Dealer Solutions Magazine July 2015

V O L . 8 | I S S U E 7 | J U LY 2 0 1 5

A Division of IPD

A CONVERSATION WITH

ZACH KLEMPF Mobile Strategy is a Key CRM Trend in 2015

PG: 6

BANKING IN THE MERGER ACQUISITION ENVIRONMENT PG: 10

BRING BACK PRIDE part 2 PG: 12

PRINCIPAL’S OFFICE with Marsh Buice PG: 29

This is not your typical “Direct mail.”

WELCOME TO THE EVOLUTION! Systematic | Modern Day | Lead Conversion Credit App Generating Marketing Machine

www.ipdmail.com/evolution 844.415.1052

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Featured In This Issue...

Articles 6.

Mobile Strategy is a Key CRM Trend in 2015

By Zach Klemph 10. Banking in The Merger Acquisition Market

By Kenneth R. Rosenfield

12. Bring Back Pride

By Jeff Cowan 17. Part Time Jobs that Work for Salespeople

By David Cribbs

18. Truly Successful People Never Set Small Goals

By Frank Lopes 19. What’s in Your Hand?

By David Villa 20. Lessons From the Dojo

By Dave Anderson 22. The Feel of The Wheel Still Makes The Deal

By Clint Burns 24. No Pressure Selling: Reduce Risk to Close The Sale

By James Mueller & Steve Howard 27. Social Media: What You Still Don’t Get

By Laura Madison 28. Speed of The Boss, Speed of The Crew

By Mark Tewart 29. Principal’s Office - Marsh Buice

By Marsh Buice

Publisher Michael Oquendo Editor-in-Chief David Villa Creative Director Austin Janowsky Design Director Jerilyn Oquendo Marketing Assistant Jordan Alfonso Advertising Director Chris Fritcher Editor Josh Fontaine Editor Michael Cherup

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Contributing Authors Zach Klemph Kenneth R. Rosenfield Marsh Buice Jeff Cowan David Cribbs Frank Lopes David Villa Dave Anderson Clint Burns James Mueller Steve Howard Laura Madison Mark Tewart Marsh Buice

Copyright ©2015 all rights reserved.

Reproduction in whole or part is prohibited unless expressly authorized by editor or publisher. The views expressed in the articles or advertisements are those of the authors and do not necessarily represent the views of the magazine or its staff.

Editorial inquiries, questions or comments can be made to the Editor-In-Chief at moquendo@ipdmail.com Advertising Sales: Please call 813-630-5888 ext 523 or 561 or email moquendo@ipdmail.com

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Banking in the

MergerAcquisition Environment

By Kenneth R. Rosenfield

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Today’s merger/acquisition market is robust, the demand is higher than the supply, and the supply is great. With the prices for blue sky reaching all-time levels, banking relationships are more important than ever. With banks and financial institutions having plenty of money to deploy, the competition for business to lend money for acquisitions is also significant.

Because of this, financial institutions, both banks and captive finance companies have been eager to lend money at low rates with high loan to value on real estate, blue sky, asset and capital loans.

Money rates range from LIBOR plus small percentages to Prime rate plus a couple points. The rates vary greatly based on the financial strength of the borrower and how the banks perceive the quality of the acquisition; and most importantly, the relationship between the lender and the borrower. And in some cases, the desire of the lender to establish a relationship with a strong borrower. Lenders look for quality of the balance sheet of the borrower and integrity of their management. It is important to put your best foot forward in both aspects.

For debt obligations that are under $20million, banks most likely will not require CPA prepared financial statement, and will want dealer statements and tax returns. It is important that any financial statement be pure and free of misleading information and that they are accurately prepared.

For debt obligations in excess of $20 million, most traditional banks like to see Review level financial statements prepared by an independent CPA firm. Although rare, Audited financial statements can command lower interest rates and larger credit facilities. Bottom line, the higher quality financial statements and strong balance sheets equate to faster closings, lower rates and higher debt to value ratios.

Depending on the franchise to be acquired and the relationship with the financial instrument, it is not uncommon to see very high financings of blue sky if not 100 percent financing. For franchises of lower interest to the bank, blue sky financing may only be 50 percent, requiring more equity by the borrower, or some financing provided by the seller.

In some cases, the financial institution may require a business valuation to support the blue sky value. To alleviate some financing concerns on blue sky, we are seeing more “creative” type transactions to move deals quicker as well. In many cases, some sellers are willing to hold notes

to finance higher blue sky values, or perhaps participate to some extent in the anticipated growth of the dealership through “deferred” blue sky financing or partnering in the real estate.

Traditional banks are still requiring substantial equity in financing real estate. Typically, we are seeing 20 percent equity in the real estate, and perhaps more for dealerships that are not facility compliant with the manufacturer. However, there is a healthy appetite for facility improvement financing.

In all events, you owe it to yourself to explore the market. In a recent competitive situation, a longstanding relationship with a Captive Finance company was tested when a large bank was allowed to compete and offered a rate almost one half of that being proposed by the long standing relationship with the Captive Finance company. When presented with this fact, the Captive Finance Company miraculously offered a rate even lower to maintain the relationship.

In some instances, traditional banks strive to obtain a complete relationship with the dealer, including floorplan lines, real estate and other credit facilities, and maintain the basic banking relationship such as DDA and merchant services accounts. This can help in reducing interest rates and other costs and fees. However, “exploratory” new relationships can also result in lower rates without the requirements of complete banking relationships leaving the ability to work with a number of banks, if that is feasible as well.

To sum it up, the banking market is highly competitive. Rates can be negotiated for quality borrowers, so if entering the acquisition market, get your financial house in order. Make your financial statements accurate, clear and maintain a strong balance sheet. Keep open dialogues with your banking partners and meet with other members of the banking and financial community to see what is out there currently.

Kenneth R. Rosenfield is Owner & Managing Member of Rosenfield & Company PLLC. For specific questions contact him via -twitter:@KenRosenfield or by e-mail at KenR@dealersolutions.

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S s o d l c d r y y l t a a h c I c l y i s u t y d e I s

BRING BACK PRIDE part 2

By Jeff Cowan

Last month I talked about the fact that it is no great revelation that the American workforce has experienced a significant shift in attitude over the last 20 years. Gone seems to be the pride of workmanship. Gone seems to be the pride in self-sufficiency. Gone seem to be the days of gratefulness. This all seems to have been replaced with a “what can you do for me” attitude.

I went over step 1 of 5 on how to step up and be the responsible person you need to be, not only to succeed, but more importantly, to exceed. Here is the other steps to show you how we are going to do it:

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Step 4. Do not fear turnover, Embrace it. If you have Step 2. Stop waiting and blaming- service advisors and support employees that cannot or will not produce, cut them from staff, pay close attention. Your dealer, managers, and leaders may the team. If you have employees that fight you at every owe you the tools you need to be successful, but you owe them your turn when you try new things and try to implement change, dedication and loyalty to use those tools to the fullest. First, let’s let them go. Let’s assume one of your service advisors is look at the immediate areas you need to focus on- survey scores, the problem. Which is worse, temporarily taking in fewer customer retention, effective labor rate, customer paid repair orvehicles for a few weeks until you find the right person, or der averages and total dollars sold. Do you know what the national, keeping the wrong person, letting them handle 15 customregional and district averages are for the brand you represent? Do ers a day in a subpar manner, wrecking any chance to have you know what your numbers are in relationship to those? How do the numbers you so desperately need and worse, costing you stack up? Are you below average or above average? How far beyou customers? You have to look at the facts: If you have low or how far above? Do you know what the numbers are that the four service advisors on your drive and one has a 2.5 custop 10% enjoy in these areas? Do you know what they do to get to tomer paid repair order average, one has 2.3, one has 2.2 and maintain these numbers? You are lucky because you live in the and one has 1.5, what do we know about your drive? It age of information. With the internet at your finger tips, you can will do 2.5. We also know that whenever the advisor that have the answers to all of these questions within minutes. You can carries the 1.5 average talks to a customer it is costing create the solutions that will put you in the top 10% within minutes.

1.0- that is 1.0 times 15 customers a day, times 5 days It is up to you to seek and find this information. It is up to you to a week, times 4 weeks. That is 300 hours a month, 3600 create solutions to place you at the top. Your dealer, managers and hours a year that this person is costing you, not to mention leaders have put you in a position to make an income that will put the hit you are suffering with your survey scores and retenyou firmly in the top 25 to 30% of income earners in the country. An tion. When weak employees are let go, it sends a strong income that will deliver a life and lifestyle that many will envy. To message to the rest of the staff. It sends the message that squander your opportunity and not take advantage of it is lazy, you are serious about results and that you are striving to be ungrateful, and selfish. If you don’t want to work on being the best the best that you can be. Both are powerful messages. Just then step aside and make room for those who do. Your leaders gave like a 2 vehicle a month salesperson never figures it out, you the opportunity. It is up to you- and only you- to prove that you neither will a 1.5 service advisor. deserve it. It is also your responsibility to fully learn and utilize each tool your leaders bring you. It is not your job to question why. Step 5. Embrace accountability. This is the one step that keeps more It is your job to make it work. If your leader believes in it, you service departments from maximum peak performance than any other. should believe in it too- or step aside.

If you consider that everything in service starts from the simple retail transaction of a service advisor helping a customer who has a need, you can see how much sense accountability makes. When you consider further the actual base retail transaction between the advisor and your cusStep 3. Stop doing things that don’t work. Three things that tomer, it becomes even easier for you to insist on accountability. Everyservice departments repeatedly do that hold them back are as thing in service starts with the simple retail transaction of an oil change. follows: Everything above an oil change is an upsell. Either you can get the upsell 1. They have no training program, initial, ongoing or or you cannot. Either you can wow the customer enough to get a great otherwise that clearly defines expectations. survey score or you cannot. Either you can treat the customer in such 2. They look to the wrong people for advice, factory a way that you retain them or you cannot. You can show your staff that training and product vendors. you are proud and want only the best for your employees, your customers and your business by searching out the most profitable and success3. They allow their managers to run the shop as they see fit ful service departments and emulating them. Accountability will be part with little or no guidance from above. of the winning formula. In getting the trifecta of high sales, retention, You must train, get advice from those who truly know and survey scores, you will need a manger that clearly understands the and lead your managers. There is a reason that that art of selling and customer service. One who can do what is required you employ them and not the other way around. They to get these numbers better then any employee under them can. You need your leadership and need to be pushed and pointshow them what you want to achieve, how you plan on achieving it and ed in the right direction. Even if they push back, you you hold them accountable to those processes and results. They in turn need to assert your knowledge and get what you are should hold each of their employees accountable. By proceeding in this paying for – to be the best you can be. way, your staff will be more successful and full of pride. Who doesn’t want to work on a winning team where the main mission is to be the best?

In the end, reinstating the solid values of hard work, pride, and self sufficiency start with you- the dealer. Once your staff sees you investing in all the tools that they need to be successful, they will respond in-kind. When they see that you are serious and committed, they will become serious and committed. When they see you striving to be the best by not fearing turnover and embracing accountability, they too will commit to being the best. You will create a work environment in which pride is valued- the type of pride that says: “The dealer has done his or her job. I will gladly commit to and successfully do mine.”

Jeff Cowan is the CEO of Pro Talk. For specific questions contact him via twitter - @JCowansProTalk or by e-mail at jeff@dealersolutions.info.

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Your Sales and Profit Solution Mark Tewart and his group of companies offer speaking engagements, sales and management training, workshops, online training programs, consulting, personal coaching and many different products and services to grow your team members and your business. Mark Tewart is also an in-demand professional speaker, business consultant, business performance turn-around expert, media spokesperson and author of the best seller, “How To Be A Sales Superstar.�

Discover how you experience record sales and profits just like current and past clients of Tewart Enterprises. You can uncover the secrets to dominate your marketplace, make more gross and net profits while retaining more of your customers. Many of our clients have experienced seven figure increases in their business. Thousands of salespeople and managers spanning the globe have exploded their incomes as much as ten-fold using the information and technology from Tewart Enterprises Inc.

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Bring the best sales and management training in the automotive industry to your dealership and experience results immediately with the Tewart 24/7 Online Training Channel. This information is based upon real world application with hundreds of dealerships just like yours. This is not just theory or motivational jargon. Mark Tewart is the premier automotive sales, sales management and marketing expert in the automotive industry. Mark’s dealership clients experience record results and he has personally trained tons of salespeople to experience six figure incomes over many years and your staff can experience the same results. Mark is the author of the best seller “How To Be A Sales Superstar” and has been a featured speaker at NADA and many of the automotive industry conferences. ★ “After 16 years in the business, I can say this is the most impactful training I have ever had” – Jared A Giordiano, Sales ★ “Our dealership experienced a 42% increase year over year and the previous year was a record. Mark Tewart is simply the best in the industry hands down.” Mark Ford, GM ★ ”Mark Tewart and his training changed my career” – Mike Correra (Mike The Car Guy), Manager ★ ”Mark Tewart showed me how to make a six figure income in the auto business and I have been doing it ever since” – Bob Wright, Manager

In the end, reinstating the solid values of hard work, pride, and self sufficiency start with youthe dealer.

Once yourCourses staff sees you investing in Online Training all the tools that they need to be successful, they will respond in-kind. When they see that you are serious and committed, they will become serious and committed. When they see you striving to be the best by not fearing turnover and embracing 888 accountability, 283-9278 they too will commit to being the best. You will create a work environment in which pride is valued- the type of pride that says: dealer has done his or her www.tewart.com | “The info@tewart.com job. I will gladly commit to and successfully do mine.”

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Let’s face it, not everyone can be a superstar on the car lot.

The reality is that 80% of our sales team still produce just 20% of the results. This means that most of our salespeople are struggling financially or just making a living. Often times, salespeople will look for additional income outside of the dealership in order to lighten the financial load. Some will look for part time jobs, but with the hours that we keep at the dealership it is very challenging to pull this off. Keeping in theme with the name of this magazine, Dealer Solutions, I have focused my attention on this problem and just may have the solution for both the dealer and the salesperson.

I have taken the liberty to research some part time job openings that salespeople can take on that will not conflict with the current sales position that they hold. I have provided a list of jobs with approximate hours and income that you may consider as a solution. My only disclaimer is that salespeople who are reading this article may want to seek management approval before committing to these jobs.

1. Walking the Lot: This requires approximately 15 minutes a day and will typically add 2-3 deals per month to any salesperson’s total. Average pay $500-$700 per month.

2. Visiting Service Dept.: This requires approximately 15 minutes a day and will typically add 1-2 deals per month. Average pay $175-$500 per month.

3. Video Messaging: This requires approximately 30 minutes a day and will typically add 3-4 deals per month. Average pay $700-$1000.

4. Social Media: This requires approximately 30 minutes to an hour a day and will typically add 1-3 deals per month. Average pay $175-$700 per month.

These are just a few examples of current openings and when I checked into these jobs I was told that there was a huge demand and any salesperson that applies would be accepted.

I have attached the link below to apply for these positions. www.IwouldLikeToMakeSomeMoreMoneyAtTheCarLot.com

David Cribbs is Lead Trainer at IPD. For specific questions contact him via - twitter:@DeskingDeals or by e-mail at davidc@dealersolutions.info.

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Frank J Lopes is Vice President of Forrest & Blake Marketing and Advertising.

For specific questions contact him via - twitter:@thefrankjlopes or by e-mail at frank@dealersolutions.info.

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Most large purchases we make can be handled through exten-

sive research on the Internet, prior to pulling the trigger. The simplicity and convenience of shopping online is undeniable, however, in our industry that alone has proven to be inadequate. Yes, it is helpful to the dealership when the potential buyer walks in the door already knowing what they want, prepared with questions, and transaction ready to purchase.

However, let’s not pretend that dealers are no longer necessary. It remains the job of the dealership and salespeople to build value when knowledge already exists.

Although there is beauty in convenience, there is one essential step in the selling process that absolutely cannot be eliminated; the test drive. The test drive creates value for the buyer. When you are clicking through pictures of the vehicle of your dreams online, can you smell the leather? How does it handle in a turn? You cannot get a genuine feel for the car until you buckle up, turn the key, and take it for a drive.

For some reason whether or not a test drive is necessary remains a controversial topic in the automotive industry. To prove the point that it is in fact vital to giving yourself the best chance at making a sale, I went back and looked at our backend data of nearly 200,000 showroom visits in US and Canada for May of 2015. Of the nearly 200,000 showroom visits, 68,000 received no test drive. Out of the 68,000 that did not test drive a car, only 7% were actually written up or given a quote. At the end of the day, only 2% closed. Put more simply, the absence of a test drive translates into a 2% closing ratio. It is also worth mentioning that 13% of the nearly 200,000 showroom visits were appointments, which typically close at a higher rate than walk-ins.

Most importantly, the statistics also

showed that adding a test drive and manager involvement into the process, increases the closing ratio to 46%. Even without 100% manager involvement, if a test drives was given, the closing ratio stayed at a staggering 41%.

You can increase your closing ratio by 44% instantly with 2 simple steps: Test Drive every single time Have a manager involved 100% of the time

I present these statistics to you hoping that you realize that test driving the car with a potential buyer must be non-negotiable at your dealership. If you could give yourself a better chance at closing a deal, why wouldn’t you? Changing your dealership’s car buying process to cater to the 2% that will buy without a test drive means that you forget about the 98% of people that you could close with the simple addition of the test drive. Altering your business model in order to accommodate the 2% doesn’t make sense.

It is your job as the dealer, manager, or sales rep to

make sure that potential buyer is going on a test drive. You have to ask yourself, what am I doing to ensure that the test drive is happening? Don’t allow or skip this important step, the test drive is not old-fashioned, it was clearly implemented for one reason: it increases your sales. The old saying “the feel of the wheel seals the deal” couldn’t be more true!

Clint Burns is the CEO/Chairman of theNextUp. For specific questions contact him via - twitter:@TheNextUp or by e-mail at clint@dealersolutions.info.

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d e e p S Boss, of the Speed

ew! r C e h t of

Start recruiting everyday. You must use multiple online and offline methods to recruit team members.

Utilize the following: 1 – www.ziprecruiter.com 2 – www.indeed.com 3 – www.simplyhired.com

By Mark Tewart

“Speed of the boss, speed of the crew. As you think and act your crew shall too.”

That phrase is absolutely true. Leaders are not only the captains that set the sail but they are also responsible for the attitude and urgency in which the team acts and thinks. If you want to see the first reason why a business is great or failing, look at the leaders. Leadership makes the difference.

There is another phrase that says, “You manage things and you lead people.” Do not confuse managers and leaders. You can be both at the same time but it is common to see weak managers who are not leaders. When you have weak managers that are not leaders, you have a problems.

If you were to look at any business to judge how effective the leadership is, you would judge by five criteria.

4 – www.onlinevetjobs.com 5 – www.careerbuilder.com 6 – www.monster.com 7 – www.craigslist.com 8 – Newspaper inserts 9 – Ads with the title “Management Trainee” 10 – Email your database announcing jobs 11 – Give stair step referral bonuses to your staff $500 on hire $500 in 6 months $500 in one year 12 – Recruit at all the businesses you patron. – Restaurants, bars, clothing stores, shoe stores, cell phone stores, electronic stores 13 – Utilize recruiting companies such as AutoMax and outsource 14 – Contact military bases and speak to the person in charge of outgoing personnel

#1 – Are the leaders attracting, recruiting, hiring and retaining the right team members?

15 – Contact all local colleges and arrange a visit with the career placement officer

#2 - Are the leaders educating and training the team often and effectively?

16 – Exhibit at job fairs 17 – Ask everyone you know and come in contact with everyday, “Whom do you know?”

#3 – Are the leaders giving the team members very clear expectations for their activities, job functions and results? #4 – Are the leaders a motivating force and creating a positive environment? #5 – Are the leaders holding their team members accountable? #1 – Recruiting and attracting the right team members.

Looking at the automotive industry as a whole, leaders are doing an extremely poor job of attracting and recruiting good team members. The challenge of recruiting has become an excuse for why you can’t get decent people. STOP IT! You can get good people, but you can’t do it with yesterday’s methods.

You can no longer recruit when you NEED people. You must recruit everyday because you WANT people. You can no longer expect people to walk in looking for a job, they don’t. You can no longer run an ad in the paper and have a bunch of people show up.

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18 – Post on your website 19 – Include in your company newsletter or enews to your customers 20 – Advertise on traditional mass media such as radio and TV Now that you have the necessary resources to hire a good team, it is time to execute. Go make a difference at your dealership today. Without action, all of this information has very little use.

Success only comes with action.

Mark Tewart is the President of Tewart Enterprises Inc. For specific questions contact him via - twitter:@marktewart or by e-mail at markt@dealersolutions.info.

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