Pub. 6 2016 Issue 2

11 cannot possibly maximize their business and are destined to miss opportunities for outsized results that come from striking while the iron is hot. So where should you start? Start big and broad and then go small and detailed. Big and broad means start with the biggest and broadest measurements you want to accomplish. If you are a General Manager, it might include: How many cars do you want to sell? How many cars would you have to stock to sell that number? How many sales people would you need? How much would you need to spend on advertising? What will your targeted conversion rates be on the leads you get? Now, what would it take to achieve those closing objectives? If you are an F&I Manager and you want to run $1500 PVR, you need the calculations for exact finance penetrations, average reserves and product penetrations with specific profit averages to achieve this goal. Otherwise you are just dreaming of running $1500, not planning on it. As you start to work through a plan like this you will be able to dig deeper. Howwill my people engage an internet lead? Do we have a specific process? Has that expectation been communicated? Has that been trained on? Do we have accountability measures in place to make sure it is happening? Are the consequences for not doing so clear to each employee? It is common for dealerships to lack a written sales process. Or if they do have one, it is actually three different ones and only half of the people know about it due to nonexistent train- ing. When they have a live customer on the showroom, what are the chances for success? What are the chances for consistency? A high closing ratio? How can they expect to deliver a fantastic experience for their customers? In summary, there are three steps to ditch the brutal cycle of game time coaching and subsequently, avoid lousy results and frustration for everyone involved. Number one , start with the broad goals. Break it down to specific functions and goals neces- sary to achieve those outcomes. Number two , communicate those expectations along with specific consequences for not meeting them. Finally , implement an ongoing, consistent training plan around those expectations. A plan with communication, account- ability and training will drive results and satisfaction. Then on a busy Saturday, which is your game time, you can relax, reinforce the game plan you have in place and simply help more custom- ers buy cars. After every key game day you should have a debriefing. Cel- ebrate what worked. Discuss what could have been done better or differently and capture lessons learned. From here you can have a continuous improvement plan for your game plan and stop the game day coaching forever.  For more information, please contact Joel Kansanback with Automotive Development Group at 952-937-9222 or jkansanback@adgtoday.com . At Automotive Development Group we put the emphasis on training. Visit our website for our training calendar and to meet our nationally renowned trainers. www.AutomotiveDevelopmentGroup.com Why is it that in the car business, and in sales in general, so many people insist on “winging it”? No real plan in place. They rely on personality, some good luck and then go about their day, week and month hoping for great results. When things do not go well they do not have a game plan to fall back on, a game plan to review and tweak or overhaul. “Yes”is a powerful word. in loans powerful. With CUDL, dealers experience increased efficiencies, more loan approvals, and ultimately, sell more cars. Let’s start the conversation. www.cudl.com/new