Considerations, Aggravations and Actions
Mark Mooney, Director, Retail Performance — Pied Piper Management Company LLC
August 4, 2014
Filed under Service Providers
This month I thought we’d look at a new game that seems to be making the rounds. It’s called Considerations, Aggravations and Actions. The game’s name comes from continued actions in dealerships that cause aggravation and the considerations that should be made because of them. It’s a game that will accommodate as many players as you’d like and is played throughout different departments in your dealership.
The rules: all department teams are required to play, with the winners (dealerships and their respective departments) continuing to advance further into profitability rounds. The further down you finish, the further away you’ll be from those rounds. You are only allowed to advance when needed actions are taken that will move the dealership and its respective departments higher into the profitability rounds. Let’s play.
And the aggravation is, (makes me want to turn on “Family Feud”) new vehicle sales are down. Your sales manager and sales team complain of a lack of product while your flooring costs and inventory levels continue to rise. Take note; contestants entering the consideration and action round, this is the hardest part of the game to play.
Consideration round starts, now (begin “Jeopardy” theme song). I’ve been in way too many sales departments, and have talked to many a sales manager who is sure everything is being done that can be done — most of the time, sometimes, or whenever possible. Lack of sales generally is the fault of not having what’s hot. Follow up has nothing to do with it; a written sales process has nothing to do with it. Greeting someone while looking down at that modern marvel we call an Android phone has nothing to do with it, nor does enough dust on that bike in the corner that makes it hard to tell what color it’s supposed to be. Tracking a sales team’s progress during the sales process is a nuisance, as is showing a prospective client around the dealership and introducing those folks to the other departments. Why would anyone want a prospective client to feel appreciated for just coming in?
We just can’t say “come on down” and expect folks to do business with us. The “price is right” won’t guarantee continued patronage, and nobody cares what’s behind Door Number Three unless it benefits them. Our dealerships are not game shows, but we do share something in common with them — we can be cancelled.
What actions should you be considering to improve your dealership and its profitability? Is your follow up all that it should, and could be? Do you have a written sales process in place that assures consistency in presentation? Do you make folks feel like coming back time and time again? Is your staff appreciative of the folks coming through your doors? Those doors should be marked, “Clients Matter.”
Considerations, Aggravations and Actions, let the game begin ...
Mark Mooney is director, retail performance for Pied Piper Management Company LLC, a Monterey, Calif., company that works with motor vehicle manufacturers and dealers to maximize performance of dealerships. One of Pied Piper’s most popular services for the powersports industry is Pied Piper Prospect Satisfaction Index (PSI) sales mystery shopping to help turn more motorcycle shoppers into motorcycle buyers.