Replies to This Discussion

Permalink Reply by ray sciarappa on December 27, 2010 at 1:21pm

another survey will tell you not "enough" dealer principles have their finger on their own point - trained, dedicated staff will make any inventory work and once that is accomplished adding and even growing the inventory will automatically happen..."sell the milk so we can put more in the fridge..."    once of the first sayings from A&P once it became a national grocery chain

Permalink Reply by Rick Bryant on December 28, 2010 at 5:32pm

Dealers need a great working staff full of synergy. I feel it starts from the topand ends with the person who turns the lights off at night.

The factories do need to provide the dealers with a good product and support

Permalink Reply by Craig Lockerd on December 29, 2010 at 9:31am

Well I own a training company so of course they need more ongoing development......but....they sure do seem short of certain product....cant sell blacktop!

Permalink Reply by Paul Hardy on December 30, 2010 at 11:01am

Ok I'll just say it. What dealers need most is a place they can go to get most all of thier needs taken care of! That place would be AUTOMAX! There now you know.... Have a safe and Happy New Year!

Permalink Reply by Fred G. Slabine on January 4, 2011 at 12:15pm

I believe the dealers need a company they can trust to help them develop their # 1 source of income-- their sales staff. In my view, that doesn’t mean hiring ten new recruits, hoping 2-3 work out. It means taking the time to conduct intensive and thought-provoking interviews, not just going by first impressions. It requires knowing what you are really looking for in an ideal candidate and then making sure that the candidate has those qualities by asking thought-provoking questions and identifying any gaps in the candidates resume. Some candidates have mastered the interview process, but don’t really know how to sell vehicles. Checking references is essential to make sure that the image the candidate projects during the interview is the same person who can close a customer.

Once hired, dealers can’t just put sales professionals out on the floor without some initial training and development. That’s like sending someone out in a canoe without a paddle. Moreover, that training can’t simply be on product knowledge or on the key steps to a sale. For sales professionals to succeed, they need to have the right mindset—high expectations, strong motivation, and a healthy dose of self-confidence. These qualities are not just innate, they can be developed. If you don’t till the soil first, it’s unlikely that the seeds of training will take.

In addition, sales professionals need ongoing training, monitoring, and support. They need lots of encouragement, constructive feedback, and mentoring to go from good to great. They also need to take charge of their own learning and make a commitment to continuous improvement. Finally, they’re most likely to succeed in a positive, family-like work environment where people all work together to achieve the dealership’s ultimate goals—increased sales, profits, and customer loyalty.

To ensure a great sales team, dealerships also need great managers who understand that people respond far better to praise and encouragement than to fear and anger. They know that a strong body of research supports the use of collaboration versus competition to promote productivity. Most dealerships have made a strong financial commitment to their senior managers, but they don’t always recognize that they need ongoing training and development as well. After all, many managers have been promoted based on their success on the sales floor, but few have received formal training in human resource management. All too often, they simply utilize the same traditional, but unproductive management techniques they’ve learned from their own poorly trained supervisors.

Most of all, dealerships need to partner with effective sales training organizations that understand that quick sales training is not enough to improve the performance of their sales professionals or their managers. With the proper ongoing training and development, dealerships can help all the people in their sales team go from good to great. We believe that Automotive Training & Development has what it takes to bring about significant improvement in sales and profits, by creating and retaining a great sales force. Please read the article Maximize Your Sales Training Dollars and check out our website at www.automotivetraining.usto learn more.

Permalink Reply by Abe Hopper on January 4, 2011 at 12:42pm

I agree ... you have made some great points.

Fred G. Slabine said:

I believe the dealers need a company they can trust to help them develop their # 1 source of income-- their sales staff. In my view, that doesn’t mean hiring ten new recruits, hoping 2-3 work out. It means taking the time to conduct intensive and thought-provoking interviews, not just going by first impressions. It requires knowing what you are really looking for in an ideal candidate and then making sure that the candidate has those qualities by asking thought-provoking questions and identifying any gaps in the candidates resume. Some candidates have mastered the interview process, but don’t really know how to sell vehicles. Checking references is essential to make sure that the image the candidate projects during the interview is the same person who can close a customer.

Once hired, dealers can’t just put sales professionals out on the floor without some initial training and development. That’s like sending someone out in a canoe without a paddle. Moreover, that training can’t simply be on product knowledge or on the key steps to a sale. For sales professionals to succeed, they need to have the right mindset—high expectations, strong motivation, and a healthy dose of self-confidence. These qualities are not just innate, they can be developed. If you don’t till the soil first, it’s unlikely that the seeds of training will take.

In addition, sales professionals need ongoing training, monitoring, and support. They need lots of encouragement, constructive feedback, and mentoring to go from good to great. They also need to take charge of their own learning and make a commitment to continuous improvement. Finally, they’re most likely to succeed in a positive, family-like work environment where people all work together to achieve the dealership’s ultimate goals—increased sales, profits, and customer loyalty.

To ensure a great sales team, dealerships also need great managers who understand that people respond far better to praise and encouragement than to fear and anger. They know that a strong body of research supports the use of collaboration versus competition to promote productivity. Most dealerships have made a strong financial commitment to their senior managers, but they don’t always recognize that they need ongoing training and development as well. After all, many managers have been promoted based on their success on the sales floor, but few have received formal training in human resource management. All too often, they simply utilize the same traditional, but unproductive management techniques they’ve learned from their own poorly trained supervisors.

Most of all, dealerships need to partner with effective sales training organizations that understand that quick sales training is not enough to improve the performance of their sales professionals or their managers. With the proper ongoing training and development, dealerships can help all the people in their sales team go from good to great. We believe that Automotive Training & Development has what it takes to bring about significant improvement in sales and profits, by creating and retaining a great sales force. Please read the article Maximize Your Sales Training Dollars and check out our website at www.automotivetraining.usto learn more.

Permalink Reply by NANCY SIMMONS on January 5, 2011 at 4:55pm

Two words come to mind in regards to inventory...Supply and Demand!  First business course I took in college, the professor said remember these two words and you will have about 90% of all you need to know in business... Well, I don't know about 90%...however... It is not about the total volume in inventory, but having the right product at the right time. 

 

Now, another personal story, as a young girl of 17 years old, 33 years ago, I worked in the Parts Department of the dealership.  One of my responsibilities was to record sales, lost sales, and emergency purchases which would then generate a weekly stock order.  This was fantastic, I thought..This computer will train us to know what we should have in inventory at all times based on what we are selling, what sales we are losing, or had to run across town to the competing dealer to buy, over cost price, to satisfy our customer's  needs! 

 

A little later, I got promoted into the office and started ordering new vehicles for stock on the computer.  This seemed like a haphazard process without a whole lot of due diligence involved in the undertaking, by the sales management team.  It puzzled me at the age of 18, that so much thought and preparation went into the stocking of parts, which the average part cost price was probably under $10.00 at the time vs. the ordering of millions of dollars of new car and truck inventory! Sure enough, the inventory would begin to trickle in and the colors, options, units per carline, were not necessarily aligned with the demands:  the sales, lost sales, and dealer trades (emergency purchases) of the past 12 month period.

 

I truly believe now, with the sophisticated software programs, Polk reports, etc., we pay more attention to these details, but have we really mastered the craft of proper ordering techniques based on all trends?  What are your thoughts on this?

 

Permalink Reply by Abe Hopper on January 5, 2011 at 7:25pm

The point you make is on target, the problem is that the factories do not always supply what you order or need.  Turn and Earn inventory systems are great, and one would think if you turn a white SUV you would get one back on the next order. But your DSM may only have five white to distribute, with 20 Dealers needing the same unit ... so he sends you bronze.   As a GM Dealer I was shipped 4x4 pick-ups in the summer, when I needed them in the winter ... never could get enough 4x4's in the winter... even the Zone Manager could not solve the problem.  I sent drivers to FL and TX to get what I needed from other Dealers.  Many Factories seem to take the position ... sell what we have to distribute ... this is what sales and marketing told us to build.  Sadly, many manufacturers do not listen to the Dealers.    

NANCY SIMMONS said:

Two words come to mind in regards to inventory...Supply and Demand!  First business course I took in college, the professor said remember these two words and you will have about 90% of all you need to know in business... Well, I don't know about 90%...however... It is not about the total volume in inventory, but having the right product at the right time. 

 

Now, another personal story, as a young girl of 17 years old, 33 years ago, I worked in the Parts Department of the dealership.  One of my responsibilities was to record sales, lost sales, and emergency purchases which would then generate a weekly stock order.  This was fantastic, I thought..This computer will train us to know what we should have in inventory at all times based on what we are selling, what sales we are losing, or had to run across town to the competing dealer to buy, over cost price, to satisfy our customer's  needs! 

 

A little later, I got promoted into the office and started ordering new vehicles for stock on the computer.  This seemed like a haphazard process without a whole lot of due diligence involved in the undertaking, by the sales management team.  It puzzled me at the age of 18, that so much thought and preparation went into the stocking of parts, which the average part cost price was probably under $10.00 at the time vs. the ordering of millions of dollars of new car and truck inventory! Sure enough, the inventory would begin to trickle in and the colors, options, units per carline, were not necessarily aligned with the demands:  the sales, lost sales, and dealer trades (emergency purchases) of the past 12 month period.

 

I truly believe now, with the sophisticated software programs, Polk reports, etc., we pay more attention to these details, but have we really mastered the craft of proper ordering techniques based on all trends?  What are your thoughts on this?