Autotrader HIRES Sean V. Bradley / Dealer Synergy to Train ALL 75 Van Tuyl Dealerships at Their Annual VIP Training Conference in Dallas Texas
Rules and Regulations for the BDC:
I have established rules and regulations for the BDC Center so it s understood what qualifies them as credit to the internet department and the sales floor has a clear understanding where and how this customer came into the showroom. This also gives trust and understanding to each internet representative and the sales team. The rules help with the double dipping on leads.
Prior 72 hours when a BDC Rep. receives contact through email or a phone it is the BDC representatives leads
After 72 hours if the customer responds in either a mass email or decides to call in the new BDC does all the work, then the new BDC gets the credit
If a phone up comes in and the BDC has had a response from the customer then it’s the original BDC Rep gets the credit. Need to develop a team environment.
If there is no contact through phone or email for 30 days then the record is open for any BDC
There must be a complete explanation in the notes of the CRM higher gear on what is going on with the customer. If there is not an accurate notation the manager has the right to decide what BDC rep deserves credit of lead, if any.
If customer comes in and does not make an appointment, but you have had contact with that customer the appointment will be the original BDC rep.
On the daily log, if there is an appointment made be the salesperson it is the salesperson appointment. NO BDC Rep is to take a salesperson appointment and make it theirs.
Cannot make an appointment when car is already sold or has a deposit taken
Etc…Each representative signs and understands these rules and regulations so there are no questions of what is being paid on or gets credit for. Each Rep is responsible for handing there leads on the week bonus and commissions.
I use the method of SMART goals (retrieved from: www.projectsmart.co.uk/smart-goals.html) to help me establish my goals and objectives for my BDC team.
*Clear to anyone that has a basic knowledge of the project
*Know if the goal is obtainable and how far away completion is
*know when it has been achieved
*Agreement with all the stakeholders what the goals should be
*Within the availability of resources, knowledge and time
*Enough time to achieve the goal
*Not too much time, which can affect project performance
Get everyone to your website! All advertising should bring customers directly to the dealer website. Use as little 3rd party vendors as possible. Less is more. The more contact and rapport you create with a customer the more loyal and trust worthy we become as a dealer. I work with six franchises and I found that the more you can control where you send your customers for information the closing percentage is much higher since you are guiding them to where you want them to go.
We have learned to use SEO/SEM on our website to our advantage. We have a very strong closing percentage from our SEO leads. We are now tapping into Adwords marketing which I feel will be a strong push for our internet leads this quarter.
Current lead providers:
Since I have started with this organization and implemented my process and procedures for the BDC this organizations numbers from the internet department 2010 to 2011 have shown a 41% increase. The stores are not highway stores and have now relied on our department for 40-45% of monthly sales, not added units.
- Year 2010 internet deals 425
year 2011 internet deals 601
Business Development Manager
Ray Price Auto Group
One of my biggest secrets to bringing customers back into our showroom is my Customer Relations person. They are part of my BDC crew but her title is Customer Relations Representative. This is our way as a dealership to separate ourselves from the salesmanship mentality, giving a customer to trust that they are speaking with someone who wants to know how their visit went. Many dealers have their salespeople or sales manager make the next day thank you for visiting call but we have our Customer Relations Representative contact our unsold showroom traffic. I found in my experiences that when a sales manager and or a salesperson made those follow up next day calls customers do simple one liners such as “still looking”, “not in the market”, or “I will call you”. With my customer relations person they take out the threat of a sales tactic. The customer truly gets the feeling our dealership wants to know how their visit went and if they had any additional questions. Many times it opens the flood gates as to how poor our salesman were or how they did not like the sales managers attitude. More often though, many express on how they did not receive enough for their trade and we were not able to get to the payments they wanted. With those statements from our customer triggers my Customer relations person to ask appropriate questions such as: I’m sorry to hear that we were not able to get to where you wanted to be, but if we could re visit your deal with my sales manager and get to your number or close to it will you come back into our dealership? Majority say yes of course, then I the BDC Manager receives the deal, takes a look at what and how the customer was treated and find out why our sales floor did not sell the customer when they had been in the showroom. I then negotiate with my sales manager to either push the trade or take off on the sales price that was presented to the customer. The Customer Relations person is to handle all unsold traffic floor ups and internet ups.
Some Customer examples:
A customer had come into our showroom and was greeted by a salesperson just as they always do. Customer wanted to be at a certain price on one of our used cars and the sales manager would not agree to sell the car at that point to the customer for the price they wanted. My customer relations person called to find out how their visit went. The customer expressed that the dealer was not willing to negotiate and that she wanted to be at a particular price out the door. They had been waiting for a call back from the salesperson which they had still not received. My customer relations person asked what car they were working on and the number they needed to be at, the customer expressed concern as how are you going to help me if I was already at your dealership and they were not willing to do anything then. The customer relations person response was my sales manager re visits the deal and that if we can get you to the price on that car you will come back in? Since a relationship was developed with the customer relations person they found out the problem as to why she need to be at a certain price it was because she was approved through her credit union and wanted to purchase that car with them but we had been able to get her a better interest rate and to put the difference of our price of $265 dollars on her credit card we could make the deal happen. We didn’t do anymore on the price, but since the relationship was built and found out more details as a non salesperson we had been able to convince her of purchasing the vehicle with us and not changing the sales price.
A customer had little and not much credit pretty much a ghost is how they described them. The sales manager did not waste too much time with them and expressed that we were not able to get them financed. Once my customer relations person had followed up and discussed what happen during their visit my representative was able to discover that a family member could provide $10,000 towards a purchase of a car and was able to come back down and bought one of our pre -owned car.
A customer’s vehicle choice of trim and model had to be located from another dealer. The particular salesperson they had in the showroom avoided locates at all costs. Once my customer relations person was able to talk with the customer so much information was collected they were able to find out that we need another salesperson to work this deal so we could find the car for this customer and sell it.
Below are some word tracks, scripts, and follow up process ideas:
Unsold Showroom Follow up Contact
1 day after visit Phone- BDC Thank you for visiting
2 day after visit Phone/email- BDC if did not contact 1st day after visit attempt another call- then unsold email
3 day after visit Phone- BDC Thank you for visiting
7 day after visit Phone- BDC Thank you for visiting- depending on previous contact
21 day after visit Phone- Are you still interested in make or model? Depending on previous contact-
Schedule appropriate phone/email based off the follow contact above- you are responsible for assigning your phone calls where you see appropriate
1 Day after visit (phone)
BDC Rep: Hi, may I please speak with (customer name)
Customer: This is (customer name)
BDC Rep: Hi, (customer name), this is (BDC Rep name) from the customer relations department at Ray Price (make) the reason for my call is to thank you for visiting our showroom and to make sure your questions have been answered and to see how your visit had went with (salesperson).
If yes: Great, do you have an idea of when you would be visiting or seeing (salesperson) again? Is there a message I can relay to him to help assist in your buying process?
If no: (This is where you may find out if the customer liked or disliked the sales representative, bring to appropriate managers attention for this customer service situation to be handled)
If customer does not want to work with Salesperson, offer alternative solutions such as:
Working with another salesperson
Working directly with a sales manager
If resistance: explain that we are looking for any feedback that could help us improve how they were treated in the sales department. It’s important to our dealership that we know how to improve.
More options for a process:
Guidelines to Succeed in Unsold Showroom traffic
- Reconcile daily to make sure the up count matches the number logged. It’s important to make sure all customers had been logged the previous day by the sales representatives or sales managers.
- BDC handles the call as customer relations call, BDC has a strong sense of confidence and belief towards the customer so customer show that we care here to assist on any situation
- BDC handles all objection and issues regarding the customers visit in the showroom, and brings the issues good/bad to the BDC/General Manager
Process for Unsold
Next day follow up call is to ask customer how visit went, if a message is left assign again later that day- Do not leave message on 2nd attempt. If cannot reach by phone send unsold email
Day 3: make an attempt for call but do not leave a message, only one message should be left with in a 72 hour period especially if the salesperson has called the customer.
Day 5: Watch the salespersons follow up; make sure that salesperson has not yet already talked with customer
Depending on what happened after day 1-3 will determine follow up for next steps
If customer is not sure of when they are ready to purchase:
Follow up calls every 5 days up to 30 days
After 31 days call once a month
If left message during this process use to your best knowledge of appropriate follow up
If customer bought elsewhere, transfer to BDC manager so it can be kept track of
IF customer has email address:
Next day: Unsold email
3 Day: KIT email
5 Day: (email) Incentive?
7 Day: Unsold Email
12 Day: KIT email BDC
Once a month, KIT email
Business Development Manager
Ray Price Auto Group
Discover what frequent flier programs already prove: loyalty programs will give you the best ROI in your digital marketing strategy
Increase your repurchase loyalty, service loyalty and overall profitability. Learn what the airline industry, hospitality industry and the top auto dealers already know: loyalty programs increase bottom line up to 85%. Paul Long defines what customer loyalty programs are and dispels five major myths about them. From his experience in building national loyalty programs in multiple verticals, Long will share what makes a loyal customer and why you want them in your dealership. He will also provide valuable tips to help your business build a loyalty program that will create and keep customers for life. Loyalty allows you to reap the benefits from customers' ongoing relationship to your dealership: increased car sales and fixed operations gross profit.
Learn how to build a loyalty program that motivates action. This seminar will give your dealership the tools and know-how to develop a loyalty strategy that will increase car sales and fixed operations gross profit.
Customer loyalty is a big buzz-word in the automotive world today—in fact most automakers are moving away from CSI scores and focusing on CRS—or customer retention. After all, what good is customer satisfaction if they still don't buy their next vehicle from you? Customer loyalty and retention has a huge impact on profitability, and it's right to focus on it.In fact, as little as a five-percent increase in customer retention can improve a company's bottom-line profitability between 25 percent and 85 percent.
Long will give you an overview of what loyalty marking is and dispel five major myths about it. Then attendees will be shown practical ways to implement a loyalty program in your dealership, and how to track its success. By the end of our session, you'll walk away with both the knowledge and the excitement for building a loyalty program for your business that helps you create and keep customers for life.
After completing this workshop, the attendee will know how to unify sales and fixed operations marketing with a loyalty program
The attendee will be able to calculate the effect which customer loyalty has on bottom-line profitability. • The learner will be able to identify and track three main benefits of successful loyalty programs and loyalty marketing initiatives.
The attendee will be able to develop a loyalty marketing strategy that works for all levels of the organization.
Paul Long, president of re:member group, has been increasing customer loyalty for 15 years. He was integral to the development of the Northwest Airlines WorldPerks Program and has since used his extensive knowledge of and experience with loyalty programs to help businesses worldwide. Long particularly enjoys working with auto dealerships, and he has employed new technologies and cutting-edge strategies to create a state-of-the-art infrastructure for effective communications, member tracking, and rewards distribution
Many dealers ask me for help in retention measurement, and statistics surrounding Customer Loyalty Indicators.
Two important indicators of Automotive Dealership customer loyalty are the purchase of additional service after the sale by Members and multiple vehicle purchases.
In the automotive dealer sector, these are also sources for the greatest margin, so they’re critical not just as indicators of customer satisfaction but as profit drivers in their own right. Little profit is made on the sale of the first vehicle. Dealerships must rely on repeat service and additional vehicle sales to make the customer life cycle profitable.
However, most auto dealers haven’t the vaguest idea which car buyers are loyal service customers at their dealerships, or multiple car buyers (especially if they're a multi rooftop autogroup). On average, dealers retain only 30 to 40 percent of post-warranty service dollars on vehicles they sell. What’s more, remarkably few dealers track service purchases systematically. As a result, as little as 3% of vehicle buyers will purchase again from the same dealership.
While it may be necessary to keep sales separate from an organizational point of view, it is very important that their tracking systems be linked. One simple way to do this is through a digital loyalty solution like re:member group’s BEDROCK® and ASPIRE® platforms. While re:member group makes no claim in having a CRM solution (see DealerSocket for the best one in my opinion), our loyalty solutions do identify repeat buyers in all departments and can assist in determining a lifetime customer value to Members.
The information Service Advisors acquire should easily be cycled back to encourage salespeople to target buyers who have remained loyal service customers. In addition, incentive systems should identify the lift that dealerships receive as a result of implementing a loyalty program in both service and sales. The keystone measurement in this case should be repurchase loyalty, as this is the best possible indicator of customer loyalty.
The Walser Automotive Group in Minneapolis, Minnesota makes customer loyalty a significant part of their overall marketing strategy. Thirty-one Percent of Walser’s Customers purchased more than one vehicle between 2005 and 2009, representing fifty-six percent of Walser’s Total Vehicle Sales. In that time, Walser has increased their repurchase loyalty by four percent.
Furthermore, Sixty-nine percent of Walser’s customers continue to service their vehicle after the sale.
Recall what loyalty expert Fred Reichheld claims: a five percent increase in customer loyalty can yield an increase in profitability between twenty-five and eighty-five percent.
What are you doing to increase your customer loyalty? Or, what is your customer loyalty percentage?
I met Randy McPherson for the first time in February, 2003, at the Interchange Building in St. Louis Park, MN. The interchange building was the “headquarters” for all the Walser Automotive Group’s affiliate companies, which Randy headed up.
I walked into the offices on the 18th floor and was greeted by a receptionist named Rita. Immediately in front of me was a large window looking into a board room occupied by (mostly) men in suits, obviously conducting a meeting. The board room looked out onto the Minneapolis downtown skyline.
I noticed one gentleman right away. He was wearing a pressed flannel shirt and slacks. he had a smooth head and a groomed goatee. Clearly a renegade. I took a seat in the waiting room.
When the meeting adjourned, the men in suits filed out. The gentleman in the pressed flannel shirt walked out, and greeted me warmly. “Hi, Paul, I’m Randy McPherson,” he said.
We went back to his office, and had a nice conversation. Among the family photos and hunting relics in his office, something caught my eye: an empty guitar stand in the corner behind his desk.
The interview went the way most first interviews go, which is to say pretty innocuous. We talked about the Walser Car Club, and how it was birthed. Since the inception in October of 2002, it hadn’t had solid leadership to spearhead enhancements, new partnerships, or growth to new dealerships. In fact, there wasn’t 100% compliance among Walser’s 10 locations in the Twin Cities, Randy said. They were looking for someone to build process, partnerships and new business.
We talked about my experience in sales, e-commerce and loyalty. I told about my experience in building loyalty partners. But Randy became particularly interested when I discussed points–the ability for Walser customers to earn points when they get their vehicle serviced, OR whenever they make purchases through participating merchants, like rental cars, hotels and retail.
This was the first of many conversations between Randy McPherson and me in scoping out what is today the products the re:member group offers.
“What I’d like you to do,” Randy said, “is to put together a business plan and meet with my CFO and me in two weeks. There’s another candidate that we are considering.”
As I left, I mentioned the empty guitar stand in the corner. “Do you play?” I asked.
“Oh yeah,” Randy said. “Do you? What kind of guitar do you play?”
“I play a Martin D-35 that my wife gave me for a wedding present,” I said. “How about you?”
“I play a McPherson,” Randy said.
It was mid February but as I walked out of the Interchange Building that late afternoon, I think it started to rain.
I’m not really sure why Chad Dufault met with me over Davanni’s. Sure we were friends, and still are very close. But to this day I don’t know if he wanted to talk about loyalty in his mortgage company, or have me vetted for Randy. We never really accomplished anything for Chad’s mortgage company that evening, so my guess is that it’s the latter. That’s the way Chad rolls–he usually puts others before himself.
My life was already hectic. A newborn, a stay-at-home mom, and a realization that the choices I make are no longer affect only me (that was never the case anyway, but I was made aware of that fact pretty quickly once Henry was born). I had enough on my plate, and was enjoying life.
“Sure, I’ll meet with him.”
In early 2003, I had a great job at Northwest Airlines, managing partnerships for their award winning WorldPerks program. I worked with a great team of people and loved what I did. I had finished my MBA from the University of St. Thomas in Minneapolis, MN in the summer of 2002. And my wife had just given birth to our first child in November 2002. Life was great, if not hectic.
I was privileged to work with some of the best loyalty marketers on the planet. My primary WorldPerks partner was U.S. Bank, which issued the WorldPerks Visa, and I handled a $200 million book of business for this partner alone. And since U.S. Bank was such a behemoth, I was able to develop co-partnerships with all the other partner categories, including car rental, hotels, communications, and the WorldPerks Mall.
My Pet Project, my passion, the WorldPerks Mall. The WorldPerks Mall gave me the opportunity to work with merchants in all categories, and gave WorldPerks Members the ability to earn miles by doing the things they did every day. I built partnerships with hundreds of “non-traditional” merchants in categories like department stores, clothing, electronics and toys. And then there were services that allowed Members to earn points…
MilesAbove was WorldPerk’s answer to small regional merchants who wanted to play in the mileage game. You’re a plumber? Give miles for Members using your service. Own a Co-op? Give miles to your patrons for their business. We had three “no go” categories: alcohol, fur, and auto racing. Other than that, partner development was fair game.
Originally managed by Carlson Marketing Group, MilesAbove proved too expensive to have an outside vendor manage it’s partner development. I brought it in-house, and automated the purchase of miles for companies wanting to play. An unintended benefit allowed Members looking to “round-out” their accounts to buy miles. The best professional development benefit was having the privilege of working with people from one of Mark Lacek’s companies, MilePoint, to build the first ever Buy Miles engine. We sold $1 million dollars in miles in the first 6 months after revamping MilesAbove. Carlson, a trusted marketing partner, was instrumental in process and collateral development. It was a team firing all pistons, and a high point of my tenure at NWA.
All of the merchant partnerships we built required a form of payment, which brings me full circle. WorldPerks Visa was an “anchor store”. It’s what every other partnership revolved around. My team and I loved building co-partnerships and finding creative ways to allow Members to earn miles without ever having to get on a plane.
Life was great. I loved my job, and the people I worked with were among the brightest and most creative I had ever met. I was having fun with my young family, traveling wherever and whenever we wanted.
“Marry me, fly for free.” My wife still reminds me of the promise I made to her.
Sorry for ANY inconvenience but we pushed back the 20 Group 1 week. We have been overwhelemed with NEW Dealership Clients since NADA and wanted to properly prepare for this event!
The Internet Sales 20 group is in the same location (Philadelphia), the same hotel (The Radisson)...
I am excited to share that this 20 Group is going to be Co-Modereated by myself as well as with the President of Peruzzi Toyoa Bill Finocchiaro.
*** You DO NOT want to miss this Internet Sales 20 Group!
I met Randy McPherson in early 2003. But I’m getting ahead of myself.
My good friend Chad Dufault and I were having a conversation at Davanni’s, sharing a pizza. I think it was January 2003, but something tells me it may have been late 2002. I was working for Northwest Airlines in WorldPerks partner marketing, and he was VP of a mortgage company that Randy owned alongside Paul Walser of the Walser Automotive Group. We were talking about how to build his business, and how to retain customers. Since Loyalty was my focus at NWA, Chad was picking my brain. And we were just enjoying a pizza.
“You should talk to Randy McPherson,” Chad said out of the blue. “Walser is building a loyalty program, and they could use your help.”
I had never heard of this Randy McPherson before. “Who is this man,” I asked myself.
Location:Davanni’s, Edina, MN
A great question was asked just over 24 hours ago, and I would like some of our "phone ninjas" to give opinions on how they address the issue of "price" without giving a price...? As we know, we can create value in ourselves, and our dealership value package to make price not the most important thing in the whole mix if we have other things to offer to ensure it's the BEST DEAL!
We also know that most customer won't be leaving the dealership with the exact vehicle that they originally inquired about, so chances are details about pricing, options, color, etc...are going to change a few times before our customer's buying process is over. Having said that...
Please join the group and post any feedback/comments in the Group Discussion, and be sure to look at which other groups listed interest you! Happy Selling!! (and New Year!)
VP of Training
Interview with Whitney Willis Snow - Internet Director of Willis GM & Winner of AIS's "Dealership of the Month" Award December 2010
(READ the FULL Interview UNDER the IMAGE :)
Automotive Internet Sales “Dealership of the Month” goes to…
Willis Automotive of Smyrna Delaware
Willis Automotive of Smyrna Delaware are killing it on the Internet! They literally rose from the ashes and turned their organization around in some dark times. Willis Automotive of Smyrna is part of the Willis Automotive dealer group. They have 3 stores, Willis Automotive of Smyrna, Willis Ford and Willis Automotive of Middletown. They started their Internet initiative about a year and a half ago, right in the middle of the automotive collapse. As a matter of fact, they were one of the GM dealerships to get a letter. They lost their Chevrolet Franchise in Middletown Delaware. But this group did not let the economy beat them. They regrouped and created a NEW strategy and persevered through difficult times and are now set to reap all of the rewards from all of their hard work and tenacity. We are going to interview the Internet Director, Whitney Willis Snow-
AIS- First off, congratulations Whitney to you and your team! You just closed November 2010 with 48 units! That is AMAZING. You went from 5 units on the Internet and losing a franchise to 48 units and almost $100,000 GROSS in 30 days! I am so proud of you and very excited to share in your success.
WWS – Thank you, but it is a huge team effort. I am blessed to work with such an amazing group of people.
AIS – Whitney, your full name is Whitney Willis Snow… So, I am assuming you are an owner…?
WWS – We have a family business for over 60 years now… My mother, father, uncle, brothers etc… This is literally a family business. A small dealer group with 3 stores. I am the Internet Director and the youngest of the family in the business.
AIS – Tell us about the organization…
WWS – Simple, we are a family owned dealership with a ton of integrity. As I mentioned we have been in business for 6 decades and are very active in our community. Our reputation is everything to our family. How we treat our people… not just or prospects or clients, but how we treat our employees and each other. We strive to do the absolute best we can possibly do each and every day.
AIS – How were you engaging the Internet?
WWS – Not very much at all… We didn’t really have a strategy, no real dedication or commitment to the Internet as a “department”. As a matter of fact, when I first started working the Internet at our dealership I would simply email the prospect back once and then “hand over the lead to a salesman”.
AIS – Ok, what changed and why…?
WWS -We decided to actually build a “real” department with a strategy, focus and put resources behind it.We hired Dealer Synergy to assist us in creating the Internet Sales strategy and Standard Operating Procedures. We hired a new web design company to re-design our dealership website. We then focused on driving a lot more traffic to the dealership organically with SEO, VSEO and Social Media as well as buying leads from 3rd party providers.
AIS- What was the most challenging thing for you and the fledgling department?
WWS – That is easy… “Teaching an old dog new tricks” LOL! No, seriously… getting this accepted by the showroom floor and the sales managers. It was VERY difficult in the beginning. We had so many people that were pessimistic, resistant, non-cooperative even to the point where we felt like people were purposely trying to sabotage the department. It was crazy! I felt like, here we were, dumping a ton of resources trying to grow the business and help everyone… from salesmen to managers, but there were people that felt like we were taking away from them, or that they knew how to do things better.
AIS – How is that possible?
WWS – As I mentioned, this is a family owned dealership. Our staff has been here for a very long time. We don’t have a lot of turn over. Everyone just needs to realize to get a bigger “piece of the pie”, the “whole pie” needs to grow! We are all working towards the same goal!
AIS –What happened with the Middletown store?
WWS – Bottom line is during the whole automotive economic collapse GM sent us a letter and we lost one of our Chevrolet points. It was very hard because we have been in business for such a long time. But we decided not to shut down the dealership, we turned it into a Pre-Owned and NAPA Car Care Dealership.
AIS – How has the Internet affected your dealership business?
WWS – Point Blank… the new Internet Department SAVED us from losing our business. NO Exaggeration… The units we have been selling out of the Internet Department kept the doors open.I don’t think we could have survived the automotive economic situation without our Internet Department. We have increased internet volume and gross each month. As a matter of fact we have also increased the dealership’s total volume of sales as well as the dealership’s total gross profit.
AIS- How is everyone at the store now a days with the department…?
WWS- MUCH BETTER… there is a lot of more communication, a lot more appreciation for the department and a lot more respect for not only the department but for all of the team members in our department.
AIS- How many people are in your department?
AIS – What are the biggest challenges for your team?
WWS – The same, I’m sure, as all internet departments… handling people J dealing with price, objections in general, attitudes, etc…
AIS – Any advice?
WWS- Absolutely… be prepared. We have a plan of action for EVERYTHING. Phone Process, Email process… objections and rebuttals and of course “What If” process… What if this happens, what if that happens… what if, what if, what if… you have to be prepared for everything and PRACTICE, PRACTICE, PRACTICE. Sharpen the saw. That is why we are part of the Internet Sales 20 Group (www.internetsales20group.com) and very active on www.automotiveinternetsales.com
AIS – Yes, you are! Congrats on winning the Dealership Video Testimonial!! That was AWESOME!!
Anything else you would like to add to the readers?
WWS- Yes… Don’t let ANYONE tell you that you can’t do something! Don’t let ANYONE discourage you from your goal/mission. You can do anything you put your mind too!
** Also, if anyone wants to call me directly for any advice or questions, it would be my pleasure. I believe in Synergy and in the whole Internet Sales 20 group concept. With that being said, if you HAVE any IDEAS or resources that you think are worthwhile that can help me to continue growing my department…PLEASE feel free to contact me and let me know!
At the recent Internet Sales 20 Group in Philly I had the opportunity to meet with Subi Fernando, the Internet Director for Basil Resale Centers. I have to say that I was VERY impressed with how much on point she was with Automotive Internet Sales and was equally impresses of her use of Joomla! For her organization's MAIN WEBSITE! http://www.basilresale.com/ The site is NOT perfect, there is room for a lot of opportunity, a lot of growth but the site isn't bad at all and the best part is that they own it themselves! They utilize a FREE platform called Joomla! (which is an open source CMS). I have seen a Lot of companies use Joomla! for focus / micro sites but rarely have seen it used as their primary site. The fact that they pay $26 dollars a month for the site is AWESOME!! Plus, they have NO CONTRACTS... They do it all in house. I am Not saying that this is for everybody... For the record, I DO NOT mow my own lawn lol! But, I do want dealers to know that there are OTHER viable options than what they might already know about. I like the idea for a progressive dealership (or dealer group) to take control of their OWN Multi Million Dollar Department and RUN with it... If they have the skills and resources to do so.
So, Kudos to Subi and to Basil Resale Centers!!! For more information on Joomla! or Basil Resale Centers... Contact Subi, she is a member of AIS.
Chrysler Dodge Jeep Dealership comes up with a VERY CREATIVE Social Media Strategy for their FaceBook using "call of Duty, Black Ops" as a Promo for "Likes"... Basically, all a person has to do is "LIKE" Locklear's FaceBook Fan Page and they will be entered into a FREE drawing / Contest for a FREE Call of Duty, Black Ops game-
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