Dealer Solutions Magazine March 2015

VOL. 8 | ISSUE 3 | MARCH 2015

A Division of IPD

NEVER AGAIN DEPEND ON

UPs with

Bob Burg

PG: 6

Inside Feature

Principal’s Office with

Rick Ricart

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X I CAN’T DO IT PG: 18

STRATEGICALLY

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Call: 813.630.5888 x512 or Visit: www.ipdmail.com/evolution

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CONTENTS Editor-In-Chief Michael Oquendo Editor David Villa Creative Director Austin Janowsky Marketing Director Jason Yamnitz 4

Featured In This Issue...

Articles

6.

Never Again Depend on UPs

By Bob Burg

10. 10X Your Resolution Part 2

By Grant Cardone 12. Make Way For Millennials

By Jenn Reid

15. Managers: It’s Time to Get involved

By Clint Burns

16. The Principal’s Office with Rick Ricart

By Michael Oquendo

X

18. I Can’t Do It

By David Villa

20. Strategically Transform Your Dealership in 2015

By Marty Coates

22. 7 Ways to Increase Employee Engagement

By Dave Anderson

25. What is the proper way to greet a customer?

By Charles Cannon

26. Why Salespeople Don’t Take Action

By Laura Madison

26. Avoiding the Pitfalls of Your Position

By Jeff Cowan

27. You Are Not Giving Me Enough For My Trade In

By Mark Tewart

31. You Need To Help Your Customer Get Their Money Right

By Matt Manero

ContributingAuthors Authors Contributing David Villa

Marty Coates

Bob Burg

Dave Anderson

Grant Cardone

Charles Cannon

Matt Manero

Laura Madison

Clint Burns

Jeff Cowan

Jenn Reid

Mark Tewart

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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5

Never AGAIN Depend on

Ups

By: Bob Burg

There is nothing wrong with Ups. They can walk through the door with a deep desire to own your product and be financially qualified to do so. Not only that, if you provide a spectacular buying experience, make sure they are well-taken care of when their car needs to be serviced, and you stay in touch regularly, they can be – not only repeat buyers but – a fantastic source of referrals.

Indeed, there’s nothing wrong with Ups. There is only something wrong with depending upon them for your sales success and income.

When this is the case you are operating from a position of weakness. Why? Because when you are dependent upon them buying, you press. You’re too attached to the outcome. You come across as needy and “pressury.” You need them too much and it shows. And, as you know, nobody wants to do business with someone who needs them too much. It’s contrary to human nature.

And, let’s face it, many times this Up you’ve been waiting for is neither in a hurry to buy, nor financially qualified.

Depending upon Ups is leaving your financial success to luck of the draw!

Develop Your Army of Ambassadors and Customers You can go into the community and meet new people, many of whom will become your prospects and/or referral sources? Automotive sales professionals know this, but all-too-few actually take advantage of this great opportunity.

If you’re not out there in your community cultivating new prospects and referral business, you’re leaving money on the table and keeping many potential customers from utilizing your expert assistance in driving the vehicle that will enrich their lives and that of their loved ones.

While certainly not everyone you meet locally will be interested in a car at this time, or the type you sell, many of them know lots

6

of others who just might be. There are “diamonds in your acres” -- your local acres.

Yet, the majority of automotive sales professionals avoid person-toperson prospecting like the plague.

Why? Perhaps because it’s always been that way. Oh sure, every so often a new outbound prospecting tool or methodology is introduced but eventually it’s just so much “easier” to let people come to you. Maybe they’re not necessarily good, qualified prospects but at least they’re coming to you and you don’t have to face the rejection of approaching someone and being told no.

Yet, you know that it isn’t nearly as productive to work this way, and without an ongoing and always-increasing number of quality prospects and referrals you’ll find it difficult to have a business that is both profitable…and predictable! (Never mind a lot more fun!)

Instead, you can be a master at obtaining qualified prospects and gathering referrals and never feel as though what you’re doing is less than professional or in any way stereotypically “salesy.”

Understanding The Golden Rule of Sales Superstar automotive sales professionals build their business on this premise: “All things being equal, people will do business with, and refer business to, those people they know, like and trust.”

That’s it, plain and simple.

So, how do you meet the people with whom you can cultivate those kinds of relationships?

Actually, opportunities constantly arise to meet new people. Local business events, your house of worship, charity functions, your child’s ballgames, and many other places. And, regardless of how many individually ever become customers, the chances are good they all know others who very well could.

After all, you’ll remember way back when Joe Girard, not only the greatest automobile salesman but – according to the Guinness Book of World Records – the greatest overall salesman in the world documented that most people know about 250 other people. Think about it: Every time you meet one new person, and develop that relationship to the point they know, like, and trust you, you’ve just increased your personal sphere of influence by a potential 250 people… every… single… time!

Not only can you do this, you can have fun doing it. In fact, once you begin the process and experience the results you’ll wonder why you didn’t begin doing this long ago.

Where The Rubber Meets The Road This occurs through Networking. However, since that term is generally so misunderstood, allow me to provide you with a definition that will frame it correctly.

Networking is simply: “The cultivating of mutually beneficial, give and receive, win/win relationships.”

Yes, this is diametrically opposed to the stereotypical fast-talking salesperson who aggressively shakes hands and disperses business cards to everyone with whom they cross paths. That person who is overbearing and pushy, ready to impart their slick elevator pitch on anyone who will listen. Ouch! That is downright uncomfortable.

And, not just for the person in front of you but for you, as well.

No, true Networking is just the opposite. It’s not about you. It’s about… them.

In fact, when practiced correctly, with your focus on the other person, it will dramatically increase your number of A-list prospects as well as your referral business; and in a way that will astound you.

Let’s say you’re at a local event and you meet someone new. Many salespeople feel they need to do most of the talking. In other words, if they’re going to promote their business, they must show how intelligent and successful they are, and maybe even ask pointed, personal questions about the person’s current situation in order to discover needs.

What this typically accomplishes is to make the other person uncomfortable and defensive. Instead, let the conversation happen naturally, and in such a way that he or she enjoys the conversation as much as, if not more then, you do.

How? Ask questions. But not just any questions. And not prospecting questions. Instead, use what I call Feel-Good Questions®. These are simply questions designed to put the person with whom you are speaking at ease and begin the rapport-building process. These questions are not intrusive or invasive. Feel-Good Questions are simply questions that, by their very nature, will make the other person feel good; about themselves, about the conversation, and about you.

These questions are the first step in the know, like and trust relationship.

Although I have ten Feel-Good Questions in my arsenal (For all ten visit www.burg.com/10q) please know that you’ll never ask any more than two or three in any one conversation. Still, they are all good to know depending upon the person you’re speaking with.*

These Are Difference-Makers Let’s look at just two. If you ask only these two Feel-Good Questions you’ll find a remarkable difference in the response you receive from this person as opposed to others in conversations where you spoke mostly about yourself and your business. #1 “How did you get started in the 'widget’ business?” I call this the “Movie-of-the-Week” question because most people love the opportunity to “tell their story” to someone. This, in a world where most people don’t care to know.

Be sure and actively listen, and be genuinely interested in what they are saying. #2 “What do you enjoy most about what you do?” Again, you are giving them something very positive to associate with you and your conversation. You have not – immediately upon meeting them – dug in to find their pain. No, instead, you’ve identified their joy and helped them to feel good about themselves.

You’ve begun to establish a nice rapport with your new prospect or referral source. You are focusing on him or her rather than you and your awesome vehicles.

Now it’s time for the One Key Question that will separate you from everyone else (and definitely every other automotive sales professional) they’ve ever met: “Gary, how can I know if someone I’m speaking with would be a good prospect for you?”

What have you accomplished by asking that question? Two things.

First, you’ve continued to establish yourself as being different from every other automotive salesperson they’ve ever met, who only seem to want to know, “Would you like to buy a car from me?” Instead, you are communicating that your interest is in helping them.

Secondly, since you are asking for help in identifying their prospects, he or she will gladly supply you with an answer. And nothing builds trust and credibility with a prospect or potential referral source than actually referring business to them whenever possible.

Note: If you are speaking with someone not directly in sales (thus “prospects” wouldn’t be of value to them), that’s okay. Simply gear the question accordingly. For example, “How can I know if someone I’m speaking with would be a good connection for you?” Or, “… someone you’d like to meet?”

Con’t on Page 8

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After The Conversation A few minutes later the conversation ends. Aside from telling them your line of work and the dealership name, you never even brought up your business. Excellent, since your relationship is probably not far enough along for him or her to be receptive to that. (On the other hand, in the unlikely event they are currently in the market for a car your focus on them has made them feel so comfortable with you they will probably be excited to set up a visit.)

Important: Make sure you obtain their business card or contact information. Now you are in a position to follow-up and follow through effectively. What about your card? Give it to them only if they ask for it.

If you’ve met this person in a one-on-one situation or environment, the next step is the follow-up/follow through.

However, if you are at a group gathering you can add a powerful additional step. This is something Superstar Networkers do constantly and consistently. Few others ever even think of this. Become proficient at it and entire new worlds will open up for you.

Be a Connector. Introduce people you’ve met to one another in a way that makes each person feel special. Then take it even a step further –– suggest ways they can look for referrals for each other!

You’ll get to immediately utilize their answers from the One Key Question you asked earlier. Tell Gary how to know who’d be a good prospect for Ann and vice versa. Wow! Will they be impressed! Practically no one else but you does this!

Imagine how delighted they are to have met you. You’ve done nothing but focus on them and shown them you are interested in adding value to their lives, to their success. They’re already beginning to realize that just by knowing you and having you as a part of their network…they stand to gain.

Yes, whether meeting new people one-on-one or at small or large, formal or informal gatherings, following the above will help you to very quickly build your prospect list with high-quality people.

Again, in a way that is enjoyable both for you and your prospects.

Never again experience the “discomfort” in the pit of your stomach knowing you have to nervously and clumsily approach someone you don’t want to approach, and whom you can just sense does not want to be approached.

Now, let’s briefly explore the follow-up and follow-through that will soon have you positioned in their minds as the one person to buy a vehicle from and/or refer to others.

The All-Important ‘Thank You’ Note Send those with whom you want to establish a relationship a personalized thank-you note. Sure, we’ve all been taught that. However, very few people actually do it. And, it’s a goldmine.

8

Hand-write it on a 3.6” x 8.5” (fits nicely inside a #10 envelope) notecard. This notecard has your contact information as well as a small, professional picture of yourself and a very brief “benefit statement.” It is not a direct response piece but simply a thank you note.

Written in blue ink it reads: “Hi Mary, it was a pleasure meeting you. If I can ever refer business your way, I certainly will.” Then sign your name. Do not include your business card or make any reference to your profession.

The photo is vital. You want them to remember you – to picture you – as that person who made them feel so good about themselves when you met.

“But what about e-mail? Can’t I just send an e-mail note?” Of course, you can do anything you want. However, if you truly desire to separate yourself from everyone else then make this first followup contact a hand-written note as described. (For a sample you can model, visit www.burg.com/notecard.)

You’ve shown that you have a lot of class and that you are conscientious, a real pro. You’re positioning yourself as a person worthy of doing business with directly or having business referred to.

Just as importantly, what you didn’t do is come on too strong or “salesy.” You simply thanked them. Most people greatly appreciate that. And, with the promise to make an effort to send business her way, you also once again let them know you have their best interests in mind You might be tempted to add something about keeping you in mind if she, or someone she knows, “ever needs a great car…”

I strongly suggest you don’t do that. They understand why you sent the note, and you’ve already made a great impression. This notecard is a positioning tool used simply to further advance the new relationship. Typically it does not bring instantaneous results. But, that’s not to say “never.” If the timing happens to be right either for themselves or for someone they know, it will happen.

Next, send any information they might find to be of value. If Gary collects antiques send an article you see on that topic. Or be proactive and search online for information on buying and selling antiques. Print out an article you find and send it to him with a handwritten note on your personalized notecard.

If you learn of a business opening up that would make a perfect prospect for Ann, send her a handwritten note and let her know.

You think she’ll appreciate that and hold you in high regard? You bet she will!

Next, send a notepad to every prospect and potential referral source. (For a sample visit www.burg.com/notepad and scroll down page) What a powerful way to gently, consistently and effectively stay at top-of-(their)-mind. People keep these on their desks and use them every day. Whenever they do, they see your name, your face, and what you do for a living. And, they appreciate you!

And, of course, whenever you can refer business to them, magic happens. An added benefit: soon, you’ll become that person others call when they need to know someone or something. All sorts of business will take place and you’ll often be at the center of it. I’m sure you can see the “know, like and trust” benefit of that type of positioning.

The follow-through is designed to ensure that when the time comes that your prospect needs an automobile (or knows someone else who does), you will be the only one who could possibly come to mind.

Ask For And Receive Referrals So, you’re now consistently meeting high-quality people, following up systematically and effectively, and cultivating relationships.

Large numbers of “Personal Walking Ambassadors” feel great about you; they know you, they like you, and they trust you.

Some of them may have already become happy customers. Leverage those relationships and obtain referrals to those you can also serve, now or in the future. (If not now, then follow through with them the same way as above.)

Others are not yet in the market but are happy to sit down with you and refer you to people you can proactively contact.

In both cases the key is to ask in a way that helps them to come up with names rather than give you a blank stare followed by, “I can’t think of anybody right now but, when I do, I’ll let you know.”

To ask correctly, follow the lead of Master Sales Trainer and regular contributor to this publication, Tom Hopkins (www.TomHopkins). In his classic, How to Master the Art of Selling, he expertly teaches how to funnel down their world into small groups of people they can see in their mind’s eye.

If Gary is an avid golfer, ask who he usually plays with. He’ll probably come up with two or three names. He’s a member of his Rotary Club? Who does he sit next to each week? Does he sit on a local board? Who are the four people who serve with him?

He doesn’t need to refer all of them to you. The key is to help him to be able to identify people. Once he comes up with one name and the ice is broken, it becomes even easier for him to think of others.

And, after a few of those frames, you can gently go through the occupation alphabet list with him: Who is his (A)ccountant; (B)anker; (C)hiropractor…?

What about his neighbors, fellow employees, family members, etc.?

The key is that because he knows, likes, and trusts you – because he wants to see you succeed and knows you can provide a great service to those he cares about – he’ll be happy to work with you on this. If you feel comfortable with the process, he will too.

Sure, this is just the tip of the iceberg. But it’s a tip that will now make those Ups something you can take or leave, rather than being your only source of qualified prospects.

These are also excellent questions to ask when you do have a qualified prospect in front of you whom you’ve never before met, whether from an Up or from a referral. Imagine asking two or three of these questions during your “get to know each other phase” and then asking the One Key Question. How often have your prospective customers experienced that from their automotive sales professional?

Bob Burg is a Bestselling Author & the Founder of Certified Go-Giver Coaching Program.

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

9

10X Your Resolution Part Two

By Grant Cardone

Take 10X Action: Taking massive action means making somewhat unreasonable choices and then following these up with even more action. This level of action will be considered by some to be borderline insane, well beyond the agreed-upon social norm—and will always create new problems. But remember: If you don’t create new problems, then you’re not taking enough action.

When I started my first business I had to make it work; there was simply no two ways about it! If I wanted people to know about me and about what I represented, then I was going to have to do a lot—period. The problem wasn’t competition; it was obscurity. No one even knew who I was. This has been the single biggest problem I’ve encountered in every business I’ve built, and I imagine that it’s one most entrepreneurs face. I didn’t have money to invest in advertising, so I spent all my energy on phone calls, traditional mail, e-mail, cold calls, return calls, visits, and more calls. This level of massive action may sound—and is indeed—exhausting at times. However, it will create more certainty and security for you than probably any other education or training you will ever receive.

You can also expect to be criticized and labeled by others when you start taking massive action. The second you start hitting it big, you will immediately be judged by the

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mediocre. People who operate at lower levels of action will be threatened by your activity level and will often make it seem somehow “wrong” in order to make themselves right.

Receive 10X Criticism: Although getting criticism is certainly not the best feeling

in the world, I have great news: receiving criticism is not something that you want to avoid. Criticism is defined as: judgment of the merits and faults of the work or actions of one individual by another. Although criticizing does not necessarily mean to imply fault, the word is often taken to mean prejudice or disapproval. When you start taking the right amount of action, and therefore creating success, criticism is often not far behind.

Of course, most people don’t like being criticized. However, I’ve found that it comes as a natural result of getting attention. You need to expect and anticipate this as one of the signs of success. It will come when you start really cranking at 10X levels—often before your accomplishment is even evident.

Grant Cardone is a Best Selling Author & CEO of Grant Cardone Enterprises.

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

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MAKE WAY FOR

Tips for how automotive dealers can successfully work with first-time buyers

By Jenn Reid Despite Millennial’s reported sentiment against owning vehicles, the fact is that they will account for nearly half of those purchasing cars over the next 10 years, according to an AutoTrader.com report. In order to successfully work with this emerging market segment, however, it is important for automotive dealers to acknowledge and manage this generation’s unique life situation and limited credit history.

Those dealers that take the time to have a deep understanding of non-prime financing programs; are more skilled in educating Millennials regarding the vehicle-buying process; are more effective in collecting the right information; and are better able to drive sales with today’s marketing tools – will ultimately reap the rewards of working successfully with Millennial car buyers.

Tip 1: Understand Non-Prime Financing Programs: As with any generation, Millennials have their own unique set of financial pressures, most notably, their significant debt load. In fact, 70 percent of college seniors who graduated last year have student loan debt averaging

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more than $29,000, according to the Project on Student Debt. While more Millennials have joined the ranks of the employed in the last few months, their ongoing challenges continue to impact both their credit worthiness and ability to purchase.

as familiar with the vehicle-buying process. These inexperienced buyers may find a car they want and become emotionally attached to it, but when confronted with a cumbersome loan process, many become easily frustrated if they cannot afford it.

Dealers must understand these challenges and avoid the practice of “shot-gunning” applications to multiple lenders. Doing so can actually result in a number of declines and adverse action letters – ultimately causing a negative customer experience for many first-time buyers. Instead, dealers must be sure to have the right mix of lenders who will approve thin-file buyers. It is also important that the dealer really understands the lender’s programs, and what is required to approve the deal.

To avoid this, dealerships should act as consultants and work closely with first-time buyers to set realistic expectations for what he or she can afford early in the process. Dealers should also stay tuned in to Millennial’s life changes. It is critical to ask more probing questions upfront about the buyer’s needs and financial challenges to ensure a smoother and more enjoyable process. These questions should be balanced with educating customers on the process, and what will be needed to set them up for success.

Tip 2: Educate First-Time Buyers: In general, Millennials tend to be very educated buyers. Nearly threefourths of them research products online before making a purchase, and spend more than 17 hours researching a vehicle before buying it, according to AutoTrader. While Millennials may tend to be very educated about the actual vehicle, they are often not

Tip 3: Collect Accurate Information & Leverage Alternative Data: According to Equifax data, only 44 percent of Millennials are prime (a credit score of 660 or higher) and just 46 percent have substantial credit history (three or more trade lines).

As this group matures, the health of the auto industry will rely largely on

how both dealers and lenders learn to evaluate Millennials. This will require access to better consumer insights and alternative data – like verification of rent, insurance and address – paired with accurate employment and income data from the buyers, including job tenure, employer contact information, income and work/home address.

Obtaining this information speeds the funding process, but it’s only half the battle, as verification of employment and income can be both challenging and time-consuming. This problem is intensified by Millennial’s expectations for immediate responses. They can quickly become frustrated with slow, cumbersome decisioning – potentially leaving the showroom and taking their business to a dealer that can better meet their expectations.

Dealers can achieve this balance by effectively leveraging instant access to real, employer-reported payroll data through The Work Number®, a proprietary database of income and employment information owned

by Equifax. Not only does this increase accuracy in scoring and risk assessment, which can help credit underwriters make more confident decisions – dealers can also keep first-

time buyers at the dealership and quickly work with them to purchase a vehicle.

Tip 4: Leverage New Marketing Tools: To adapt to Millennials’ service and convenience expectations, dealers should become familiar with some of the latest tools available to help quickly assess both the demographic and financial situation of buyers walking into their showrooms. Today’s marketing tools can not only help auto dealers quickly estimate the financial capacity of a buyer, but also help direct toward the make and model of cars they are likely to prefer.

Finally, because Millennials have a propensity to start their vehicle research online, dealers should leverage enhanced web analytics with financial insights for improved website traffic analysis and advanced advertising and marketing capabilities. Dealers can better understand who exactly is visiting their website, and then optimize their online campaigns to better target Millennials and first-time buyers with the most relevant information to meet their unique needs.

With Millennials projected to become the wealthiest generation in our country’s history (accounting for a collective annual income of $3.4 trillion by 2018), it is important for dealers to identify ways to work more effectively with this group and capitalize on a fast-growing market segment. For the vast majority of Millennials, the vehicles they buy over the next several years will be their first vehicle purchase. Dealers must bear that in mind and recognize their unique economic challenges; proactively educate them on the process; collect and leverage the right data to quickly match them with the right vehicles; and tap today’s marketing tools to optimize campaigns and provide Millennials with the information they want and need. Following these tips will ultimately equip today’s automotive dealers for success in 2015 and beyond.

Jenn Reid is the Senior Director of Product Marketing.

For specific questions contact him via twitter @AutoJenn or by e-mail at jeff@dealersolutions.info.

Hosted by

David Villa & David Cribbs

The Show Where Dealers Go UPCOMING SHOWS • • • • •

Four Square - Love it, Hate it or Debate it The Great American Auto Panel Theo Wood Matt Koenig BDC Boardroom panel LIVE from DD18

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CLOSERS

Tom Hopkins

SALES SEGMENT March 26th • 3:30pm EST

Grant Cardone

Les Brown

Tune in to:

Bob Burg

w w w. a u t o d e a l e r l i v e . n e t 14 14

Managers: It’s Time to

By Clint Burns

In case you’re wondering this article is for managers, not salespeople. Last month we examined the importance of the Test-Drive, which established an appropriate awareness about salespeople who fail to build value for their customers. Assuming that was taken to heart, it’s time for the next step. Here’s the simple question: What IS next?

Well, did you know that manager TO’s increase closing ratios by 21%? That’s quite a statistic! So why not get off your butt and go introduce yourself?

“But I don’t want to micro-manage my team.”

That, to be frank, is a fundamental misunderstanding of what it means to manage. By being involved in the sales process you are managing in a very general fashion. No one is asking you to breathe down the neck of each and every salesperson, but there has to be some middle ground.

Allow me to posit this: if you lack the basic knowledge of how many customers your individual salespeople took, then how could you possibly know their batting average? How could you know how to use your expertise to help them improve, to better train them? The obvious answer is YOU CAN’T. It’s time to get involved in a very basic sense.

Don’t be a mysterious figure behind a desk that occasionally makes a surprise appearance for a customer. Make an impact.

Make an early introduction before the salesperson and customer get down in the trenches during a negotiation. If your only appearance is during negotiation, then you will automatically be perceived as a threat because the customer will more than likely be on the defensive. You will appear as nothing more than reinforcements for the opposition.

At that point you aren’t likely making things better. No, a TO is most useful if you have properly presented yourself at the START so as to establish yourself as a friendly faction to the customer. You’re simply saying hello, asking a few nonintrusive questions, and making it known that you want them to have a fantastic experience. I would buy a car from that person.

The fact that the average customer only visits between 1 and 1.5 dealerships before purchasing a car has become reasonably well known. So it’s fair to say that if there’s a way to

increase closing ratios by 21% without ever spending a dime, then it’s more crucial than ever to do it! The point of getting management involved is not to scare a customer into buying a car, but to use the higher level of authority to get things done more prudently.

Aside from the numbers, why is managerial involvement really important? It’s simple. Just as a Test-Drive builds value in the product, if done right, managerial involvement builds value for the dealership. As a manager, a customer’s perception is that you have a say in how things are handled.

You can influence the culture of the dealership, affect the very core of how it operates. Whether true or not, that is often the perception. With that being said, IF you (the management) make a fantastic first impression and establish a degree of trust, then that directly effects the customers perception of the dealership as a whole.

Have you ever heard a friend tell a story in which they speak extremely highly of a certain establishment? “That restaurant was unbelievable! I mean the food was great, but the waiter was so nice! Plus, the manager visited us and even joked with us for a few minutes.” But how many restaurant employees did they actually encounter? Probably around two. Those TWO people shaped their entire perception of the restaurant. When coupled with good food, they suddenly assume that, because of the TWO nice folks, the entire business is amazing. Plus, they shared the experience with you.

Do you not want that for your dealership? I’m not saying you will necessarily change the national perception of car dealerships, but you will change the perception of the customers that you interact with.

Invest in your future. Make your customers perceive you and your team like this, and people WILL associate it with your dealership.

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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The Principal’s Office with Rick Ricart

Keep It Simple

By Michael Oquendo

Rick Ricart is the General Manager of Ricart Automotive, the largest CPO dealer in the world. Averaging over 550 CPO vehicle sales per month in one location.

Rick is the second-oldest of five children.

He attended Southern Methodist University in Dallas and then transferred to Northwood University in West Palm Beach, Fla., one of the few colleges that offers a degree in automotive marketing and management.

He returned to central Ohio in 2003 and got a job at Ricart Chevrolet in Whitehall, a franchise the family has since sold.

He worked his way up from salesman to his current job, which is one step removed from the top of the company.

Motivated by family. I have a responsibility to help in the continued success and growth of the greatest family owned car dealership in the world. Advance and conquer, never retreat and save. Always move forward, always get better, keep learning, keep growing.

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A lot has changed. I sometimes wonder how many people still consider this industry one that is, at heart, simple.

There are more intelligent people in the industry than ever before, and in some ways I’m not sure that’s a good thing.

Before you hang me out to dry, hear me out. I’m incredibly thankful for brilliant people who have changed the industry forever. I’m surrounded by brilliant people.

However, in my experience extreme intellectualism can often serve to overcomplicate an industry that I still believe to be exceptionally simple.

The most important question is always: Why? Sometimes complicated reporting services sound great, but there’s no reason to have more than a couple of reporting services for basic measurements. Everything else is just excessive, and I would challenge you to ask yourself why you need every tool that you use. You may find that several serve no real purpose.

Always remember that a tool is just that: a tool.

That’s it. A hammer doesn’t suddenly build anything by itself, but a person that puts it to work can make great things happen. As a manger ask these two questions: Is anyone using this tool? (you, your team or your customers) Do I really need this, or is it just a distraction to me, my team and my customers?

If no one is using a tool, then either there were unclear expectations or a lack of value associated with that tool. If you find yourself buried in analytical data, but find that there is no action taken in response to the data’s findings, then why do you continue to waste your time with it? In either scenario it’s time to reconsider your strategy.

Plus, keep in mind that getting involved with every new software tool available is NOT the way to stay ahead of the curve. That’s exactly how you will fall behind as you inundate yourself with tools to an extent

that they become a burden. Tools are meant to make us more effective, not more inefficient.

So remember to look ahead, but not too far ahead.

Most importantly, make well informed decisions.

Choosing every shiny new toy is NOT a real decision.

Making decisions means that you will either be right or wrong. “Choosing” every option is a cop out for leaders who do not trust their own instincts.

An inability to trust yourself might very well stem from your own failure to constantly gather information.

Being confident is easy when you actually know what you’re talking about. Now, you might say “I don’t have time for that!” Two things: 1) Gathering information is something I do because I love this industry. I can’t help it! 2) If you truly don’t have time to remain cutting edge, ask yourself why?

The wonderful thing about simplification is that it not only makes us produce more, it also frees our time for the most important things. Here’s a thought, you already speak with vendors now, so start using them to freely pull information that you can use to improve your dealership.

It is also crucial to remember that the future is not dictated by the auto industry. As much as we like to look internally for progress, and there certainly are dealers making some amazing progress, it is good to consider outside sources as well. Excessive pride can be a massive hindrance to any attempts at becoming a true expert that makes well informed decisions. Take the best aspects of every good thing you encounter and think of ways it might apply to your dealership. Be creative. Be innovative.

And, more than anything else, let’s resolve to keep it simple.

Rick Ricart is the Dealer Principal at Ricart Automotive.

For specific questions contact her via - twitter:@RickRicart or by e-mail at rick@dealersolutions.info.

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By David Villa It was once said, “Those who say they can’t and those who say they can are both right.” Some of us don’t realize how much power words actually have on us.

Matthew 12:37 - “For by your words you will be acquitted, and by your words you will be condemned.”

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Don’t be fooled. Just because words don’t have any physical substance doesn’t mean they won’t seriously impact our perception.

One secret to leading a successful life is choosing the correct words to use. Using the right words allows us to view life through the proper perspective, which helps bring out the best version of ourselves imaginable. We need words of this nature to persevere through the rough patches we all are naturally faced with, to help guide us through the terrain we will face on the journey from “success to significance.”

One word I hear used by people more often than any other word… is can’t.

If you want to live your life to its highest potential and achieve all of your goals, then eliminate this belittling word, “can’t,” from your vocabulary. Saying “I can’t” to yourself in any situation is the most harmful form of self affliction on earth. You might as well stop trying at whatever you are doing if you truly believe you can’t pull it off. Life is about breaking through that wall of “I can’t” and telling yourself that you can!

Here are 3 reasons why you never say “I can’t”.

1. Just thinking that you can’t do something instantly weakens you.

It is impossible to get through anything if you don’t truly believe it can be done. Just telling yourself that you can’t overcome what life has thrown at you a few times keeps you pigeon holed, afraid of breaking out of a boring lifestyle that has no risk and therefore no reward.

Those who tell themselves they can do something believe they can find a way, and understand that the only person who can stop them from figuring out how to find a solution to a problem is themselves.

You never truly know what you are capable of accomplishing until you tell yourself you can and you actually start trying like you never have before.

2. It can stop you from changing the world.

Henry Ford wanted to build the first V8 engine. He didn’t know how to do it, so he asked his highly qualified engineers to build it. According to them, a V8 engine was impossible, but Henry Ford wanted it. Ford would continually ask the men if they had it figured out and they would continue to give reasons why they weren’t able to build it. This went on for many months until those same engineers, who said it couldn’t be done, built the V8 engine he wanted.

Henry Ford refused to believe it wasn’t possible even though his engineers were convinced his dream couldn’t be brought to life. He pushed them to think beyond their limits. If he would have listened to everyone around him we might still be using horses to get from place to place.

The words “I can” is the reason why we live in such an advanced world. You too can change the world if you put your mind to it. In this world, nothing is impossible.

3. You already have lost the mental battle.

If you think “I can’t,” then you are setting yourself up for failure even if you try.

Believing that you can do anything is vital if you want to have any sort of motivation to take action towards a specific goal. Once you get started, your success depends on what you’re repeating in your head along the way. It depends on how far you feel like pushing yourself and breaking through any notion you have of not being able to overcome what is in front of you.

Thinking “I can’t” is like driving a car with the emergency brakes engaged. In order to get the car to go, you will have to release the parking brake; release your negative thoughts of “I can’t.”

Too often people try to achieve a goal and then wonder why their efforts aren’t paying off when what they should have done is just release their doubts entirely.

It’s time to knock the “t” off the “can’t.” When you remove the T you have “CAN”…Yes you CAN! You are able to do, make, or accomplish your goals right now!

Get up. Try again. Keep going. Don’t Quit! You are only one decision away from responding with hope instead of fear, with encouragement instead of criticism, with belief instead of despair.

It’s your choice!

Philippians 4:13 I can do all things through Christ[a] who strengthens me.

David Villa is the President & CEO of IPD. For specific questions contact him via - twitter:@ipdmail or by e-mail at davidv@dealersolutions.info.

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Strategically TRANSFORM Your Dealership in 2015

By Marty Coates

By Tim Byrd

With the New Year already underway, many automobile dealers are scurrying about their lots making deals with prospective customers. Others are struggling to find new customers. Most are doing business the way they do every year in hopes that by year’s end, they will have sold more units and made more money than the previous year. Some dealers are in search of a new direction.

Someone once said, “If you always do what you’ve always done, you will always get what you’ve always got.” If you want to change your outcome for 2015, you will need to make a change in the way you do things. It may require more than a few New Year’s resolutions. It may require a strategic transformation of your dealership.

This is best done through a strategic plan. Not just words on paper, or the latest, greatest gadget downloaded on an IPad, rather a process-oriented plan to bring about results and to move your dealership in a new direction.

I call this the Strategic Transformation Process. I have facilitated many of these with organizations over the past 25 years. When executed properly, many of my customers have experienced impressive growth.

Here are Seven Keys To Strategic Transformation that you should employ as you chart your course for 2015:

1) Clearly define your Vision

Your vision is a picture of the dealership at some time in the future (usually 3 years). It is leader directed and should be clearly communicated in a written statement to your team. The vision is future-focused and should propel the organization forward.

2) Institutionalize your corporate Mission

The Mission of your dealership is more than selling cars. What is it? Why are you in the car business? The Mission describes your purpose for what you do, not where you are going.

3) Set actionable goals, strategic objectives and near-term actions

Transformation hinges on your plan. Reaching your vision requires you accomplish properly aligned goals, objectives and near-term actions. This is the “meat” of the plan.

These critical components of the plan must meet the SMART test to be effective. The word is an acronym for- Specific,

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Measurable, Attainable, Realistic and Time-bound. Identify who will be responsible for each of these actions in your dealership and establish completion dates for each item.

4) Communicate clearly your corporate Values Eric Harvey, co-author of the book, “Walk Your Talk” wrote, “Words are just words, unless you live by them”. Corporate values, whether written or not, are expressed in your actions. Your team and your customers will know the values of the owners/dealers by the way you interact with them.

I subscribe to the ideal that this may be the single most important part of a transformation.

5) Measure your progress and insist on accountability

Establish tools of measurement to insure you are doing the things you need to be successful. Hold your team members accountable to the plan.

6) Be flexible and adapt to changes in the plan

The strategic plan you develop should be written to allow for changes. Your path or course may need adjusting in order to arrive at your desired location.

7) Review and celebrate your accomplishments Periodically review your results and look for ways to celebrate your successes along the way with your team.

This will insure you meet your targets and will give you momentum to stay the course.

Adherence to the process is critical. Use what you learn through regular meetings with your team to make adjustments. Whatever you do, don’t quit. Momentary success or temporary setbacks will often times cause organizations to halt the plan and go back to their old ways. This is referred to as a “false start”. It is much more difficult to see transformation if you do not stick with it.

As you consider where you are now and where you want to be in the future, begin that journey by working through a strategic/business planning process. Transform your dealership by embarking on a new direction this year.

Marty Coates is Co-Founder and President of Waymaker Learning Corporation.

For specific questions contact him by e-mail at marty@dealersolutions.info.

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7 INCREASE WAYS to

Employee Engagement

By Dave Anderson

The past few years have brought a stronger awareness of the importance of engaged employees in the workplace. In fact, “employee engagement” has become a mantra for manufacturers and dealers alike in their quest to attract, develop and retain talent.

At the same time, conventional wisdom has long asserted that happy and satisfied employees should be a priority, and many assume that if employees are happy with their work and satisfied with their workplace that their engagement is a given. This is nonsense, and here’s why: Some employees are happy to hang out by the water cooler much of the day and gossip, snack, and work hard at looking busy. Could you honestly call this happy employee engaged?

Some employees are satisfied to do just enough daily to get by, just enough to get paid, and just enough not to get fired;

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not the behaviors any rational person would deem as engaged.

The reality is that employee engagement doesn’t come from an employee being happy or satisfied; happiness and satisfaction result from an employee being engaged with their work, and at their workplace. To dig deeper, let’s get past the buzzword aspect of “engagement”, and examine insights into what it looks like in practice and how to create it.

Employee engagement happens when an employee is emotionally invested in the company’s goals.

His or her work isn’t just a job, but a cause; they aren’t interested only in what they can get from the job but what they can become as a person while on the job. Yes, the employee wants to make money, but she also wants to make a difference; she doesn’t feel like just a number, but part of something special.

The degree to which an employee is emotionally invested in a company’s goals will depend largely on the strength of the relationship he has with his direct supervisor.

It’s incumbent on the leader to initiate the relationship with an employee and take the lead to strengthen it over time. To this end, a leader must prioritize spending time with people-work over paperwork. Otherwise he’s likely to substitute rules for relationships, reaping a banquet of compliance over committed engagement throughout the ranks.

When a leader substitutes rules for relationships he gets rebellion, not engagement.

Rebellion manifests in many ways: from coming into work late, to doing the bare minimum to get by, to not speaking well of co-workers or the company when away from the job.

Empowering team members with latitude and discretion increases engagement.

Helping your people become less dependent on you by empowering them to make more of their own decisions, solve their own problems, and implement their own ideas builds their self-esteem and allows them to take more ownership in their jobs. Empowering is more than simply telling someone it’s ok to do something; it means creating clear expectations for what you expect and helping them develop the skills to deliver.

Helping your team members develop a personal growth program improves their level of engagement.

Little creates more goodwill and engagement than when you take a personal, hands-on interest in helping the people on your team grow personally so they can reach their fullest potential. Helping them define growth objectives, and then determining the resources necessary to achieve them not only increases engagement, it builds a higher sense of loyalty to you personally, and to the organization.

Learning to motivate each team member as a unique individual, rather than like a head in a herd of cattle strengthens engagement.

Vince Lombardi was spot on when he said decades ago, “My job is to learn forty different ways to move forty different men.” Everyone has different strengths, weaknesses, aspirations and motivational triggers. You must know people to move people in these areas, and to know them you must spend meaningful time with them building a productive relationship; all of which is engaging. When an employee believes his or her boss cares enough to “get” them, engagement soars.

Successfully addressing the three key heart questions elevates engagement levels.

While “head” issues are naturally important to employees: compensation, benefits, scheduling and the like, “heart” issues are even more essential if you want to maximize employee engagement. Here are three questions every workplace must answer well to engage employees at their highest level: 1. “What will I become by working here?”

2. “What will I become a part of by working here?” 3.

“What difference will I be able to make by working here?”

Employees motivated by what they have a chance to become as a person; by being part of a special team, and by the opportunity to make a real difference move from feeling enslaved to engaged; from subordinates to followers; from driven stakes to stakeholders.

There’s much more to say about employee engagement, and dozens of additional strategies and tactics one can use to create it.

These seven points, however, provide both a checklist to evaluate how you’re doing as a leader; and a blueprint to begin taking more proactive action to maximize engagement in your dealership.

David Anderson is the President of Learn to Lead.

For specific questions contact him via twitter:@daveanderson100 or by e-mail at davida@dealersolutions.info.

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What is the PROPER WAY to greet a customer?

By Charles Cannon

We all have our fears. For some people, it is going to the dentist; for others, it is the fear of speaking in front of a large group. But if you ask around, going to a car dealership and working through the process of purchasing a vehicle can be just as (if not more) scary than anything else they experience in their lives.

One of the main reasons is that clients deal with unprofessional salespeople that start off the initial greeting wrong.

One of the things that a professional salesperson can do to help relieve the tension of coming to a car dealership is to have a proper greeting. The saying, “You never get a 2nd chance to make a 1st impression” is especially true in this scenario. So what are some things you can focus on to start the experience off right for your client(s)?

SMILE! Not only do you need to smile with your mouth, but it is also crucial that you smile with your eyes. People can easily pick up on body language, so when you are showing a GENUINE smile, clients will naturally feel relaxed around you. Practice this by both looking at yourself in the mirror smiling, and also with other sales people. Even when you don’t feel like smiling, it will help you relax the defensive mechanism that many clients have when walking into a dealership.

Greet EVERYONE in the group. It is very important that you acknowledge everyone (including kids) because you never know who the vehicle is for initially. It pains me when I see a salesperson only greet the male and ignore the female and kids, especially when it is the woman that makes the decision

the majority of the time! By not acknowledging everybody, it can kill your chances of selling a vehicle before you even start.

Greet the woman first (if possible). One of the keys to being great in this business is to be different from the competition.

In a typical scenario, when a salesperson greets a couple, they usually acknowledge the male first then the female. I am telling you to do the opposite. However, if the male is the first one to acknowledge you when approaching them, then you definitely greet them first. Is it possible that you offend the male in this situation? Highly unlikely! There have been plenty of times where I have been somewhere and my wife gets acknowledge before I do. I personally don’t mind it at all, and you will find out that most guys don’t mind as well.

Use eye contact. When greeting the party, make sure you look everyone in the eyes. This is where the “smiling with your eyes” comes into play. You want to look interested and excited, but not too strong. Looking too intense could backfire on you.

Overall, your goal in the initial greeting is to extend your positive enthusiasm and attitude to the client(s) that you are interacting with. By doing this, you will be able to smoothly transition to the interview process and start to build the trust that is needed for a client to want to do business with you.

Charles Cannon is a BMW Client Advisor for Advantage BMW Midtown.

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

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Why Salespeople Don’t Take Action The dreaded wait for the next ‘up’ is one of the most miserable feelings in the car business. Shifting weight from one foot to another, pacing from the point to the front door, wondering how long until the next customer comes in.

Misery in waiting is proven by science. Studies in psychology have shown that unoccupied time feels longer than occupied time, anxiety makes waiting feel longer, and uncertain waits are longer than known, finite waits.

Choosing to ignore this science, dealerships across the nation instruct their salespeople to stand out front and wait.

Those same dealerships come to wonder why salespeople often exhibit bad attitudes and why turnover is so high.

There is however, a resolution. During a time when 95% of buyers start their purchase process online, there is enormous opportunity for salespeople to use the Internet to promote themselves and create a fiercely loyal customer base. Instead of standing, waiting for the next customer, taking control online seems like an obvious and attractive alternative. The question is,

Why haven’t more salespeople taken action?

Reason #1: Discomfort.

The idea of moving away from the front door and doing something unfamiliar is extremely uncomfortable to most salespeople. Setting up a Facebook page, creating a blog, or filming a video can be too uncomfortable for many car salespeople to even consider.

The remedy: Action.

The thing about the discomfort of unfamiliar action is: it is dwarfed by the infinitely more uncomfortable stressing, worrying, and waiting by the front door. Diving in and taking action to begin using the Internet to connect with prospective customers is actually much more rewarding and enjoyable than simply standing and waiting for the next person to drive on to the lot.

Distraction can reduce anxiety and make time pass more quickly. A quick video of some new features on the redesigned Camry can be done easily by a salesperson with a phone or iPad on the lot, while four

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By Laura Madison

other salesmen crowd the front door drinking coffee complaining about slow lot traffic. The salesman taking action is more focused on his task, experiencing less anxiety, and proactively creating content to attract customers to him online.

A less anxious and more empowered salesperson is also arguably more capable to handle customers than his waiting, anxious counterparts.

Reason #2: Confidence.

Many salespeople do not feel they have the confidence to put their face on video and share insight into what they sell.

Whether a salesperson lacks confidence in ability, the product, or the sales process, this can create a barrier and discourage a salesperson to take action to attract and build relationships with customers online.

The remedy: Training.

Training undoubtedly boosts motivation and excitement in salespeople. Training can also impart enough confidence upon salespeople to enable them to take action. Although knowing a product is vital, training that builds confidence goes beyond manufacturerrequired modules. Training on how to take incoming phone calls, make outbound calls, and follow up with unsold prospects can make a salesperson infinitely more confident in his role. The more confident and secure a salesperson is in his profession, the more likely he can establish himself online and provide valuable insight to prospective customers.

As more customers take to the Internet to research and shop for cars, we, as an industry, need to meet them in that space. When salespeople provide insight and value online, they establish themselves as an expert in their field and build relationships with customers who will remain fiercely loyal to them for those efforts.

Managers and owners who encourage training and selfpromotion in their dealerships will empower their employees to leave less of their livelihood to chance.

Laura Madison is Director of Sales for Proactive Training Solutions..

For specific questions contact her via - twitter:@lauradrives or by e-mail at laura@dealersolutions.info.

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27

Avoiding the Pitfalls of Your Position

Understanding your role in the dealership and how it contributes to the success of the entire operation leads to satisfied customers, higher profits and greater job satisfaction.

By Jeff Cowan

Recently, I was in a meeting where I was asked to set aside 30 minutes at the end of my presentation for questions and answers. This group was very interesting and diverse. It consisted of, in equal parts, dealer principles, general managers, fixed operation directors, service managers, technicians and service advisors. What started out as one simple question, ended up becoming a game of “one-upmanship.”

No one wanted to look like the bad guy and what resulted was one of the most interesting question and answer periods I have been a part of. Based on the group’s reaction, I know they enjoyed it too.

The whole Q & A session was centered on one simple question: “What is the biggest mistake that (dealers/general managers/fixed ops directors/service managers/technicians/service advisors) make?” The following are my answers.

Dealers: When a dealer fails to learn and understand their fixed operations as well as they do the variable operations, the result is lost opportunity. By not immersing themselves in this all-important part of their business, they are forced to rely on information from those whom they pay to understand it for them. When this happens, the dealer principle is forced to run this department based on how that particular person sees fit. Many times this does not match the dealer’s approach to business and is usually very costly. A manager’s style of running a business is typically based on maintaining business, while a business owner’s is usually based on taking chances and promoting growth. In short, the person who knows the most is most likely to get their way.

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General Managers: General manager means generally managing all departments – being the leader, the one to inspire, encourage and create a cohesive team that works seamlessly together. At least that is what I tell my general manager. In the Auto industry however, too many times the GM becomes an extension of the sales manager. This is because that is from where most general managers are promoted. That being the case, the fixed operations get over looked because of unfamiliarity and the “front end / back end” mentality that exists. Sometimes, there is not just one big team that works together for the common cause to serve, excel and grow, but a team of “us-versus-them.”

A house divided is not a house that is going to be one of maximum production.

Fixed Operations Manager: This individual is the overseer of multiple locations. The problem arises when they fail to brand their locations and enforce consistent customer handling processes from location to location. When I visit a chain restaurant, hardware store, clothing store and the like, I do so because I know by the name on the sign exactly how I will be treated and what the experience will be like. I can bank on it and that is what draws me in.

By allowing the service manager of a given location to run that location as they see fit, you will be guaranteeing one thing: that from location to location very little, if anything, will be the same. When that happens, and it happens a lot, it is frustrating for your customers and bad for business.

Jeff Cowan is the CEO of Pro Talk.

For specific questions contact him via twitter - @JCowansProTalk or by e-mail at jeff@dealersolutions.info.

YOU

ARE NOT GIVING ME ENOUGH FOR MY TRADE IN

By Mark Tewart

If you sell vehicles, you have definitely heard this before. The value of the trade in is one of the major sticking points of any car purchase transaction. If you are not ready for this objection, you are killing your income and setting up your competitors to sell a vehicle.

Never start at the point of an objection to think about what you should do to handle an objection. Start at what potentially led to this objection in the first place. Think proactively and try to alter your process to remove or lessen this resistance before it occurs.

Using word tracks and objection handling techniques alone is like treating a recurring sickness but never thinking of what might be causing the sickness in the first place. Your success and failure are often systemic, based upon the principal of cause and effect.

There are only so many categories that customer objections can fall into and the trade-in value is one of the major categories.

Think of this as a water slide at an amusement park. You start at the top and slide effortlessly down into the water. In the sales process, we often have roadblocks that stop the customer from going effortlessly through the sales process, like a big roadblock on a water slide.

In most sales processes, salespeople and managers address the issues of the customer’s trade in towards the end of the process.

You often fact find, select a new vehicle, present and demonstrate and more before you ever address what can often be the biggest sticking point in the sales process — and where a customer has major unspoken fear. There used to be a TV commercial where a customer walked into a muffler shop and screamed “I’m not going to pay a lot for this muffler.” Customers are not walking into dealerships screaming, “I am not going to let you give me too little for my trade in.” However, they are thinking this and to not address the elephant in the room up front is a recipe for disaster.

This is the bad, old school “avoid and evade” sales process. I have a saying: “You can’t sweep dog poop under the rug and expect the stink to go away.”

After meeting and greeting a customer and entering into conversation and investigation, you must segue to the trade in first rather than last. I would invite you to take a 3x5 card out and tell the customer that you want to walk with them briefly over to their current vehicle for a couple of reasons. First, you want to get all the information and a description of the vehicle so that later on if they want a market value you will have all the information and that will save them lots of time. Secondly, while you are getting the information with them, ask them a few questions about what they like and don’t like about the vehicle and what they are looking for, and usually, based upon those questions, you come up with ideas that can save them money. Save time and save money — these are two things everyone wants to do. You are talking their language and expressing this in a language called “HFG” — Hope For Gain. Nobody buys a vehicle without the feeling of bettering his or her current situation.

If you utilize the trade in up front as a positive, rather than waiting until the end to hopefully avoid a negative, you will gain sales traction through better information, more personalized relationships and laser focusing your sales process. You will be able to utilize two different spectrums of selling: patterns and contrast.

You will first recognize a customer’s buying patterns. People are pattern repeaters. People like to do what they have done and recognize from the past. This gives them familiarity, comfort and consistency. On the other end, you will be able to fully enhance the sales process by contrasting the new to the old vehicle and how this new situation is familiar but much better. You can contrast any pain they may have while following all patterns that create pleasure.

It is extremely important to realize that selling is not just about a process or road to the sale. Selling at a high level is about connecting your customer’s hearts and minds while utilizing the sales process. I have often heard misguided managers instruct salespeople that if they just follow the sales process they will sell cars.

This is absolutely not true. You can be a robotic drone that gives data to customers, or you can be a customer centered, laserguided, problem-solving trusted advisor who takes customers to a higher level of buying emotion and thought process.

Your sales process must be psychologically and emotionally based to provide leverage. Without decision-making leverage, the customer will simply walk through your sales process, dismiss you and go somewhere else and buy. You are a salesperson, not a sales process. Combine your people skills with your sales skills. The trade in is a perfect place to utilize these skills together.

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.

SELL MORE CARS FOR MORE PROFIT IMMEDIATELY! Mark Tewart’s 24/7 Online Training

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

Go to www.tewartonlinetraining.com for a preview!

Bonus! Take a quick free demo and receive Mark Tewart’s Phone Dynamics Workbook and CD Training Series!

Online Training Courses 888 283-9278 www.tewart.com | info@tewart.com 513-932-9526

ATTENTION COMMERCIAL FLEET VEHICLE SALE SP EOPLE‌ YOU NEED TO HELP YOUR CUSTOMER GET THEIR MONEY RIGHT.

by Matt Manero If you or your sales staff are selling commercial fle et vehicles to business owners like you would sell a vehicle to an individual buyer, you are doing a disservice to your dealership, yourself and most importantly the business owner s that are coming to you for their purchase. Commercial fleet vehicle buyers, in most cases, are buying a vehicle and putting it to work T O MAKE T HEIR COMPANY MONE Y. T herefore, when selling to fleet buyers you need show them HO W MUCH MONEY T HIS P URCHASE WILL MAKE T HEIR COMPANY. At Commercial Fleet Financing, Inc., we have built a quick and simple tool we call the CF F BUDGET BUILD ER. Every time we quo te a transaction to a potential customer we run the purchase through the CF F bud get builder. As the finance company, it allows you to see if the purchase makes sense for your customer, but MORE IMP ORT AN T LY, it allows the CUST OMER to see if the purchase makes sense for their business. Taking the time to show your customer th e potential profit they will make by purchasing your fleet vehicle will not only help you sell more commercial fleet vehicles but it will also allow you to use the data T O HELP T HE M P ULL T HE T RIGGER AND CLOSE T HE DEAL! On the other side, it also allows the cus tomer to determine if this purchase is a smart one for their company, and if it is not, it allows them to walk away from a bad investment.

T he CF F Budget Builder is available on our home pag e at www.cffnationwide.com. Create a short cut to it on your desktop and use it each and every time you are working a fleet vehicle deal.

Matt Manero is the President and Founder of Commercial Fleet Financing, Inc. For specific questions contact him via - twitter:@MattManero or by e-mail at mattm@dealersolutions.info.

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