language that requires the customer to pledge his or her checking account, savings account, and other deposits held by that same lender as collateral. This is called Right of Offset. Additional language allows the direct lender to secure assets as security from other loans as security for the automobile loan. In other words, if the customer has an existing loan for a boat and enters into a new loan for a truck, the boat is now collateral for the truck, and the truck is now collateral for the

boat. This cross-collateralization allows the bank or credit union to reduce risk and tie up assets, making it diffi cult for a customer with some missed payments to secure fi nancing elsewhere. This is due to the fact that the lending source could call the boat loan due if the customer fi nances a vehicle elsewhere. To fi nd out if the banks and credit unions you are competing with use this language, you need to obtain a copy of the contract they use and read it thoroughly. You may be surprised at what you fi nd.

We have a tendency to take for granted the strength of our borrowing power with our best lenders. If you send 50 fi nance contracts to your lenders every month at an average of $20,000 per contract, that results in $1 million worth of business sent to your lenders every month. That equals $12 million per year and $48 million over four years! This is why we can usually get higher advances, marginal applications approved, longer terms, and other benefi ts for customers. In addition, our sources report to bureaus, and that helps establish and maintain credit for customers. Many credit unions and banks do that as well, but not all do.

Finally, sometimes the biggest advantage we have is the factory programs available to those with approved credit. While credit unions can be very competitive with rates, they usually can’t compete with the sub-vented rates that have been available for the past three years.

Dealership fi nancing has many advantages over outside fi nancing. Despite this fact, you will still hear “no” more often than “yes.” However, stay positive and expect a success rate of 30-40%, which is a great average for a business manager to achieve. Give every attempt an honest effort because it is simply a numbers game. You will never hit the level you want unless you try with everyone.

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.

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october 2004 11

Leadership Assessment

SeanWolfi ngton

The following is a summary of the difference between a “Manager” and a “Great Leader”. You can use this table to

determine which type of leader you are and more importantly what type of leader you want to be. This table will help you identify where you are, where you want to be and how you can close the gap. As you read the table ask yourself which description matches you the most and how you can improve who you are and what you do. I hope this helps you continue to grow and improve into the leader you are made to be.

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.

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leadership solution

LEADERSHIP ASSESSMENT

Focuses on negativeLooks for mistakes

Builds on weaknessPessimist

Know it allDoes not need to improve

Seeks recognitionInß exible

Impatient with teamQuick to judge

Seeks to be understoodFocuses on self

SelÞ sh

DominatesAdministrates

Counts on controlsInsults

DemoralizesNegative feedback & language

Not accessibleDistracted

Bad listenerInterested in telling their opinion

Re-ActiveOn seat

Wait for it to happen

� Focuses on positive� Looks for successes� Builds on strength� Optimistic� Forever Student� Constantly learning and growing� Seeks to give recognition� Flexible� Patient with team� Quick to understand� Seeks to understand� Focuses on others� Selß ess servent

� Motivates� Innovates� Counts on people and trust� Consults� Recognizes� Posititve feedback & language� Accessible� Attentive� Great listener� Interested in your opinion� Pro-Active� On feet� Makes it happen

Poor Manager Great Leader

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BrianTracy

Transforming Bad HabitsYour habits have been developed from early childhood as the result of things that you have chosen to do, or not to do. Your entire life is

the result of your past choices and decisions. And like all of us, you probably have some bad habits that have held you back from your true potential. But here’s the good news: Since you are always free to choose, you can make new choices and decisions today that will determine what happens to you in the future.

One of your main objectives in life is to develop new habits and make them your masters, while at the same time overriding and setting aside old habits that may be interfering with your progress.

You have two major types of habits. You have habits that revolve around your desires and you have habits that revolve around your fears. The habits that revolve around your desires for health, happiness, fi nancial

independence, and success are life-enhancing. They are the habits that have brought you the success you enjoy today. The habits that revolve around your fears, on the other hand, act as brakes on your potential. They hold you back. They interfere with your success. They trip you up on a regular basis. They cause you to sell yourself short and settle for far less than your potential.

Dr. Martin Seligman, in his book, Learned Optimism, wrote about the chief psychological phenomenon of modern life. He called it “learned helplessness.” Based on his 25 years of research, he discovered that virtually every person has one or more areas where they feel helpless and unable to do something that they really want to do.

Seligman’s research demonstrated how animals can be trained to feel that they are helpless. In one example, he put a dog into a cage with a glass wall in the middle that separated the dog from a bowl of food. The dog was hungry and tried to get at the food

but kept banging his nose on the glass. After several hours, Seligman removed the glass. And what happened then? The dog, who was still hungry, sat only a few inches away from the food and never even attempted to eat it. The dog had learned to feel helpless. The dog had become so convinced that he was incapable of getting to the food that even when the obstacles were removed, he just sat there with his stomach growling.

There are dozens of experiments like this. In every case, it is clear that animals, and human beings for that matter, learn to feel helpless. They develop habits of thought that hold them back from reaching their full potential.

If someone were to tell you that you could learn to type 30, 40, or 50 words per minute by taking a typing course and practicing an hour each day for the next few months, you would shrug your shoulders and say, “Of course!” Everybody knows that you can acquire a particular physical skill by learning how it is done and then repeating it over and over again until it becomes automatic.

But when it comes to mental habit patterns, most people are a little baffl ed. They don’t realize that you can learn mental habit patterns by following exactly the same process that you would use to learn physical habit patterns. And mental habit patterns will have a far greater impact on your life and happiness than any physical habit pattern ever could.

Once you have recognized the old, negative habit patterns that do not serve your purposes, you can determine what new habit patterns you would like to adopt. Begin this process by looking around and determining the people that you admire the most, both living and dead. Ask yourself: What qualities do they have? Which of their characteristics do you most wish to have for yourself? Then make a plan to incorporate those ideal habits into your own character and personality.

You know that you can shape a piece of clay into any desired form. You can also shape your own character and personality by simply deciding to do so. I won’t say that it is easy. Changing your beliefs and attitudes about yourself is one of the most diffi cult undertakings you will ever face. But it is defi nitely possible and achievable if you dedicate the necessary time and effort.

How long does it take to develop a new habit pattern? It depends on how complex the habit pattern is. You can develop a simple habit

sts ms ls fi s lr

leadership solution

october 2004

pattern in 14 to 21 days. For example, if you want to begin getting up half an hour earlier so that you can plan and organize your day, it might take just two to three weeks to develop the habit. If you want to develop a new habit pattern of behavior that goes deeper into your character, it might take several months or even a year or more. The most important point is that, no matter how long it takes, the end result is achievable if you are really determined.

The habits of success have been studied by the great thinkers and philosophers for at least 2,500 years. After personally studying the subject for more than 30 years, I have found that the very best people have the very best habits. Based on these fi ndings, I have identifi ed seven habits that you need to develop if you want to perform at your very maximum in everything you do.

The fi rst is goal orientation. You need to become a habitual goal setter, and dedicate yourself to working from clear, written goals every day of your life.

The second habit you need to develop for success is result orientation. Result orientation is made up of two practices. The fi rst is the practice of continuously learning so that you become better at what you do. The second practice is that of time management, which means setting very clear priorities on what you do and then concentrating single-mindedly on the most valuable use of your time.

The third major habit you need to develop is that of action orientation. This is really the most important habit for material success. It is the ability to get on with the job and get it done fast. Fast tempo in whatever you do is essential to your success. You need to overcome procrastination, push aside your fears and launch 100 percent toward the achievement of your most important goals.

The fourth habit you need is people orientation. This is your decision to cultivate within yourself the habits of patience, kindness, compassion, and understanding. Virtually all of your happiness in life will come from your ability to get along well with other people. And getting along well with other people is based on a set of habits that you have learned, or failed to learn, from childhood. But it is never too late to become a wonderful human being in your relationships with other. The more you practice being a truly excellent person in your relationship with others, the more you will internalize those qualities and actually become that person.

The fi fth habit you need for great success is health orientation. This means that you must make a conscious effort to eat the right foods in the right proportions. You must exercise on a regular basis, continually using every muscle

and joint of your body to keep it young and fi t. And fi nally, you must have regular habits of rest and recreation that will enable you, in combination with diet and exercise, to live a long, full life. Remember, your health is the single most important thing you have, and it is completely dependent upon the habits you develop with regard to the way you live.

The sixth habit is an orientation toward honesty and integrity. In the fi nal analysis, the character you develop as you go through life is more important than virtually anything else. Honesty means that you practice the “reality principle” in everything you do. You are completely objective with yourself and with the world around you. You set very clear values for yourself and you organize your life around your values. You develop a vision for yourself and then you live your life consistent with your highest ideals. You never compromise your integrity or peace of mind for anyone or anything.

This attitude of honesty will enable you to enjoy all of the other success habits that you are developing.

The seventh habit, the one habit that guarantees all the others, is that of self-discipline. Your ability to discipline yourself, to master yourself, to control yourself, goes hand in hand with success in every area of life.

My favorite defi nition of self-discipline comes from Elbert Hubbard. He said, “Self-discipline is the ability to make yourself do what you should do, when you should do it, whether you feel like it or not.”

Every one of these habits: goal orientation, result orientation, action orientation, people orientation, health orientation, honesty, and self-discipline, can be developed. The following is a seven step method you can use to internalize any habit or group of habits that you want to make a permanent part of your character and personality.

1. Decide clearly on the new habit. Write it down as a goal in the form of a present tense, personal, positive affi rmation. For example, if you want to develop the habit of self-discipline, you write, “I am an extremely well-disciplined individual in everything I do.”

2. Repeat your affi rmation as often as possible, and with as much enthusiasm and conviction as possible. The more times you repeat this command, the more likely it is that your subconscious mind will ultimately accept it and begin to adjust your thoughts, words, and behaviors to be consistent with it.

3. Visualize yourself as if you already had the new habit pattern. Imagine yourself as already being exactly the person that you

want to become in the future. Remember, your subconscious mind is activated and programmed by mental pictures. All improvement in your life and character begin with an improvement in your mental pictures. Use visualization on a regular basis in conjunction with your positive affi rmations.

4. Emotionalize the affi rmation and the visualization. Take a few minutes each day to actually experience the feeling of being the excellent, outstanding human being that you have decided to become.

5. Launch into your new habit with conviction. Assume the role, acting as if you had been hired to perform this role in a movie. The more you behave exactly as if you already had the habit, the more you actually become the person that you desire to be.

6. Tell others that you have decided to develop this habit. When you tell others, you motivate and encourage yourself. You also force yourself to consistently act in accordance with your new resolutions because you know that others are watching.

7. Continually review your progress on a day-to-day basis. When Benjamin Franklin developed his own process for character formation, he would review his behavior every single day to see if he was living consistent with the values that he had determined were important. You can do the same thing. At the end of every day, do a brief recap of your behavior during the day relative to the values and habits you are trying to develop. Give yourself points when you are strong, and be patient with yourself when you slip from time to time.

The most important keys to developing new habit patterns are patience, determination, and persistence. When you begin to change yourself, you will fi nd that it is not particularly easy. But it is possible if you continue to work at it.

You can take complete control over the shaping of your character and personality, and everything that happens to you in the future, by making the decision, right now, to defi ne and develop the habits that will lead you to great success. And when you develop the habits possessed by other successful people, you will enjoy an equal, if not greater, level of success.

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.

continued

13

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Communication andIndividual Management

CarolMartinsts ms ls fi s lr

leadership solution

This article is the last of a series about reducing employee turnover by maximizing employee morale and productivity. In the

previous issues of AutoSuccess we wrote of “Defi ning an Agency’s Corporate Culture” the various things that distinguish it from other agencies and “Retention of Staff” the importance of knowing your specifi c workplace needs and then selecting suitable employees.

Being aware of how the different members of your dealership communicate is key to knowing why individuals may sometimes have confl ict with each other, not understand one another, and fi nd it diffi cult to work together. Interpersonal communication comes into play in virtually every aspect of human life and is probably the most critical element of management; it is pivotal to the ongoing success of a dealership. Managers and subordinates may often seem to be operating from opposite sides of the communication spectrum. The ability to relate to one another opens the door to increased motivation and a greater sense of commitment within a dealership. It also often brings the added benefi ts of heightened productivity, job satisfaction and employee loyalty.

Dealerships throughout the nation have found that behavioral-based assessments can be instrumental when it comes to identifying an individual’s communication style. Statistics show that an increasing number of dealerships are electing to profi le both job candidates and existing employees in order to have a clear view of their needs and preferences. Among the preferences an employee’s preferred way of being communicated with and his/her natural way of communicating with others. Knowing more about an applicant makes it easier to determine if he/she is really suited to the job, the work environment and those critical communication issues.

What can a profi le tell you about interpersonal communications? A person who communicates in an outgoing, highly animated and gregarious manner does not speak the same language as one who is reserved, pragmatic and serious. The interpersonally focused individual is more inclined to think with his/her emotions. Because he/she is not as fact-driven as his/her quiet co-workers, he/she may be more likely to take information or appearances at face value, could tend to talk more than listen, and may say things he/she thinks others want

to hear. He/she frequently backs away from situations that might put him/her in a bad light, make him/her seem hard-hearted or uncaring; he/she has a strong need to be liked by those around him. He/she may be an enthusiastic motivator, inspirational cheerleader and/or articulate conversationalist.

Since establishing rapport with others is a top priority in the mind of an extrovert, he/she is generally expressive, upbeat and enthusiastic. He/she often serves as the promoter, networker and presenter of a team. Perks, public praise or status symbols will spur him/her on and inspire him/her to perform well on the job.

You may have read the preceding paragraph thinking of your sales people. For fun and increased understanding, read it again and think of one of your sales people from the standpoint of managing him/her. The same behaviors give critical clues to optimized coaching and motivating.

Read the paragraph again, but this time think about what you are reading as it might apply to your employee’s management style and the way he/she is likely to communicate with and motivate others.

Let’s look at another personality and its particular interpersonal communication style. The individual who is not people-oriented but who is task-directed. He/she tends to be matter-of-fact, skeptical and inclined to examine situations before speaking. This analytical conservative may not be responsive to enthusiastic attempts to make him/her buy into an idea. He/she is convinced by data, inarguable information, not by others’ excitement. He/she is inclined to examine the practical ramifi cation of situations, he/she often helps keep an organization based in reality and feasibility.

Since he/she is objective in his/her thinking, this calm, collected individual tends to utilize a consultative business style. He/she takes an analytical approach when dealing with buyer’s issues and offers sensible solutions when dilemmas occur. He/she also takes his/her time to develop rapport and may not always be highly approachable, he/she is often labeled as “no fun” or even “anti-social.”

You might want to re-read the preceding two paragraphs thinking of your employee in sales, as your subordinate being managed and as a manager of others.

Problems abound when a manager’s and a

subordinate’s communication style oppose one another. Example: A dealership recently hired Steve, a very friendly and seemingly highly persuasive person, to lead its sales people. Steve was diligent about greeting each member of his staff enthusiastically each morning; he would also make it a point to strike up casual conversations and hold unabashedly colorful discussions about how to increase sales. While a few subordinates appeared to appreciate his rather fl amboyant work approach, most seemed disinterested and uninspired.

Try as he might, Steve could not seem to connect with everyone on his team. He saw many vague, emotionless stares when telling humorous stories to break the ice and received turndowns to his heartfelt lunch invitations. When some sales people started excusing themselves from his team-building games, Steve knew he needed to fi nd alternate management techniques – quickly!

Anyone who fi nds himself/herself in Steve’s situation needs to step back and realize that subordinates who are reserved in demeanor will dismiss zest and passion as superfi cial and meaningless. They respond to facts, practical feedback, and logic. Small talk should be kept to a minimum and a more formal, less frivolous work approach should be adopted.

A totally different plight emerges when the opposite occurs, when it is the sales manager who is serious and direct and the employee who is spirited and unrestrained. Example: The manager, Donna, felt she was doing all she could to inspire and motivate her team. She made an effort to get right to the point, citing weaknesses in a job performance and offering clear ways to improve.

What she later learned, however, was that most of her subordinates expected her to loudly praise and applaud their efforts. They needed a cheerleader, someone who could display an interest in their achievements, not just dwell on their failings. It was easy to see why communication and productivity within the dealership had deteriorated. Donna’s very dry, somewhat negative approach to the business was not one her vivacious, colorful sales staff could even begin to relate to.

A manager in Donna’s situation needs to make a conscientious effort to provide frequent and enthusiastic praise to his/her team. He/she should also be reminded to take the time to show some interest in the personal feelings of subordinates, as this can create a spirit of

october 2004 15

harmony and camaraderie. A no-nonsense tone and serious personality can make one seem unapproachable, distant, especially to those who are outgoing. Such miscommunication typically causes great rifts throughout a department or an entire dealership.

While it is possible to modify management techniques, it is obviously easier to hire the person who is best suited to the environment. The one who, from the start, will be a good fi t with the team, a hire who is likely to respond to the natural interpersonal communication style of the prospective manager. Before taking on new employees, it makes sense to screen them to help weed out those who might quickly become labeled “high maintenance.” The wrong person for a particular workplace or a particular manager can be a frustrating and costly mistake.

Example: When Janet, a long-time favorite employee, was promoted and needed to be replaced, the dealer and general manager were hoping to fi nd someone like her. They interviewed several candidates then hired Amanda, who seemed as self-starting and cooperative as Janet. Soon after, however, the manager noticed that Amanda was making an inordinate amount of mistakes. She also seemed more aloof than he remembered her being at the interview and certainly was no Janet. After months of mutual frustration, heated discussions and several warnings, Amanda was fi red.

Hoping to avoid another time-consuming and fi nancially draining bad hire, the dealership decided to have Janet take an employee profi le. The results revealed that Janet possessed two very dominant traits that Amanda had clearly been lacking: Janet was meticulous in her work and very diplomatic. With a new understanding of what they were looking for, it did not take long to fi nd Susan, whose profi le showed strong similarities to Janet’s. Susan was hired and has proven to be a happy, productive and quality-conscious employee – just like Janet.

Managing Susan is easy too, because her boss knows she works best when given clearly defi ned objectives, specifi c instructions, and frequent feedback regarding her job performance. Letting her work with little oversight would be a big mistake and could cause her to fl ounder when ambiguous situations arise. Her manager knows her traits and uses her profi le to coach and motivate (while avoiding the employee’s own demoralizers), there exists a greater sense of mutual understanding, well being and team spirit.

When diffi culties, challenges and disagreements are prevalent in the workplace, employees and employers often blame one

another. A manager might wonder when the subordinate will start to work up to expectations, while that same subordinate may simply begin to look for another job. The truth is that if each one could understand the reason for the other’s behavior, more harmony and accord exist.

Three ways to help reduce turnover rates:1. Defi ne your agency’s corporate culture2. Know that the fi rst step in employee

retention lies in employee selection3. Learn how to communicate

effectively with your employees

continued

Attempting to take charge of a team without predetermining its strengths, weaknesses and compatibility is like getting behind the wheel of a car without fi rst knowing where the gas pedal, brake and gear-shift are. When driving this way, you would expect mishaps and confusion.

Carol Martin is a Senior Consultant with The Omnia Group. She can be contacted at 800.601.3216, or by email at cmartin@autosuccess.biz.

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PatrickLuck

Dealers Generate $500k inADDITIONAL PROFITS LAST MONTH

The Marketing RevolutionThere is a marketing revolution taking place where dealers are changing how they advertise by targeting their marketing like a rifl e rather than shot gunning with mass media. The two biggest shifts in the market are the use of low cost advertising that is more measurable than traditional advertising like the Internet and direct mail. Mass media is increasing in cost and decreasing in the return. This has been brought on since the newspapers have consolidated and there are more TV and Radio Stations reaching less and less people. At the same time, almost 80 percent of shoppers use the Internet to research before they buy a car compared to less than 30 percent of the shoppers that use the traditional advertising mediums like TV, Radio, Outdoor and Print. As a result, the Internet and targeted marketing has emerged as the most effective way for dealers to advertise for less cost and they can measure everything they spend.

Can you Make Money on the Internet? “Last month we sold over 200 cars over the Internet for $2400 gross profi t per vehicle. We have increased our sales by 179 percent over last August by using the web to attract more traffi c for less cost compared to our traditional advertising. We spent $100k less in advertising while we almost doubled our sales and profi tability and we can measure where every dollar is going,” said Brian Benstock from Paragon Honda & Acura. Robert Revere from HouseofCourtesy.com agreed, “We sold 277 cars online last month and we became the #2 Chevrolet dealer in the country because of what our Internet and BDC department generated.” In this article, we will give you a summary of how you can use the Internet and targeted marketing to make more money for your dealership.

What are the best dealers doing to make more money online?We researched how the best dealers in the country are shifting their advertising to attract more customers for less cost by leveraging targeted marketing. We have summarized what they are doing in 4 parts.

Part 1: Dealers are using select 3rd party lead providers to generate leads for their staffPart 2: Dealers are setting up websites so they can generate their own leads alsoPart 3: Dealers are using the right tools & processes to increase the closing ratio of their leadsPart 4: Direct Mail and Email Marketing

Part 1: The Lead ProvidersLead providers give dealers leads every month in their geographical area. The reason dealers use lead providers is because these 3rd party buying services have a national presence in the market and have online advertising that gives them exposure to customers that the dealer may not otherwise be able to reach. In addition, some customers prefer to interact with a 3rd party because they feel they will get unbiased and objective information they can trust. This is the fi rst step most dealers take because they can start getting leads immediately from these 3rd party providers so they have enough leads for a full time person who can get them results right out of the gate. There are 2 basic types of lead providers: New car lead providers and used car lead providers.

New Car Lead ProvidersNew car lead providers give dealers leads from their own website. Lead providers can charge anywhere between $20-$35 per lead and they vary greatly in the quality of the leads they sell. Some leads have a low closing ratio and a high cost per sale while others have a high closing ratio and a low cost per sale. The key to buying quality leads is to make sure that they are not “duds”. There is a new type of lead provider called an “aggregator”. New car lead “aggregators” fi lter and clean leads before they give them to dealers to check to see if they are “duds” and to ensure they are higher quality and thus get a higher closing ratio. For example, an aggregator will scrub the leads and append the leads to ensure that the contact info is not bad and they will sometimes add information that is important to a dealership like the phone number and other information that helps the Internet sales person improve

their results. The best part about Internet marketing is that everything is measurable so it is important to evaluate how many leads you get and what the closing ratio and cost per sale is by source. “We measured our lead activity for 90 days and we cut all of our poor performing lead providers. We only kept the great performers and the lead aggregators like Dealix are the best because the closing ratio is much higher when you have the right information to contact the customer and the cost per sale is under $200 per vehicle,” explained Robert Revere from HouseofCourtesy.com.

Used Car Lead ProvidersDealers have had a lot of success with selling used cars on the Internet because it is a lot easier for a customer to spend time on their computer searching dealer inventories than if they had to spend all weekend driving around from store to store. Used car lead providers list dealer’s inventory on their website and customers inquire on the exact vehicle they want. The unique part about used vehicles is that every one of them is “one of a kind” so the closing ratio and the gross profi t can sometimes be higher when compared to new vehicles. “We are #1 for sales of Honda Certifi ed vehicles and we don’t even have a used car lot. We are land locked and we sell most of our used vehicles on the Internet. We make more money on used cars online than we do on new cars because the average gross per sale is much higher,” said Benstock from ParagonCars.com. In addition to receiving a lot of Internet leads on used cars, most dealers will receive 5-10 times the number of phone calls from used car lead providers. “In addition to the Internet leads we get, we get more than 100 calls from having our cars on AutoTrader.com. In addition, we link customers to our website directly from AutoTrader.com by simply asking them to add a link with ParagonCars.com to increase the traffi c to our own website also,” added Benstock.

Part 2: Dealership WebsitesThe second part of the most successful dealerships Internet strategy is their website.

october 2004 19

The best dealers typically generate a lot of leads directly from their own website. The leads from a dealerships website typically have a higher closing ratio than the leads they buy from 3rd party providers and the average cost per sale is usually lower. Most dealers recognize this but they do not have enough leads from their own website to sustain their growth. The fi rst challenge is that they do not know how to attract the traffi c to their website and if their site does not get traffi c it won’t generate leads. The second challenge is that many dealerships have templated websites that don’t do a good job turning website browsers into leads. The best dealers have the right Internet marketing strategy to drive traffi c to a website that is effective at converting visitors into leads and sales. “We actually set up our own regional buying service at www.RedMcCombs.com and we sold 500 vehicles last month online,” explained Rad Weaver from Red McCombs. The key to a great website is that it should market the entire dealership and it should generate a lot of leads. The key to generating a lot of leads is to get a website that has a high “conversion ratio” which means that it converts a high percentage of browsers into leads. In addition, the best websites do a good job setting the dealership apart from their competition by sticking out amongst the bland cookie-cutter sites that all look the same. “After we changed our manufacturer templated website to our new website we generated over 700 leads and we sold 106 units the fi rst month,” said Jennifer, the Internet director from www.ParagonCars.com. The best dealers have websites that generate a lot of high quality leads to their Internet department and additional traffi c to their phone and showroom as well. We noticed that the best dealers have a blended strategy where they get their leads from their own website and a few high quality lead providers because both generate incremental sales for a lower cost per sale compared to traditional advertising mediums.

Part 3: The Right Tools & ProcessesWhen dealers set up the right lead providers and website they usually don’t have a problem generating a lot of leads. What makes dealers money is how good of a job they do in turning their leads into sales. The challenge that many dealers face is that they can get hundreds of leads in one month and it can become very diffi cult to manage, follow up and measure all of that lead activity with out the right tools. All of the best dealers use some type of lead management or CRM tool to help them manage all of their leads. These tools accept and organize the leads they get from all of their sources to make it easier

for Internet sales people to manage these opportunities over many months. These tools will create daily calendars and follow up plans to remind the sales person of who to call and when to call them. In addition, most of the tools come with templated emails to send to different customers in different situations. Dealers and managers like the fact that these tools make it easy for them to monitor their advertising return, their people, process and results by giving them accurate reports that are automatically generated. In total, these tools help Internet sales people improve their response times, appointments, sales and follow up because it does some of the work for them. “We increased our closing ratio from 7-25% in one quarter according to Honda’s Excel Report because our CRM tool automates most of the process for us. Buzztrak automates the initial responses and 90% of the follow up during the sales process and after they buy the car. We are currently handling over 1000 leads with only 3 people because most of their job is automated. The best part is that it frees our team to spend more of their time selling appointments and cars rather than spending time sending emails,” said Benstock, co-owner of Paragon Honda.

Part 4: Direct Mail & Email MarketingDealers are frustrated by the high costs of mass media and the decrease in the return they are getting. Mass media is undergoing a major shift because it is diffi cult for advertisers to target the right audience. In addition, consumers are using satellite radio and tools like TIVO to skip commercials thus undermining advertiser’s ability to reach them at all. Newspaper costs continue to skyrocket as a result of consolidation. Thus dealers who spend a majority of their ad budget on TV, radio and newspaper are forced to pay to reach millions when only thousands are actually interested in their offers.

Almost every Print ad, Radio or Television commercial, even some Direct Mail pieces are institutional – type advertising. At best, that produces deferred results. At worst – and this applies to 95% of all advertising out there – institutional advertising is an ineffective, vacuous, wasteful expense that accomplishes no productive purpose whatsoever.

No wonder most dealers state that attracting traffi c to their showroom is their single biggest challenge in selling cars today.

Most institutional advertising tells you how great the dealership paying for the advertising is, or how old and stable they

are. It doesn’t convey any compelling reason for the buyer to favor your dealership over another. It doesn’t make a case for the product or service you sell.

In contrast direct response advertising’s very name is self-explanatory. It is designed to evoke an immediate response or action – a visit, a call, or a purchasing decision from the buyer. The most effective form of direct response advertising is direct mail. It presents factual, specifi c reasons why your company, product or service is superior to all others. Direct mail advertising directs people to action. It compels readers to call you or drive their car down to trade it in on a newer model. Used effectively, direct mail can produce tons of super qualifi ed ups. At its best it literally compels people to call, visit and buy. And you can analyze the value, profi tability and performance of your advertising.

“We integrated our direct marketing and email marketing campaigns to attract customers to our website and our dealership. We hired J&L Marketing to set up and implement the whole direct mail program. In just the fi rst week we sold over 50 units for more than $100,000 in gross profi t. In addition, we continued to deliver vehicles weeks after the event.” said Brian Benstock from Paragon Honda. Benstock continued, “direct mail has replaced a lot of our newspaper advertising because we have been able to increase our traffi c while spending a lot less money and the cost per sale is almost half of what we used to spend.”

Just Do It!It is obvious to most dealers that the targeted marketing and the Internet is the future of automotive advertising. What makes the best dealers succeed is their ability to see this opportunity, to act and to follow through. In our business, failure is caused less by a lack of knowledge and more by a lack of execution. I hope this gives you the information and the inspiration to take action and to improve how your marketing, attracting, selling and keeping your customers.

Patrick Luck is the Editor and Publisher of AutoSuccess Magazine. He can be contacted at 800.331.9507, or by email at pluck01@autosuccess.biz.

www.autosuccess.bizsuccessful solutions at20

PattiWood

The Silent SellTen seconds after you greet your customer, you may have won or lost the sale. You may spend an hour answering questions

and presenting your product but studies indicate that purchasers form a strong bias for or against you within seconds of meeting you.

After that, what people tend to do is gather information that confi rms the decision they’ve made.

We’ve all heard people say they just had a “gut feeling” about someone, either good or bad. As we’ve seen, when we talk about gut feelings, we are really talking about processing the nonverbal communication—the body language.

Before the greeting, concentrate and focus on being “up,” and having your body language “up.”

Head up. Shoulders up. Body erect. That particular posture sends a real positive message. Body language, as we’ve seen, is highly symbolic, so an “up” posture is interpreted as being highly energetic and positive.

Match the friendliness or the formality of the greeting you get. Match the energy level. Pay attention to the pace and match it. People, especially young people, need to know that it’s okay to be confi dent. It’s okay to speak up. Some people tend to think that enthusiasm or excitement is not acceptable, that they have to be subdued to be serious. It’s okay to speak energetic body language. Just avoid nervousness or hyper behavior.

Practice your handshake with someone that you trust to make sure you have a fi rm grip. It should be somewhere between three and fi ve pumps of a handshake. You should make good eye contact as you shake hands.

If you are a man and you are wondering what to do in terms of shaking hands with a woman, simply match the fi rmness of her grip. Do not grab it too lightly. Women

don’t mind a fi rm handshake. In business interactions women prefer to have their grip matched.

You want a lot of palm-to-palm contact in the grip as well. The palms of the hands have to do with honesty and self-disclosure. Full contact indicates subliminally, “I am willing to be honest and self-disclosing.”

A general rule is to be comfortable in the chair. Don’t fold up and get tense.

When you are in a sales situation, you tend to be nervous, and when you are nervous you close down your body, you cross your legs and you cross down your arms. As soon as you do that your body becomes a lot more tense, and you begin to feel emotionally tense as well. This affects your image and the quality of your interaction. So don’t cross your arms. Relax slightly and take up some space in the chair. If it is comfortable, try to keep your legs uncrossed.

It’s okay to cross your legs, but if you are asked a complex question, uncross them. It is easier for us to process information with both feet fi rmly planted on the ground.

The most important thing in terms of a general recommendation is for you to try to keep your body from getting tense. Hold your body in a relaxed and confi dent manner, and you will begin to feel that way emotionally. This may mean sitting on the edge of the chair or sitting way back. It depends on the nature of the interaction.

Generally, it is helpful to smile, but women have to be careful. When women talk about

“heavy” information, such as their business experience or the safety features of a product, they shouldn’t smile. Otherwise it is not viewed as credible, and it is not taken as seriously as it is when communicated by a man.

Maintain as much eye contact as possible. Don’t worry if you fi nd yourself looking off to fi nd the answer to a question. That is quite natural and everyone expects it. But after you have thought of your response and are relating it, make some eye contact.

Avoid putting your hand(s) to your mouth. If you are unsure of your response or if you are not very confi dent about it, you will want to do this with your hand. Don’t do it! It is perceived as being deceptive.

Gestures are fi ne and avoid repeating the same gesture over and over. Few gestures, done once, are bothersome, but repetitive gestures can be annoying. Try to gesture with your palms open. This indicates you are open and willing to self-disclose. Make sure to avoid pointing.

When you feel emphatic about something and you want to indicate that you are charged about it, lean forward in your chair. When you want to show that you’re knowledgeable and confi dent, lean back, and that will show your expertise.

We all tend to tilt our heads as we listen to people. It is not necessarily a bad thing. Women have to be careful because they do it a bit too much, and it can be seen as subservient. When women talk, they should try not to tilt their heads because it appears as if they are unsure of themselves. If you do it too much, it will detract from your power. A head straight on and straight up, is powerful.

Do not be afraid of silence. Silence is a profound nonverbal communicator.

Patti Wood is the President of Communication Dynamics. She can be contacted at 800.849.3651, or by email at pwood@autosuccess.biz.

sts ms ls fi s lr

sales and training solution

Hold your body in a relaxed and conÞ dent manner, and you will begin to feel that way emotionally.

www.autosuccess.bizsuccessful solutions at22

OFAC Regulations

FranMcAllistersts ms ls fi s lr

leadership solution

Recently there has been an increased urgency in the automobile industry regarding the OFAC regulations and the

federal requirement of the regulation and how it relates to the USA Patriot Act. Executive Order 13224 was executed by President Bush following the events of September 11, 2001 and is governed by Offi ce of Foreign Assets Control. The Offi ce of Foreign Assets Control (OFAC) is a section of The Department of the Treasury. The intent of Executive Order 13224 is to reduce money laundering and squash the fl ow of dollars to anti-American organizations overseas.

The executive order required the Offi ce of Foreign Asset Control (OFAC) to make available to fi nancial institutions (which

includes automobile dealers) a list of “blocked persons” known as “Specially Designated Nationals” (SDN). The order, among other things, prohibits U.S. citizens and business entities from entering into “any transaction or dealing” with individuals or entities who have been linked to terrorism and appear on the list of “blocked persons”. This order is designed to work in conjunction with the USA Patriot Act. In other words, all U.S. citizens and business entities (which includes automobile dealers) are prohibited from dealing with individuals or entities that appear on the “blocked persons” list. The only way to ensure that you are not dealing with individuals or entities on the list is to “check the list”.

Penalties for non-compliance with Executive Order 13224 can be severe and are two-fold. Your dealership could be responsible for,

depending on the program, criminal penalties which can include fi nes from $50,000 to $10 million while imprisonment for individuals can range from 10 to 30 years for willful violations. Civil penalties can range from $11,000 to $1 million for each violation and can be applied to the owner of the company, as well as any individual involved in the transaction.

There has been some confusion in the industry due to published material regarding Section 326 of the USA Patriot Act and Executive Order 13224. Section 326 of the USA Patriot Act and Executive Order 13224 (OFAC) are not the same thing. Executive Order 13224 is governed by The Offi ce of Foreign Assets Control (OFAC) division of The Department of the Treasury. The USA Patriot Act is governed by The Financial Crimes Enforcement Network (FinCen) division of The Department of the Treasury. Section 326 of the USA Patriot Act requires that certain industries institute a customer ID program, however, FinCen has stated through a Compliance Specialist that there is no customer ID program required for automobile dealers under Section 326 of the USA Patriot Act. Therefore, no background checks are required, although they may be desired to aid in fraud detection. According to a FinCen Compliance Specialist the only requirement for automobile dealers under the USA Patriot Act is the requirement to complete form 8300 for cash reporting. However, Executive Order 13224 (OFAC) as defi ned earlier in this editorial is required for all industries, which includes automobile dealers.

A changing environment is always challenging, understanding those changes are critical. There are solutions available to enable your company to comply with OFAC quickly and inexpensively.

Fran McAllister is the Vice President of Sales at Integra Systems. She can be contacted at 800.668.3107, or by email at fmcallister@autosuccess.biz.

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DavidKoehler

Lead VolumeSkyrockets More Than 450 Percent

Germain Cars in Columbus, Ohio has pushed their lead volume from 415 to 1876 per month and increased sales from

82 to 183 per month and profi t from $193, 000 to $432, 000 per month. Their goal is to continue to gain market share and grow profi tability by staying at the forefront of innovation. David Koehler, Director of Operations for the eight Columbus-area Germain dealerships, shares how transitioning away from conventional advertising to digital marketing has enabled them to enjoy a 223 percent increase in sales in less than a year.

Whether today’s consumers are looking for a book, a major appliance, or a car, the fi rst place they turn to is the Internet. It’s the fastest and easiest way to gather information needed to make buying decisions, both big and small. At Germain Cars we bought into the potential of the Internet years ago, and yet we felt we were struggling to draw people to our old-fashioned conglomeration of websites. Seven out of 10 customers were going to the Internet before buying a car, yet the old website that our DMS provider built for us was not compelling them to submit a lead. Compare those numbers to the stats that show three out of 10 customers refer to the newspaper and only one in 10 check television and radio advertisements when they enter the buying cycle, we felt the time had come to shift our focus and rethink our marketing strategy. Our goal is growth and we needed to fi nd a more effective way to drive traffi c to our site and improve our ability to communicate with the customer in the medium they preferred.

The goal of our marketing strategy is to generate more traffi c to our site, reduce our reliance on third party lead providers and ultimately sell more cars. The fi rst phase of our strategy is to simply leverage our current advertising dollars and add www.GermainCars.com to every television and radio spot, every print ad and every direct mail campaign. This has proven to be such an effective way to create awareness and get people to our site that we actually created a nice problem for ourselves. You see, prior to signing with our digital marketing partner, we dedicated one Internet Specialist at each

of our eight Columbus-based dealerships to handle the volume of leads. After the launch of our new virtual dealership we’ve ramped up our staffi ng because we’re now getting 450 percent more leads per month.

Phase two of our marketing strategy will enable us to make dramatic cuts to our current advertising budget by slowly replacing conventional advertising with digital marketing for a fraction of the cost. We’re launching a series of promotional email campaigns that drive more traffi c to sales and service. These buzzmail campaigns can be automated, they are 100% measurable, and it costs us next to nothing to reach our audience. For us, the shift to digital marketing represents an exciting opportunity to chip away at a monthly advertising budget of $80,000 to $100,000 dollars per month because each one of our eight Columbus-based dealerships has been spending anywhere from $10,000 to $15,000 in traditional advertising.

We’ve been able to drive a staggering volume of traffi c to each of our Columbus-area dealerships while cutting a substantial portion of our conventional advertising budget by using the right tools. We can now hold a successful sales event without the signifi cant costs of direct mail by simply tapping into our email database and selecting a campaign from our suite of multi-media buzzmails. These bulk buzzmail campaigns deliver high-impact, interactive, state-of-the art messages to our targeted audience and generate incredible results. They work because they’re unlike anything the prospect has ever seen before and that gets their attention, but also because the compression technology ensures that the recipient doesn’t need a high speed connection to view the message.

The best part about our new virtual dealership is that it’s not a cookie-cutter website that overwhelms the customer with non-essential information while failing to provide what they really want. At www.GermainCars.com we dedicate 90 percent of the available space to what 90 percent of the customers want and we make it easy to for them to navigate. We also address every car buyer’s biggest fear i.e. that they’re paying too much, by peppering our virtual dealership with discounts and coupons. So not only

do we use high-end graphics, voice, video, animation and many other innovative features to give the customers exactly what they are looking for, we answer all of their questions, exceed all of their expectations, provide a coupon to save some money and lead them directly to the next logical step, which is to submit a lead. And they do.

A serious investment into the right marketing strategy and the right virtual dealership can be very profi table if you are: staffed properly, have clearly defi ned your process for converting leads into appointments and appointments into sales and your people have learned the skills and confi dence to handle more leads. We did not want to make the mistake of drawing a large volume of prospects to our virtual dealership and to our showroom and then fail to deliver on their expectations. Our goal has always been to exceed our customers’ expectations and to deliver a simple, positive purchase experience.

To accomplish this, our leadership team dedicated two full days to defi ning our Internet sales strategy and planning the business model for growing our business. We feel strongly that a lead is a lead and whether the customer walks through the door, picks up the phone or sends out an email, the key to success is to respond immediately in a consistently professional manner with all the information they’re seeking and then to follow up throughout the entire buying cycle and ownership experience. To put our ideas into action, we created a step by step plan and a system for measurement to establish accountability and ensure results.

With the right people, process and strategy in place we have been able to leverage our new tools to achieve a 450 percent increase in lead volume and a 223 percent increase in sales since the launch of our virtual dealership. Our vision for the future is to stay at the forefront of innovation and technology and to continue to partner with the people who make it easy to serve our customers and improve our business.

David Koehler is the Director of Operations for the Germain Auto Group. He can be contacted at 800.848.0739, or by email at dkoehler@autosuccess.biz.

sts ms ls fi s lr

marketing solution

MichaelYork

Houston, We Have a Problem

sts ms ls fi s lr

sales and training solution

Something has just gone wrong and a customer is not happy because of it. It’s a mix-up, a malfunction, or a blunder, and

it doesn’t matter whose fault it is. Your reputation is on the line to make it right.

What do you say? How do you say it? What do you do? How do you make lemonade from the lemons you’ve just been handed? How do you provide what’s known as, “Immediate Service Recovery?” Disney does

it. Ritz Carlton does it. The best of the best in the marketplace do it. How do you do it? The common response to something gone wrong is, “I’m sorry” or even worse, “So what?” Challenges are going to occur. Knowing how you’ll recover in those instances must be rehearsed and practiced.

What usually happens? “Sorry, that’s how it goes sometimes.” “Could’ve been worse though, right?” When you’re the customer, what do you want? An apology? Apathy? Indifference? A babbling, rambling, bumbling dissertation on how we got here?

It’s OK to give an apology when you’ve wronged a friend, but that’s not what a customer wants when something goes wrong.

In Asheville, North Carolina when you open the menu at McGuffey’s restaurant, you’ll see their service mentality printed right on the front cover. “The answer is YES, what’s the question!”

It’s an attitude, a way of doing business. Promoting an expectation to the customer in an uncommon fashion. A statement of commitment to amazing service, even when things go wrong.

And if things didn’t go wrong, but you still want to improve your service to the customer, how about this question on their way out the door. “Was there any one thing we could have done tonight, to make your (shopping, buying, etc.) experience more memorable?” When was the last time anyone asked you that question? Give it a try and you’ll stand out in improving and impressing the customer.

The housekeepers at Ritz Carlton are allowed a $2000 budget to make an amazing service recovery so the guest leaves feeling “wow’ed” every time. It’s not just a blank check, it’s a responsibility they’ve been taught as a process of “How to Wow!” and it works.

A recent survey revealed that Ritz has an eight percent “defect” rating. That means for eight out of 100 guests, something goes wrong. A meal, a bill, a room, whatever. But the chances are excellent that those eight will tell more people about their stay at the

amazing Ritz than the other 92, because of how the hotel and its team recovered from the service glitch.

There are hundreds of roles at the Walt Disney World Resort, but there is only one purpose for all of them and that is to make sure that every guest who comes to their “show” has the most fabulous time of his/ her life.

And when something goes wrong they don’t just say “I’m sorry,” they strive to do something amazing for the guest (customer). The cast members at Disney are like a well-schooled, service recovery S.W.A.T. team just waiting for the next opportunity to strike.

How do you provide amazing service recovery? And waiting until the customer crisis arrives is too late to be ready for it.For starters:

1. Let them talk and really listen2. Acknowledge without Apology (“I can assure you that’s not how we...”)3. Don’t fi nd fault, fi nd a solution 4. Communicate the process (“Here’s what I’m going to do…”)5. Make an amazing service recovery proposal (“What about this?”)6. Promote the recovery to the troops (“Here’s how we did it.”)

And the last step has to be the fi rst one, make sure the team knows how we’ll leap into action when something goes wrong. When the opportunity happens, it’s too late for preparation. Know how you will respond.

If you’re serious about amazing service recovery, get a book called “Knock Your Socks Off Service Recovery,” by Chip Bell & Ron Zemke. If you’d like a list of 10 things you can say during a service recovery encounter, visit www.autosuccess.biz and click on service recovery.

Do something remarkable for the customer.

Michael York is an Author and Professional Speaker. He can be contacted at 800.668.5015, or by email at myork@autosuccess.biz, or visit www.MichaelYork.com.

www.autosuccess.bizsuccessful solutions at24

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SteveHiatt

Here are a few easy ways to take the shopper/looker to the next step and then make a sale. These simple words are

effective, and be confi dent when you try them.

Challenge:They won’t take a demo ride, just want the numbers fi rst.

Solution 1:“Folks, I can completely appreciate your hesitation to drive. But there is only one thing I have found to be more frustrating than paying too much for a car, and do you know what that is? It is paying too much for the wrong car, let’s make sure it’s perfect for you.

Solution 2:“Susan, in all my years of doing this, I have found a few universal laws. One of them is very simple…If your not comfortable, then it doesn’t matter how much it costs. Let’s drive it and make sure it makes the short list.”

Challenge:I just want your best price, and if it is less than the other dealers then I will come back and buy from you.

Solution 1:“Susan, I have been here at the dealership for some time now. (lean in and talk lower) And I have had the opportunity to get into the managers offi ce and into the fi nance offi ce. You know what….there is no ‘Best Price Manual.’ The best price only happens once we have found the right car and then you see more value in the car than the money you are giving the dealership.

Solution 2:“Susan, it seems to me like you want a good deal. Suppose you didn’t have to go get other prices, this would be the perfect car wouldn’t it? YES. Great Follow me. (then turn and head toward your offi ce.)

Before your customer walks pull out all the stops. The odds of them coming back aren’t good unless you follow up. (If you can get a customer back within 72 thats a true b-back

hours of when they leave NADA says they close at a rate of 67 percent.) Try these word tracks and see if it can get them to drive or write up. Your Sales will increase.

Always prepare and practice what you will

Your Sales Will Increasesay when a customer objects, or is moving away from the sale.

Steve Hiatt is the Owner of Mountain Mitsubishi in Tacoma, Washington. He can be contacted at 866.265.5616 or by email at shiatt@autosuccess.biz.

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sales and training solution

october 2004 25

www.autosuccess.bizsuccessful solutions at26

Follow Up EveryUnsold Prospect (Phone Script)

JimAdamssts ms ls fi s lr

sales and training solution

How important is follow up? The closing ratio for fresh ups is about 10-12 percent. The closing ratio on be-backs (back within

72 hours) is around 67 percent. Almost three out of four customers that you can get back into the dealership will buy. Ninety percent of the customers that leave the average dealership will never be contacted. Remember a few months ago when I said sales is a numbers game? Nothing proves that fact more than follow up. Professional sales people must fi rst identify the real reason the customer left the dealership without purchasing. Fifty percent of your customers will buy on the spot when given a great demonstration and presentation. Let’s focus on the 50 percent that left without buying. Here are a few examples of phone scripts that will help uncover the real objection and set an appointment to get the customer back into the dealership.

Step one: Send a follow up thank you card the minute your customer leaves the dealership. Local mail service will generally deliver your card the next day in many cases. Ninety percent of the customers that leave a showroom without buying will never be contacted by the dealership again. If the customer shopped at your dealership, they probably shopped at others as well. Your follow up card will set you apart from the average dealership.

Here is an example:I just wanted to thank you for the giving me a chance to show you our products.

Getting a new car or truck is an important decision and I know that people make decisions on ‘who’ they’re going to purchase from as well as ‘what’ they’re going to purchase. I’d sure like the opportunity to earn your business, now and in the future.

Thanks again for your time today and I look forward to seeing you again soon.

Step two: Same day follow up: 78 percent of the customers that show up in your showroom will buy. Over half of them will

buy in the fi rst 72 hours. We have to get in contact with these customers. Here is an example of a same day follow up:

Sales person: Hi Bill. This is Jim Adams over at ABC motors and I wanted to call and tell you how much we appreciated you stopping by and driving the new Optima this afternoon.

Customer: Your welcome.

Sales person: I also wanted to make sure that you didn’t have any unanswered questions about the Optima.

Customer: No, I don’t think so.

Sales person: Great. Bill, so it is clear in my mind you like the car don’t you?

Customer: Yeah, we like it.

Sales person: I guess I mean did you really like it? (The last two questions are completely different questions. Liking something and really liking something is not the same. If the customer responds, “Well, we want to look around and see what else is out there”, then they may not be sold on that car. Then we have to dig a little deeper.

Sales person: OK, Well what did you like most about the new Optima? (Make the customer summarize a list of the features that you demonstrated to them. This helps the customer reinforce the value of your product in their own words. Help them along with summary questions.

• You loved the color didn’t you?• Wouldn’t it make your morning compute more relaxing?• Mary loved that CD changer didn’t she?

Sales person: Bill, it sounds like to me we found the perfect car for you and your family. When would be a good time in the morning that we could get back together and get the details worked out so you can start enjoying your new car? ( The goal is to get an appointment, not to sell a car. We sell appointments on the phone, we sell cars in the showroom).

Your customer may tell you they didn’t really like the vehicle that you showed them. Then we may need to ask a different set of questions.

Sales person: What did you like least about the new Optima? What did the Optima not have that you wanted on your next car?

Don’t have tunnel vision. Study your inventory and look for switch cars. Start making suggestions based on your inventory.

Sales person: You know what, “We just traded for a 2003 Camry that sounds perfect for you” or “We just received a great selection of factory cars that sounds like what your looking for. Let’s get together this afternoon and take a look at these cars. Would early afternoon or after fi ve be better?”

These are just a couple of examples of following up unsold prospects. The best way to improve your selling scripts is to list all the reasons that people leave your dealership without buying and then tailor make a script for each of them. Remember the golden rule of follow up: We follow up until they buy, die or tell us to quit calling. If you need some help developing specifi c scripts send me an email and we can work on them together.

Jim Adams is the General Sales Manager at Roper Kia in Joplin, MO. He can be contacted at 800.905.0627, or by email at jadams@autosuccess.biz.

The goal is to get an appointment, not to sell a car. We sell appointments on the phone, we sell cars in the showroom.

JoeTakash

Service Standards

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sales and training solution

october 2004 27

Standards demonstrate structure, discipline and continuity. Both inside and outside an organization, they refl ect respect for

employees and customers. Some examples of service standards in business may include the following:

Return all phone calls as quickly as possible, no excuses. Not returning phone calls promptly tells people that you don’t value them.

Return all E-mails immediately. If you’re away from computer access, have an auto-responder that tells people that you’ll be away for a certain amount of time. Similar to phone calls, E-mail attentiveness shows respect and care for the concerns of customers.

Greet every customer with warmth and enthusiasm. Personal happenings affect workplace dispositions. Like the discipline of getting out of bed when you don’t feel like it, greeting people and making them feel special is crucial for business.

Write handwritten thank you notes to all people you do business with. Designate time every week for sales people to write great thank you notes to new and existing customers.

Service standards are about keeping your word. People who keep their word are more likely to keep the business. Also,

your consistent and reliable conduct shows customers that you have their best interests in mind.

Where are the places your business can improve its service? Is there structure to it that all employees respect? When customers are interviewed about the quality of your business, the fi rst thing they say should refl ect the quality of the excellent service you provide?

The answers to these questions rest solely in the commitment you have to your business, customers, employees and yourself.

Joe Takash is the President of Victory Consulting. He can be contacted at 800.215.4776, or by email at jtakash@autosuccess.biz.

Write handwritten thank you notes to all people you do business with.

www.autosuccess.bizsuccessful solutions at28

BillGager

How to Overcome CallReluctance and Increase Sales

sts ms ls fi s lr

leadership solution

Nearly 90 percent of sales people experience some level of call reluctance.

The main reason for call reluctance is discomfort. Either one feels uncomfortable with the possibility of rejection, or doesn’t know what to say or do to initiate the sales conversation. Regardless of the root of these feelings, you can overcome your call reluctance and feel more comfortable approaching customers and prospects.

Many sales people don’t like making new business approaches to customers and prospects, and these feelings are natural. But this doesn’t have to hinder your success. Research has shown that a sales person’s attitude toward cold calling has little effect on their prospecting effectiveness, as long as they don’t let these negative feelings stop them. Recognizing your negative feelings and expressing how you feel about making sales approaches to a friend or colleague can actually help overcome call reluctance. Simply through expressing how you feel, you can release the paralyzing energy of your negative feelings and be more comfortable initiating sales situations. Talk about your call reluctance with someone you trust, release all your negative feelings, and you’ll fi nd that this alone makes you perform much better.

The next step in overcoming call reluctance requires you to look at how your discomfort affects your success. To meet the goals that you set for yourself, the goals your dealership sets, how many new sales do you need to make every month? For example, to meet your goals, you need to make 10 sales per week. Next you need to subtract the number of new sales that will come to you either through advertising, referrals, and/or previous customers. Maybe two new sales seek you out, without effort on your part. So 10 minus two means you need to initiate eight new sales per week to be successful.

Now that you know how many sales you must initiate, you must set behavioral goals for yourself by looking at what you’re currently doing. For example, you need to initiate eight sales per week to meet your goals, but currently you’re not initiating any. If you decide you’re going to stretch yourself and initiate fi ve sales in the fi rst

week, you’re setting yourself up for failure, because the behavior change is too drastic. Instead, set a reasonable stretch goal. So if you’re initiating zero new sales now, then anything greater than zero is reasonable.

Suppose you set your goal for this week at one new sale. After you reach that goal, you can set it one higher at two. The key is to set goals you know you can make, work yourself up over time and build your confi dence until you become more comfortable. Your goal must be behavioral based, rather than time based. For example, if you say you’ll spend two hours prospecting this week, then you’ll never do it. Human beings are extremely talented at putting off the things they don’t want to do. No matter how disciplined you are, you’ll never fi nd the time for the things you don’t enjoy.

Once you have set your goal for contacts, you must determine who you want to target. When you’re just starting to overcome your call reluctance, you must pick the low-hanging fruit-typically your current customers. With these people you’ve already accomplished the hardest part of the sales process, which is to get people to buy from you the fi rst time. Don’t start looking for new customers until you’ve completely exhausted the new business opportunities with the ones you already have. Plus, at this stage in overcoming your call reluctance you want to recondition yourself and build your confi dence through several small successes.

Part of the reason sales people feel uncomfortable with initiating new business is that they don’t know what to say or what to do to win people over. So after targeting specifi c prospects for your sales efforts, you must plan how to approach them. Your plan must be very specifi c in what you will say and what you will do to win their business, and then you must practice it until it feels

natural. Your approach plan should also be easy to memorize and duplicate so you can use it over and over again, and make it your own. The more detailed you are in your plan and the more you practice your approach, the more conversational it will be and the more comfortable you will feel delivering it.

Overcoming your call reluctance will not be easy, it takes work and commitment to make behavioral changes. One of the greatest ways to make something you fi nd uncomfortable feel more comfortable is to get out and do it. If you don’t start making calls and initiating sales discussions, you’ll never overcome your fear. So you must hold yourself accountable for the goals you set.

By communicating your goals to a trusted friend or colleague, you can ensure greater follow-through. Make yourself accountable for results by telling someone about the behavioral goal you’ve set for yourself, and then plan for follow-up discussions to make sure you stay on track. Plus, by sharing yourgoals with someone, you take the goals out of your head and make them more real.

Call reluctance is a common challenge, but with commitment and practice anyone can overcome it. By recognizing your discomfort and expressing your negative thoughts, you can release your paralyzing feelings and focus on the process of improving yourself and your sales. By setting attainable goals according to the necessary level of contacts you must make to be successful, you can develop an action plan that yields positive results. By choosing easy targets at fi rst, then planning your approach, you’ll feel more comfortable with initiating sales discussions. And through implementation and practice, you’ll overcome your call reluctance one successful sale at a time.

When you commit yourself to improvement and use these steps for overcoming call reluctance, you can increase your sales, exceed your goals, and reap the benefi ts of greater success in your sales career.

Bill Gager is the President of Gager International. He can be contacted at 800.723.2709, or by email at bgager@autosuccess.biz.

One of the greatest ways to make something you Þ nd uncomfortable feel more comfortable is to get out and do it.

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I�ve invested a small fortune to develop the marketing �tool� that will provide you the information that is necessary to produce the results you really want and could quite possibly increase your sales with each promotion from this day forward. J&L Marketing is the only Þ rm with this unique capability. It allows us to research and analyze your promotions from over 100 different perspectives and

gives you huge marketing advantages over all your competitors.

Now, you�ve heard the cliché� Information is what? Right. Information is power. 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?

The reality is every direct mail promotion produces both good and bad results. The problem is being able to easily recognize which is which. That problem is solved! Now you can have all the information you need to ensure success at the touch of a button.

Imagine being able to know immediately which market areas produce results that exceed your expectations and more importantly which ones to avoid. 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.

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 performance. We rely solely on the numbers to tell us �where to from here.�

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 J&L can, and J&L does. Our statistics tell us that for the last 3.5 million pieces of mail delivered, the Response Analysis has helped our dealer clients sell an average of 33 cars for every 10,000 pieces of mail delivered!

The Response Analysis is the most powerful marketing tool in automotive advertising today. Find out why J&L�s dealership response rates have increased 72% in the last two years. This combined with unequaled professionalism and customer support is why 94% of all J&L customers continue their relationship with us for years.

Just ask them for yourself. Rick Hillman from Hollingsworth Mazda says, �J&L Marketing�s direct mail program is the most cost-efÞ cient form of advertising that I have seen in the thirty years that I�ve been in the car business.�

Pat Fogerty from Classic Toyota says, �We have used J&L Marketing for years because of their continual support and excellent results. This is an invaluable service.�

Billy Gordon from Patrick Chevrolet says, �We have been running with J&L Marketing for four years, and we can attribute more sales to them than any other form of advertising. J&L is the most professional company I�ve worked with since I began in the car business 18 years ago.�

You too can start experiencing consistent results from the most professional marketing company 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.

Bill DeLuca Family of Dealerships

To Whom It May Concern:

The Wolfi ngton Group is a professional, energetic, and talented group that we have enjoyed working with for four years. Their expertise has increased our sales and profi ts in the months they’ve been here, and their training methods continue to help us after they are gone. We are never left with any mess after the sale. It’s a pleasure working with all of them. Thank you for a job well done.

VP, Sales & MarketingThe DeLuca Family of Dealerships

To Whom It May Concern:

We have been doing business with The Wolfi ngton Group for 5 years. The entire staff is friendly, courteous, and knowledgeable.

They bring an atmosphere of fun and excitement to the dealership, providing a great buying experience for the customer and a great selling experience for the salesperson, while maintaining a high degree of professionalism.

As a small town dealership, we welcome the increase in fl oor traffi c that The Wolfi ngton Group brings to our dealership. We defi nitely realize a substantial sales increase during the months they are here.

The Wolfi ngton Group exceeds our expectations as individual

BOB BARROWS CHEVROLET INC.ROUTE 202 � PO BOX 276 � WINTHROP ME 04364

207-377-2236 � FAX 377-2710

Attn: Harry Wolfi ngtom

Dear Harry:

When we invite the Wolfi ngton Group to our store they create quite an eventful commotion. The environment turns into a celebratory super event as soon as your people walk into the store. To date, we have hosted your group 11 times. We are extremely happy to have them as you employ the highest quality of performance and professionalism. Their understanding of our individual needs, and our customers, is exceptional. The Wolfi ngton Group graciously handles our employees, repeat customers and new business in the highest regard.

I cannot tell you how pleased we are with the most recent profi tabiliy we have experienced due to the service you continue to provide. Therefore, in order to insure a successful relationship we must book in advance due to the high volume of repeat customers you have. Please reserve our events for the next year as we discussed.

The Wolfi ngton Group is a great company! Your company is experienced,

Chevrolet of Lowell Inc.831 Roger Street

Lowell, MA 01852-4399(978) 458-2526

Fax (978) 453-4710

toll free 800.331.9361

June 17, 2004

Dear Harry,

I just wanted to write and say “Thank You” for a job well done at our dealerhship! As you know, this was our second event with your group and it was much more successful in retail sales and gross profi t generation than the initial promotion. The “Experience” your team provides is absolutely second to none. Watching the teamwork and enthusiasm of your associates is exciting and they never deviate from a completely professional attitude and work ethic.

Some of the real benefi ts of working with your fi rm, however, come in the effects that linger after your crew is gone. It is in the sense of knowing what is really possible; no smoke or hype, just pure results. Additionally, our team picked up some great techniques that they use on a daily basis.

Thanks again. We are anxious to see you all again in the fall.

GM

1600 W. MAIN STREET • MESA, ARIZONA 85201TEL: 480/835-0900 • FAX: 480/964-4606 • sales@sunpontiacgmc.com • www.sunpontiacgmc.com

The Wolfi ngton Group produces high performance sales events on behalf of new car dealerships across the country, with no outsourcing and no subcontractors. The Wolfi ngton Group’s family of employees consists of over 100 automotive professionals dedicated to

the success of our dealership’s events.

• The Wolfi ngton Group’s media and art team will create and execute all advertising for your event. (with measurable results)• The Wolfi ngton Group’s call center will fi eld all incoming calls and effectively set appointments for your event.• The Wolfi ngton Group’s team of 10 automotive professionals in your dealership for setup, hands on training and complete execution of your event from start to fi nish.• The Wolfi ngton Group’s compensation is based solely upon results.

The Wolfi ngton Group can be reached at our offi ces:254 Western AvenueAugusta, ME 04330

Toll Free 1.800.331.9361Or visit our website: WWW.WOLFINGTONGROUP.COM

Currently accepting 2005 dates.**Current Wolfi ngton Group market areas excluded.

WE�LL LET OUR DEALERSSPEAK FOR US.

WOLFINGTON GROUPI HAVE BEEN DOING BUSINESS WITH THE WOLFINGTON

GROUP FOR OVER FOUR YEARS. DURING THAT TIME THE WOLFINGTON GROUP HAS CONTRIBUTED SO

MUCH TO MY BOTTOM LINE, I CAN’T IMAGINE BEING IN BUSINESS WITHOUT THEM. THEY ARE THE BEST

SALES PARTNER A DEALER CAN HAVE. IN FACT A THREE OR FOUR DAY SALE CAN CONTRIBUTE UP TO

HALF OF MY MONTHLY SALE PROFIT.

I’VE BEEN IN THE AUTOMOTIVE BUSINESS OVER THIRTY YEARS AND THIS IS THE MOST HELPFUL,

PROFESSIONAL, SALES TEAM I HAVE EVER HAD THE PLEASURE OF WORKING WITH.

STEW WHITEDEALERFARMINGTON FORD

toll free 800.331.9361

To Whom It May Concern:

The owner and employees of Shea Motor Company would like to express our appreciation to the group of people that were involved in the sale at our dealership during the month of August. We enjoyed the pleasant, professionalism of all of your team and were impressed with the structured effi ciency that the group exhibited in the day to day operations. We found the fast paced experience to be quite exhilarating and thanks to your group, a great deal of fun. We found this both a rewarding learning experience and an unbelievable profi table sale event. We look forward to working with your group in December and feel confi dent that we will enjoy another pleasant and rewarding event.

General Manager

HembroughAUTOGROUP

The Wolfi ngton Group conducted an extremely successful sale in August. Not only did they execute well prior to the event, but also they handled everything inside the store and out on the lot during the sale with a much appreciated professional approach, while still having fun! The clown they provide added a nice touch. And the lot was clean with all the vehicles put back in their proper place.

Not only were our grosses (after deduction for all Wolfi ngton’s expenses for the event) our highest for the year, the sales and fi nance training they provided us with, was a great boost to our team. We plan on having them back.

Vice President

DODGE � CHRYSLER � JEEP 4001 Milton, Ave. � Janesville, WI 53547

Phone: 608.757.6150 � Fax: 608.757.6126 � 1.888.380.8884

To Whom It May Concern:

Lee Toyota has been using the Wolfi ngton Group for 4 years to run promotions three times a year. I have found the Wolfi ngton Group to be consistently professional, and businesslike in all of my dealings with them. The results of every sale have been great! In many cases we have been able to do 1/3 of our months volume in just 3 days using Wolfi ngton and their experienced desk managers and closers.

I had worried that having outsiders come into my dealership might cause problems with customers, or that promises might be made that we couldn’t keep. But, this had not been a problem at any of the sales. Their team is well trained and respectful of all our policies and procedures.

And, most importantly, our front end grosses are around 25% higher than they normally are and our back end grosses are around double, every sale!

If you have the opportunity to sign up one with Harry Wolfi ngton, don’t wait, lock them in while you can. (I missed out in a couple of markets

President Lee Auto MallsPortland, Maine

Lee Dodge Lee Chrysler Jeep Lee Toyota Lee C-J-D Lee Nissan Lee Honda Lee Cadillac, Olds, GMC

LEE TOYOTA of TOPSHAM107 MAIN STREET � TOPSHAM � MAINE 04086

(207) 729-3358 � FAX (207) 729-9265LEEleeauto.com

AUTO MALL

FARMINGTON

To Whom It May Concern:

Having never done or believed in mail sales, I was very skeptical on doing one. After listening to the representative from the Wolfi ngton Group, we decided to participate in a sale. The outcome was beyond my wildest expectations. In three days we delivered 74 units at grosses we could not imagine possible. The next problem I expected was fall-out. After the sale had ended and Wolfi ngton had gone, we had two customers come back the following week with concerns that we easily took care of. I couldn’t believe there was no fall-out. The Wolfi ngton Group is very professional and their people are top notch. We signed up for three more sales. The only other advice I would give you is to bring two or three pairs of shoes and change them often. You will be running for three or four days and your feet will be killing you!

Parker Chevrolet Olds Pontiac, Inc

We had our fi rst Wolfi ngton Group sale over 4 years ago. At the time business was ok for us but we seemed to be in a mood that we needed to give every thing away to stay competitive in the market.

In comes Harry Wolfi ngton and his gang of professional automobile people and look out, they handled every thing from setting the phone appointments to delivering the vehicle and every thing in between.

The excitement that they bring with them stays behind when they leave, our whole crew gets motivated during the sale and they stay motivated throughout the month. Our profi ts have never been better and our volume and CSI continue to improve.

Dan PulkkinenDealerRowe Auburn699 Center StreetAuburn, ME 04210

207.784.2321danp@roweauburn.com

CHEVROLET, BUICK, OLDSMOBILE, PONITAC, CADILLAC

DEAR HARRY,

OUR FIRST YEAR OF BUSINESS WITH YOUR COMPANY WAS FANTASTIC. YOU AND YOUR TOP NOTCH GROUP OF EMPLOYEES SIGNIFICANTLY INCREASED OUR BOTTOM LINE AT BOTH CURRIER CHEVROLET IN LANCASTER AND CURRIER PONTIAC-GMC IN GORHAM.

THE WOLFINGTON GROUP’S SALES ARE FUN, EXTREMELY PROFITABLE AND A GREAT EXPERIENCE FOR ALL THE DEALERSHIPS EMPLOYEES.

GENERAL MANAGERCURRIER FAMILY DEALERSHIPS

toll free 800.331.9361

To the Wolfi ngton Group:

I fi rst would like to say that at fi rst glance I felt very skeptical about the sale but decided to sign up anyway. I must say that the Wolfi ngton Group’s professionalism was second to none. The results we experienced were extraordinary. I received no complaints from either my staff or customers. The group really held up to their motto of being “guests” in my dealership. I have since signed up for another sale in February as a result of our good experience from this sale. I look forward to our next sale and hope to be able to work with the same exceptional group of professionals once again.

Chevrolet - Oldsmobile - Pontiac, Inc.

691 Route 11 Champlain, NY 12919

phone: 518.298.8272 fax: 518.298.8540

RoweAuburnRoweRoweAuburnAuburn

FORD � LINCON � VW � MAZDA � HYUNDAI

DeNOOYER CHEVROLET127 WOLF ROAD

ALBANY, NEW YORK 12205

(518) 458-7700

,.

.

Sam Swope Auto GroupLouisville, Kentucky