FEATURES
11
3 Business Models You Can Win With
20
A Tradition of Hospitality & Innovation
Jonathan Dawson, Founder / President of Sellchology
Sara Shabana Rick Ricart, President of Ricart Automotive Group
Entrepreneur and Founder of BDC Builder’s Sara Shabana talked about providing a “white glove” customer experience.
MODERN DEALERSHIP INSIGHTS
19
24
R
15 That’s My Dealer 4 Generations of Customers and Employees
Mitchell Dale, Co-Owner and Dealer 2 McRee M O Ford DERNDEALERSHIP Principal of
ITB
COVER FEATURE
n n o r t 34 El Pa
Joey Intervies at MD’s In The Box Trey Harper
GSM Trey Harper talked about how a family dynamic keeps staff working in sync at Watson Quality Ford.
CONTENTS VOLUME 3 • ISSUE 1 • APRIL 2019
DEPARTMENTS MODERN SALES 4 Principles for Being Proactive in Your Relationships With Customers Mat Koenig, cofounder of Rockstar Auto Conference
05 28
Customer Loyalty–Are You Using the Right Tools? Kendall Billman, Senior Vice President of AutoAlert
MODERN FIXED OPS
36
The Lost Can Be Found In Your Service Lane Gary Montoya, General Manager of Gary Crossley Ford
MODERN OPERATIONS Alex Moore
David Marod
Joe Dallas
Vice President of Marketing at TradePending’s Joe Dallas discussed the continued rele vance of local dealers and their website for customers.
The Basics of Loyalty
Conversica “Big Cat”of Sales David Marod enlightened Joey on AI in Automotive and everyday life at NADA 2019
08
Joey and fellow VinSolutions alum Alex Moore discussed chaps, Cowboy apparel, gunfights and digital marketing at NADA 2019. Alex Moore – Digital Marketing Manager at Gary Crossley Ford
Dave Davis, Automotive Freelance Writer and Consultant
26
Showing Some Love for Your Customers in F&I Shaka Dyson, founder and CEO of Dealer F&I University Glenn Pasch Joey talks dealership budgeting with Glenn Pasch of PCG Digital and Author of “Power of Connected Marketing”
MODERN COMMUNICATION
Rudy “El Patronn”
Keena Lindberg
The Personality Makes the Brand
“The one thing that I can tell you is that I am who I am, I’m never gonna change. I like to be flashy.” -Brooklyn Mitsubishi Managing Partner.
“The Famly that Works Together
Denise Casagrande, Vice President of Marketing at PCG Brands Stays Together” - Keena of Eau Claire Ford Lincoln
3 Tips for Creating Customer Loyalty In the Socialscape Joey Little, Social Media Matter Expert
FROM THE EDITOR:
Bob Tasca III
31 38
“ The automotive business is just a fantastic business to be in”-Bob Tasca III – VP Tasca Automotive Group/ CEO Tasca Racing
Shaun Raines Shaka Dyson “Don’t let your prooperaShaka Dyson, F In this day and age some might argue thatcesses loyaltyand is dead, or at least not what it once was. At Modern Dealership we have uncovered that in the automotive business tions in the dealounder and CEO Denise Casagrande ership and looknecessary like of loyalty Dealers is F&Inot dead, but is perhaps more vibrant than ever. In this issue we affirm that with the right attitude and the right tools you can lead your dealership it’s fifteen years University, Read VP of Marketing at PCG behind where the schools Digital/Speaker on Social, into the next decade with more loyal customers than ever before.
product has gotten.” Joey Little Denise Casagrande’s Owner and Founder on what it article, ‘The Shift (p.20) and Shaka Dyson on building loyalty during the “dreaded” F & I process (p. 26). of customers can feel the loyalty at every touchpoint takes toyour be philosophy with Rick Ricart and how Personality Dealer Superhero, phenomenal Makes the Shaun Raines helps in modern F&I. Brand’, Mitchell Dale provides anecdotes of how the commitment inspires loyal customers (p. 15), and Denise Casagrande defines your dealers stay up to and pride of McRee’s employees in this date. issue influencer to showcase your dealership’s unique personality (p. 31). of MD!
Jonathan Dawson’s Sellchology for creating “raving fan advocates” is a must if you want your mind blown (p. 11), and don’t miss out on several more thought leaders who can help you go the distance for your customers.
CONGRATULATIONS TO OUR FRIENDS AT GALPIN FORD FOR 29 YEARS IN A ROW AS THE #1 VOLUME FORD DEALER IN THE WORLD
WE LOVE IT WHEN OUR CLIENTS WIN!
TURNING THE MIRROR AROUND... 4 PRINCIPLES FOR BEING PROACTIVE IN YOUR RELATIONSHIPS WITH CUSTOMERS
By Mat Koenig, Cofounder of Rockstar Auto Conference
It’s 2019 and we’re talking about customer loyalty. I have one question: Why? Actually, let me clarify that. Why are we talking about customers being loyal? This isn’t a new conversation. But many would say that in the days of online shopping, and arguably the most competitive era of automotive sales, it is more important than ever to focus on customer loyalty. We do need to focus on loyalty, but not customer loyalty. We need to focus on being loyal to the customer.
Yes, you read that right. When I hear dealers say, “Customers just aren’t loyal anymore,” it always makes me pause. I’m anxiously waiting to hear what they say next. It is usually something like: Profits are down, people are shopping multiple dealers online, the OEM isn’t giving enough incentives, people are unrealistic about their trade values, etc. But let’s stop the insanity – like that ’80s chick Susan Powter with the white hair said – and follow the advice of author and businessman Stephen Covey by beginning at the beginning. M O D E R N D E A L E R S H I P. C O M
5
In my Amazon number-one selling book, “S.E.L.L. Changing the Game Forever,” I share four simple principles that help create customers for life. The best part about these four simple principles is the simplicity of them! We talk about loyalty from the perspective of customers coming back so we can sell them a vehicle. If we learn how to SELL the right way, we will build lasting relationships and eliminate loyalty issues.
DEFINING LOYALTY When we complain that customers aren’t being loyal to us, what we’re really complaining about is that they are not faithful, devoted, or obedient to us. (See synonyms.) Let me ask you this: What have you done to earn their faithfulness, devotion, and obedience? Are you supportive, faithful, devoted, and obedient to your customers? Ouch. That’s a tough one, isn’t it? To devote yourself to someone means giving them a large part of your time and resources, so ask yourself: Am I giving a large part of my time and resources to my customers? If we’re being honest, we would likely say: I’m trying to get as much money as possible from my customers in the least amount of time possible. Creating Real Loyalty Now that we’ve been honest about the fact that we aren’t loyal to our customers, we have to look in the mirror and see that many of us do not deserve their loyalty. This may sound bleak, but we have a beautiful opportunity to create the loyalty we want by shifting gears on how we view our customers.
SELL: SERVE, EVANGELIZE, LISTEN, AND LOVE SERVE Principle #1 is that we have to serve the customer. Serving someone means devoting ourselves to their needs. Instead of looking at a customer as a paycheck, realize that they are a person, asking for help from you. They’re trusting you with one of their life’s biggest decisions. They’re trusting you to help them get a vehicle that will safely carry them to work, home, on family vacations. By putting their needs before ours and serving them selflessly, people will see that you care about them and they’ll have a desire to do business with you. It’s like the late great Zig Ziglar said: “You can get anything you want in life if you just help enough people get what they want.”
EVANGELIZE
LOVE
Principle #2 is all about you being an evangelist for your brand. That means your store, yourself, your products, your service department. Gone are the days of good cop/bad cop with your manager and thinking people are ignorant enough to believe that you’re working against the manager with them to get a deal. Instead, know your products inside and out and know your competition too. Be ready to sing praises from the mountaintop for your product! Show your customers how great your service department is. Introduce them to the staff around the store before they buy so they can put faces to names and start to build new friendships with the service writers and receptionist. Let them know that your store will service them better than anyone else in the world because nobody cares more about them than you do! Believe in yourself/product/service/brand so much that it seems silly to consider elsewhere.
Principle #4 is love. Yeah, a few of you rolled your eyes at that one. But I tell you, this principle drives everything else and it is not the way you think about love. I’m talking about the type of love that puts others before yourself. If you really want to fix your loyalty problem, you must realize that you should love your customers. You can’t eat if they don’t buy. You can’t pay your bills if they don’t buy. You can’t clothe your children if they don’t buy. You can’t afford the gas to come to work if they don’t buy. So they feed you, clothe you, provide for you … don’t they deserve your love and devotion?
LISTEN Principle #3 is hard for many of us in sales but it’s critical in showing people that we care, and that we are devoted to serving their needs before our own. The third principle is listen. There is a saying: People don’t care how much you know until they know how much you care. Ask questions that show your customers how important it is for you to help them find the right product. Listen with the intent to understand and ask more questions to clarify.
If you follow these principles, you’re going to see an immediate change in the way people interact with you when they’re buying vehicles. And you’re going to see a massive increase in repeat and referral business. The best part is that you’ll never have to worry about customer loyalty, which you can’t control, because your customers will want to be loyal to you, thanks to the actions you can control.
The
of
LOYALT
Three Philosophies that Keep Customers Happy and Returning to Your Dealership While there are a lot of tools and services designed to help dealers reach the place of “trusted advisor” with their customers, the key to making it all work is by understanding some basic philosophies of creating customer loyalty. When your dealership is seen as a trusted partner, rather than the gauntlet that separates them from their vehicle needs, the sales and service process is easier for everyone involved. Here are three elements to keep in mind that will allow your dealership to become your customer’s dealership.
Dave Davis is a freelance writer, editor and consultant currently writing The View from the Crew, a book focusing on team building and leadership, due out in 2019. 8
MODERNDEALERSHIP
Fix Their Pain For the vast majority of customers, a visit to your dealership has one purpose: to remove pain from their life. While they might not describe it in those terms, the fact is they are hoping that you hold the key (sometimes literally) to fix a problem that is causing them discomfort. Some of these pains might be that: • They don’t have a vehicle at all and need one to accomplish their daily tasks. • Their current vehicle no longer meets their needs (growing family, changing work situation, entering a different stage of life, etc.) and they need to make a conversion. • Their current vehicle needs repair so they can get their life back to normal. • They’re tired of their old vehicle and want something with the latest technology and benefits to make their commute safer, more dependable and more enjoyable. For most people — especially in those areas without viable mass transit or other transportation alternatives — a vehicle equals freedom. They can go where they want when they want. When your salespeople understand this simple but powerful fact, they understand on a deeper level what this transaction means to their customer. It’s their job to fix this pain.
Make It Easy After being in a dealership day after day, year after year, even the best, most attentive staff can forget what it’s like for customers walking into the store. Whether they’d admit to it or not, most customers have some level of intimidation — this is a major purchase and they know that, if they make a bad deal, they could be living in regret for years. Because of the sometimesdeserved stereotypes of car dealers, they often come prepared for battle. The quickest way to disarm the customer and defuse the situation is to show that you’re there to help them select the vehicle that will best meet their needs — fix their pain — and not just to put them in any vehicle to make the sale. When you become a partner in their quest, the dynamic shifts. Instead of an “us versus them” mentality, the experience becomes a “win-win” relationship.
So, how to best accomplish this? • Be Interested — Show that you want the best for your customer by asking them pertinent questions about what they want in a vehicle and why they want it. By asking questions and listening to their answers, you’ll get a much better understanding of what it is they’re looking for. Sometimes, you might ask questions they never considered, vastly increasing your worth in their eyes. • Be Knowledgeable — You can’t find the right vehicle for the customer’s needs if you don’t know everything about the vehicles in your inventory by heart. This can be more challenging when you’re dealing with used vehicles of various makes, models and years, but make an effort to know what you’ve got to work with to fix your customer’s pains. • Be Realistic — Get a feel for what your customer can afford, or is willing to spend, early on in the relationship. While you should treat all customers with respect — not only is it simply the right thing to do, but today’s struggling student might be tomorrow’s successful doctor, lawyer or real estate developer — showing a customer a vehicle they cannot afford doesn’t do anyone any good. They might feel embarrassed and, after finding a car in is their price range, they’ll have that unpleasant feeling of “settling.” Make them feel good about the vehicles they can purchase rather than envious of the ones they can’t. • Be Empathetic — This purchase is a big deal for your customer. It’s not just a financial transaction; it’s emotional. Some customers may need more hand holding than others, but everyone needs support. Customers who buy from you will leave in one of two emotional states: excited about their new vehicle or apprehensive that they’ve made a huge mistake. Help them leave feeling good about themselves, their vehicle and your dealership. M O D E R N D E A L E R S H I P. C O M
9
Follow Up
o t t e g r o f t ’ n o D
W O L L O F ! P U
As good as the customer may feel driving off your lot in the vehicle of their dreams, there are a lot of things clamoring for their attention once the initial excitement wears off. The relationship your salesperson forged during the sale won’t survive long if there’s not an organized, systematic plan of keeping that relationship alive. By offering relevant communications with the customer, they’ll keep your dealership in mind when the time comes to service their vehicles or purchase a new one.
Good times for follow up include:
• A few days after the sale, to make sure they’re enjoying their vehicle and to answer any questions they didn’t ask at the time or have come up now that they’ve driven the vehicle in their day-to-day life
• When it’s time to perform routine maintenance (oil change, tire rotation, seasonal adjustments, etc.)
• Birthdays, anniversaries and other occasions
• When their circumstances change (new driver in the family, impending retirement, new baby, etc.)
A properly configured, properly utilized CRM — capturing information gathered when your salesperson asks questions to get to know the customer — is crucial to making sure this follow up occurs. Don’t let your dealership’s staff get so busy bringing in new business that they forget to maintain their relationships with existing customers. Generating customer loyalty is a critical goal but can only happen if your dealership is loyal to them.
10
MODERNDEALERSHIP
written BY:
j o n at h a n d aw s o n Founder/President OF Sellchology Sales Training
As a dealership or a sales person, you can focus on several business models. While many of them can be effective, only some will allow you to dominate your market. Consider the following business models. If you could pick any one of them, which one would you choose?
A business that focuses on creating satisfied customers. Clients are pleased/satisfied with how a service was provided and will consider buying again.
A business that focuses on creating loyal customers. These customers were not just satisfied; they were happy with their service or purchase. When asked, they will recommend you.
A business that focuses on creating raving fan advocates. Not only will they return to buy from you, but they want everyone else to know about you. They will actively urge others to consider you only!
M O D E R N D E A L E R S H I P. C O M
11
Which type of customer would you rather have? You probably chose raving fan advocates, and you’re right – the goal should be to create as many of those as possible! If you learn how to create advocates, you will have a unique competitive advantage. But how could a dealership go from having satisfied customers to loyal ones, and to raving fan advocates? Most dealerships have satisfied customers when they have good consistent processes in place. So, if your sales team members follow the basic road to the sale, use effective scripts, and build value in your product, they will most likely create satisfied customers. To get to the next level of loyalty, you need to add efficiency to your process. The more efficient your
Satisfaction happens when a sales person delivers the standard industry greeting, which some call a “professional greeting.” It typically includes shaking hands, welcoming a customer to the dealership, and exchanging names. Loyalty begins to grow when you incorporate efficiency into the greeting. For example, instead of saying “How may I help you?” a sales person asks, “What information can I get you today?” It’s more efficient because the sales person understands why the customer is there. Advocacy happens when proactivity and empathy are added to the greeting. In my training, I share that there are five ways a customer could feel when they first arrive at a dealership: they want to talk to someone, they are willing to talk to someone, they’d rather not talk to anyone, they don’t want to talk to anyone, or they don’t feel they need to talk to anyone. 12
MODERNDEALERSHIP
process, the more loyal your clients will be. When your team can do something better or faster, it removes the uncomfortable tension of the “back and forth” and sets you apart from your competition. Finally, to create raving fan advocates, your process must become proactive and empathetic. Advocacy happens when a person feels a deep connection to a cause or a person. Advocacy goes beyond transactional selling (satisfied customers) or even relational selling (loyal customers) and must become generational selling. When your sales team learns to be proactive and use empathy, they will create raving fan advocates. Let’s examine how you can create the three levels of customers using these examples in your process: the greeting, the management TO, and handling in-bound calls.
If customers can be in any five of these psychological states, shouldn’t we teach five different ways to approach and greet them based on their body language, verbal, or other clues? When you talk to a customer with appreciation for their psychological state, they start feeling like you are sympathetic to their needs. Adapting to your client activates a psychological principle called liking and familiarity, which causes people to feel comfortable with those who are similar and familiar to them.
It adds to the customer satisfaction level when a member of the management team makes a point to introduce themselves. At most dealerships, it’s done when the customer has either agreed to purchase or is about to leave. You can start building loyalty when a management introduction is done much earlier in the process, as early as 5 to 10 minutes after the greeting. A manager typically says something like, “If I can help with anything, just let me know!”
To create raving fan advocates, a manager doesn’t just do an early introduction or offer help. He edifies the sales person and makes the sales person the focus of the TO. Consider saying something like this: “Let me share a few reasons why [name] is a great person for you to work with, and why you’ll enjoy letting them help you today ....” Doing a TO like this uses a principle in psychology called higher authority. It will help increase the sales person’s ability to influence the customer to do business.
With call handling, satisfaction is achieved when your team has been trained and knows how to address common questions, such as pricing, trade, or payments. And, of course, they need to know how to set appointments.
Yes, all of that for an appointment! My clients who do this enjoy higher appointment show and closing rates. It’s because these actions activate the psychological principle of reciprocity and increase the customer’s desire to do business!
To take it to the next level of a loyalty-based experience, your team should manage a caller’s expectations. It happens when a team member offers information and choices, and shares how the process will unfold once the customer arrives at the dealership.
So, why would you settle for s a t i s fi e d o r e v e n l o y a l c u s t o m e r s w h e n yo u c o u l d c r e at e r av i n g fa n a dvo cat es ?
To create raving fan advocates and “out experience” your competition in this area, your team must add proactivity and a wow factor to the process. Roll out a red carpet, add a big red bow or balloons, and have a sign that says, “Specially reserved for [name].” Also, how about putting a thank-you card on the dashboard, a fresh bottle of water, or even a small gift bag with your branded dealership swag?
Examine your processes today to see where you can add proactivity and empathy and offer the type of service that makes the customer feel understood and appreciated. It will help you get on the path of creating raving fan advocates to dominate your market!
M O D E R N D E A L E R S H I P. C O M
13
14
MODERNDEALERSHIP
A SENTIMENT SHARED BY 4 GENERATIONS OF MCREE CUSTOMERS + EMPLOYEES Ask Mitchell Dale about customer loyalty, and he’ll tell you all about the employees at McRee Ford. He is upfront about the fact that in his mind, the two go hand in hand. “Customer loyalty starts with the employees,” he says. “Loyal employees understand the importance of focusing on building customer loyalty; we must focus on them first to accomplish our goal of building loyal customers. We’ve been very blessed over the years to consistently have a great team, many of whom have been with us for a long time.” The Dickinson, Texas dealership – 25 miles south of downtown Houston near Galveston Bay – is
celebrating 72 years of business next month. Many current and former employees have spent decades, even their entire career, at the dealership. McRee Ford has a goal that both employees and customers will feel very positive about their experiences and proudly say, “McRee Ford … That’s my dealer.” “But it starts with the employees, again,” Dale says. “If we can succeed in providing an environment and a job where our employees can say ‘That’s my dealer,’ they’ll pass that along to the customers. It’s a feeling of pride.”
M O D E R N D E A L E R S H I P. C O M
15
Employees: ‘That’s My Dealer’ McRee Ford is a mainstay on “best places to work” lists around Houston, and has been recognized by Automotive News as one of the best dealerships in the nation to work for. With benefits including fully paid health insurance and lunches celebrating employee anniversaries, McRee is a stand-out. In addition to excellent benefits, the team is also given smart tools to make their job easier and more satisfying, like AutoAlert’s AlertMiner and Pando. “Now we have a reason to make a connection with all of our customers,” Dale says. “CRM was totally different. It was sort of this random reaching out. With AutoAlert, our team has helpful information for every customer, and new opportunities, with perfect timing. It makes it easy.” Although employee satisfaction and longevity certainly illustrate the excellent work culture, perhaps one of the most telling signs of the dealership’s employees’ pride in their workplace is what they did to celebrate McRee’s 65th anniversary in 2012. Right under Dale’s nose, employees secretly spent months completely rebuilding a 1965 Mustang that the Dale brothers had purchased in the ’70s before garaging it in 1990.
Dale says that while the rebuilding was going on, he noticed that employees were texting more than he’d like. He almost said something about it. It turns out, they were sending messages like “He’s here!” and “He’s headed to parts!” in order to keep the project under wraps. The secret was revealed in June, when Ford regional managers were in town to present McRee with the 2011 President’s Award at a luncheon. The restored Mustang was driven into the showroom by Dale’s son-in-law (and McRee GSM) Dain Crow, with Dale’s three grandchildren in the backseat. “It’s a true pride point for me,” Dale says. “It continues to be a topic of conversation among our team and our customers. It still amazes me that they pulled it off [laughs].” Another example of the team’s unity and pride didn’t happen by choice, but Dale says that the team is stronger because of it: 2017’s Hurricane Harvey. Harvey tied Katrina as the costliest cyclone in U.S. history, and produced the most rainfall of any storm in the history of the United States. To get an idea of the devastation, imagine almost twice the amount of water in Chesapeake Bay dumped across Texas and Louisiana.* At the time, McRee Ford was celebrating a major milestone, its 70th year in business. The Saturday night of the storm, the power went out in most of Dickinson and 22 inches of rain fell in just eight hours, with a total rainfall of over 50 inches in four days.
*The Washington Post reported that Harvey dumped 33 trillion gallons of rain. There are 18 trillion gallons of water in Chesapeake Bay.
1965 Mustang when presented to Dale in front of the old McRee Dealership.
More than 20 percent of McRee employees’ homes flooded, some in 6 feet of water. The dealership’s 3-month-old 85,000-square-foot repair center and showroom flooded. Every vehicle on the lot was flooded – over 1,100 vehicles including new and pre-owned inventory, and customers’ vehicles were a total loss. Luckily everyone survived, which was very fortunate, and the dealership buildings were repaired and rebuilt over the next six months. Dale says the dealership team is moving forward, together, but will never be the same.
“We’re doing good. From a business standpoint, we’re adjusting to a new normal,” Dale says. “Our organization, our people, are much closer. We’re better as a result of having gone through that together as a team – really being there for each other. Not just as employer to employee, but peer to peer across the team.”
CUSTOMERS: ‘That’s My Dealer’ When Dale’s grandfather opened McRee Ford 72 years ago, he built it on the backbone of his belief: “If you always treat everyone like you want to be treated, you will always be successful.” Today, the dealership’s Mission is “Excellent Employees driving Excellent Consumer Experiences.” More than just a saying, these words have helped the fourth-generation family dealership earn 24 of Ford Motor Company’s President’s Awards. The award is given to a limited number of top dealers who excel in customer service, satisfaction, and overall experience in both service and sales. Dale says that providing value is critical to growing customer loyalty, especially in a competitive market like Houston.
Current McRee Dealership in Houston, Texas He can see the good that has come from the disaster but is quick to add, “We don’t need another one, though.” Although themselves still recovering from record-breaking Harvey, McRee employees reached out to help dealers in the Carolinas when Florence moved up the coast last year. It’s just one more example of the team’s sense of pride, not only in their dealership, but in the industry overall.
“Our focus, our goal, is for an excellent customer experience throughout the whole dealership, the whole owner experience. Sales and service. Service is such a big driver of overall loyalty,” he says. “We’re here to serve the customer’s needs, whatever they are, and build their confidence in us.”
When it comes to something as important as building loyalty, Dale says the job will never be done. He says AutoAlert helps support his team’s customer loyalty efforts. The team aims to provide excellent experiences from the get-go and to at least meet, or even better exceed, customer expectations. It isn’t always possible. Today, news of a less-than-stellar experience is sometimes learned via social media or online reviews. “Maybe we misunderstood a customer’s expectations and so we weren’t able to meet them, or we simply failed to deliver,” Dale says. “This is now an opportunity to regain their confidence. Sometimes they become even more of an advocate of McRee Ford after that.”
He sees the AutoAlert platform as being especially helpful with building customer relationships through the service drive – something that’s becoming increasingly important. “The customer experience is enhanced when it’s personalized,” Dale says. “AutoAlert helps us offer more than price; it helps us offer value. That is something we’re always working on.”
“Even after working at it for more than 70 years, our job isn’t done. We can always learn and grow.” - Mitchell Dale
McRee Veterans Recognition Program: Current Veteran Employees being recognized with $200.00 Bonus and an additional personal day
18
MODERNDEALERSHIP
Dale is holding framed U. S. Marine postcards his Grandfather, Mr. McRee, sent to his mother during World War I
RICART AUTOMOTIVE GROUP
A TRADITION OF HOSPITALITY & INNOVATION
RICK RICART PRESIDENT
20
MODERNDEALERSHIP
The Columbus, Ohio, dealership relies as much on core values as it does on new business ideas to keep customers happy and coming back.
You’d probably never guess when first walking through the doors at Ricart Automotive or talking to employees that the business is over 66 years old. Yes, there is the feeling of tradition and esteem that only long-living institutions achieve, but there is also an equal feeling of excitement and innovation.
Employees feel it The Columbus, Ohio, community feels it. Anyone who walks through the dealership’s doors feels it. This doesn’t happen by chance. President Rick Ricart exudes an almost constant positive energy and excitement about the business. “It’s something I learned from my dad,” Ricart says of his father, Second Generation Dealer Fred Ricart. “One day years ago, I emailed him a bunch of questions that were on my mind, and he responds, ‘Are you sitting in your office with your door shut and the blinds drawn?’ And I was [laughs]. He told me, ‘Whatever you do … make sure a tidal wave of positive energy goes with it.’ And that was it. It’s that simple.”
And it also helps fuel the business’s constant innovation in serving its customers’ needs. For example, in order to serve customers’ growing car customization needs, Ricart opened Rabid Customs in May 2017. And then there’s the recent acquisition of three of the oldest Harley-Davidson dealerships in the country, as two-wheeled modes of transportation are becoming ever more popular. “Harley will be launching an all-electric scooter in August,” Ricart says. “From two wheels to 18 or more, we are thrilled to have a part in it.” Whether it’s the simplicity of his dad’s quote about positive energy, or the complexity of growing a decades-old business, Ricart says that when it comes down to what’s most important, relationships win out. Customer loyalty then becomes a byproduct. “The most important thing remains to treat people how they deserve to be treated, always.”
Welcoming Guests Most of us take time to clean up the house before guests arrive and think of things we can do and things we can provide to make our friends feel welcome. That is the same approach that the Ricart team takes to its customers.
Rick Ricart is currently one of nine Ricarts (“some in-law, some outlaw”) in the family-run business. Each family member puts a lot of importance on being at the dealership and engaging regularly with employees and guests. Their shared positive energy certainly helps keep Ricart Automotive Group tops on the list when it comes to customer and employee satisfaction and loyalty.
“We definitely want to be first on our customers’ lists for where to buy a new car, but we have to earn that right, throughout the relationship,” says Ricart. “It starts before we’ve even talked to the customer for the first time. We don’t even call them customers at that point – we consider them and treat them as guests to our business.” A spotless store and friendly atmosphere are part of the hospitality that greets every guest. But in today’s increasingly digital world, where first impressions are often made online, providing an easy-to-use, helpful website is equally important. Hospitality to Ricart involves anticipating and meeting or exceeding expectations at every touchpoint.
M O D E R N D E A L E R S H I P. C O M
21
One way the company does this is by offering Express features online, including Express Checkout, Express Service, and Express Delivery. These options help customers save time when buying a car and/or getting their car serviced, as explained by Ricart in a short video for customers on the dealership’s website. The services includes quick credit approvals, the ability to complete as much or as little of the deal online without stepping foot in the dealership, pickup and delivery for service appointments, and more.
positive experiences – without which, earning a customer’s loyalty doesn’t stand a chance, according to Ricart.
“Time is the new currency. Time is so valuable,” Ricart says. “We want to offer speed wherever possible. But we also respect our guests’ and customers’ time. If we know we can’t get someone in and out quickly, we tell them honestly how long it will take. That’s part of building trust and loyalty too.”
Guests Turned Customers Turned Employees
AutoAlert is another technology that helps the team provide an outstanding customer experience. It ensures that all points of contact with customers are meaningful and helpful, through personalization and unique deals.
Although all guests and customers of Ricart Automotive are viewed and treated as equals, Ricart did have a few stand-out customers come to mind when asked.
“This is the data age. We all have access to way more data than we can use,” Ricart says. “AutoAlert makes sense of the data, and it gives us a seamless pathway to have communication with customers on their terms.”
The new Rabid Customs aims to do the same thing. It gives customers a chance to make their car uniquely theirs – and thus become more emotionally invested in it and the Ricart brand – while allowing the dealership to take advantage of growing after-market and accessories dollars.
There is Gary, who became and is still such a Ricart fan advocate, regularly bringing in many customers, that he was required to get his automotive sales license. A competing dealer threatened to sue if he didn’t.
This includes in the service drive, where AutoAlert provides the perfect conversation-starter for every customer.
And John, a body shop owner who lives 100 miles north but consistently brings new customers to the dealership because he doesn’t think they’ll be happy buying anywhere else.
All of these efforts to make guests to the dealership feel welcome and to meet or exceed customers’ expectations help to create memorable, emotionally
And a friend of Ricart’s grandfather (Paul F. Ricart, the founder of Ricart Ford), who has now been a loyal customer of the young Ricart’s for many years too. Ricart has stories of other friends and family who stand out. But every customer – every guest – of the business has the same thing in common: They were treated exceptionally well from day one. “Our goal is sustainable growth through retaining positive employees and guests,” Ricart says. “Everything we do stems from that.”
22
MODERNDEALERSHIP
A Focus on Employees It is a team effort to ensure that each and every guest and customer has an exceptional experience at Ricart Automotive. Appreciating employees is not “paying lip service” – management has taken concrete steps to ensure that they never lag in their efforts to provide a great work environment. Several years ago, in an attempt to boost morale and reduce turnover, a full-time Employee Engagement Manager position was created. Third-party surveys are regularly taken to seek employee feedback in a nonthreatening way. Ricart Automotive also offers excellent benefits, including access to an onsite gym. There is a Subway restaurant at the dealership, and additional healthy lunch options are available daily. For the past seven years in a row, Ricart Automotive Group has found a spot on the top 10 of the city’s most popular “best places to work” list, published by Columbus CEO Magazine. They also regularly make the “Top 10 Best Places to Work” list published by the Columbus Chamber of Commerce. Employee turnover is a small fraction of the industry norm.
“It all comes back to our employees, and we’re so lucky to have such a great team,” Ricart says. loyal to the Columbus community and beyond, donating to numerous education-, family-, music-, and health-based organizations. In an industry where the future can be somewhat blurry, Ricart Automotive Group is building from a solid foundation to pave a clear path forward.
“It all comes back to our employees, and we’re so lucky to have such a great team,” Ricart says. The dealership’s loyalty isn’t confined to its customers and employees; the team has a long history of being
M O D E R N D E A L E R S H I P. C O M
23
In The Box with Joey Little at NADA 2019 MD’s own Joey Little had the privilege of speaking with some of the industry’s most influential movers and shakers at this year’s NADA Show. Here’s highlights from a dozen of those talks.
Joe Dallas Vice President of Marketing at TradePending, Joe Dallas, discussed the continued relevance of local dealers and their website for customers.
Shaka Dyson Shaka Dyson, Founder and CEO of Dealers F&I University, schools Joey Little on what it takes to be phenomenal in modern F&I.
“El Patronn” “The one thing that I can tell you is that I am who I am, I’m never gonna change. I like to be flashy.” -Brooklyn Mitsubishi Managing Partner Rudy Tremenio.
Trey Harper Sara Shabana Entrepreneur and Founder of BDC Builder, Sara Shabana talked about providing a “white glove” customer experience. 24
MODERNDEALERSHIP
GSM Trey Harper talked about how a family dynamic keeps staff working in sync at Watson Quality Ford.
Denise Casagrande Read VP of Marketing at PCG Digital/Speaker on Social, Denise Casagrande’s article, ‘The Pesonality Makes the Brand’, in this issue of MD!
Bob Tasca III “The automotive business is just a fantastic business to be in.”-VP Tasca Automotive Group/CEO Tasca Racing
Alex Moore Joey and fellow VinSolutions alum Alex Moore discussed chaps, Cowboy apparel, gunfights and digital marketing at NADA 2019. -Digital Markeing Manager at Gary Crossley Ford.
Glenn Pasch Joey talks dealership budgeting with Glenn Pasch of PCG Digital and Author of “Power of Connected Marketing”.
David Marod Conversica “Big Cat” of Sales David Marod enlightened Joey on AI in Automotive and everyday life at NADA 2019.
Keena Lindberg The Famly that Works Together Stays Together - Keena of Eau Claire Ford Lincoln.
Shaun Raines
Jonathan Dawson Jonathan Dawson of Sellchology shares tips for creating Raving Fan Advocates elsewhere in this issue. “You have to be an advocate for the craziest things. An advocate will ufriend their mother on Facebook because their mother bought a car somewhere else.”
“Don’t let your processes and operations in the dealership look like it’s fifteen years behind where the product has gotten.” -Owner and Founder of Dealer Superhero, Shaun Raines helps dealers stay up to date.
Visit Modern Dealership’s Facebook page www.facebook.com/autoalertllc for these full length interviews and more!
Founder and CEO of Dealer F&I University
Customers are the lifeblood of every business, which certainly includes Automotive. Every day we live and breathe Ups – our customers. With the internet being the first place people go to shop and research, and with many dealers saturating the internet with “the lowest cost this, the best price that,” it is becoming harder and harder to drive traffic to our own dealerships.
And even harder to keep a customer loyal, because the market is so “lowest price”-driven. In the end, there can be only one lowest-priced dealer, lowest-priced car, cheapest brand, “we will beat any price” dealer. There can be only one!
Customer Perceptions
What I have found is this: Customers generally love the product (the vehicle) but hate the experience. And then there’s their perception of F&I. Customers not only hate the experience, but dread the F&I department. To them, F&I is just an office where they go after they negotiate a price and a payment for their new car or truck, only to be taken to “that office back there” to be told that the interest rate and payment are higher than what was negotiated in the showroom.
Let’s face it, customers aren’t fond of dealerships. The very thought of having to walk into a dealership to go “through the process” gives most customers anxiety. Generation after generation, decade after decade, our reputation has taken a beating. Perception of the car-buying experience keeps buying a car ranked among the lowest things on people’s preferred “to do” list.
26
MODERNDEALERSHIP
Whether this is a reality in your store or not, like it or not, this is how many customers perceive “those finance people.” This is why many customers do everything they can to avoid going into the finance office. They will go to their credit unions. They will dig into their bank accounts and pay cash for a vehicle, even with interest rates being little or nothing on automotive loans. Some customers will even demand that a salesperson bring their finance paperwork to their house or place of business to sign, all in an effort to avoid dealing with the finance department. Like I said at the beginning, customers are our lifeblood, and that includes F&I too. We need customer loyalty, and F&I has to be an active participant in creating that loyalty.
When it comes to F&I and the way to win and keep customers loyal to our dealerships, the solution is this: You must “out experience” your competition! F&I managers have to understand that the last time a customer bought a vehicle, they went through an old, outdated, dry process in the finance department. The valuable products that F&I managers sell weren’t sold to the customer the last time they took delivery; rather, they were pushed on them by a finance manager who used a menu to explain what a customer would forfeit by not selecting a column on a sheet of paper, instead of building massive value in their products.
Needless to say, if the customer bought from that store again it would only be because the product was too cheap to pass on – not out of loyalty. To make a difference, F&I managers must always keep in mind the customer’s needs, perceptions, and experiences while in the store and F&I office. That’s priority number one. Attitude, body language, and a customer-first approach is where we begin, followed by strong time management: being very aware of the customer’s wait time, and being expedient on our end. We must be willing to be fully transparent with customers and give them all the information they seek, without reservation. We have to remember, F&I is a mystery to most customers. We have to consider the customer’s anxiety and edginess when they come back to our office. A polite, courteous, friendly, value-building approach is the name of customer loyalty in F&I. I call it “rolling out the red carpet” for the customer. When this is the focus, and “out experiencing” the competition in F&I is the goal, then customer loyalty is the result.
The customer was dealt with in a dry manner by a finance manager who made them wait too long to bring them into their office. The customer’s anxiety the last time they dealt with the old, outdated, “same as the last time” F&I process was through the roof. Very likely, the customer couldn’t wait to get out of there.
M O D E R N D E A L E R S H I P. C O M
27
AN M L IL ERT B L ALUTOAL D KENVP, A
ByNIOR SE
28
MODERNDEALERSHIP
G N I S S L U O U O O TT Y E R A RIGHJOB? E H T THE R O F
Customer loyalty takes on numerous meanings for different brands. Sports teams have a tremendous amount of loyalty from fans. Look at the upcoming MLB season and every team and fan believe this is the year for their team to win it all. Another industry with a unique and loyal customer base is coffee. Consumers will go out of their way to pick their favorite coffee. In our Kansas City office you will hear conversations about loyalty to BBQ and what makes each one different (by the way it typically comes down to sauce.) [Ed. Note: partially, but we can debate that elsewhere later.] To simplify and keep this in the Automotive industry let’s define Customer Loyalty as a measure of how likely your customers are to do repeat business with your dealership, group or brand. The benefits of Customer Retention and Brand Loyalty greatly outweigh all other marketing endeavors. You will have higher front and back grosses. The vehicles traded in by your customers will sell faster on your pre-owned lot. This in turn saves you thousands from auction costs, shipping and floor plan costs. You have existential benefits such as higher CSI scores and positive reviews by your loyal customers. Given the benefits, the big question to ask yourself is “why I do not pay more attention to Customer Retention?” Let’s begin with ideas on how you can gain loyal customers. The first place I would recommend is your service drive. I like to start here because your dealership will typically have more customers driving into service every day versus walking in your front door. The benefits mentioned above give you many reasons to analyze the opportunities on your service drive. Technology today allows you to be notified in real-time when a customer who just pulled into service is in a position to upgrade vehicles today.
The next area to focus on to increase Customer Retention is analysis of your previous sales patterns to first time and repeat customers. Recent data from NADA shows it costs a dealer $650 to sell those customers. If you multiply by your database count, your total portfolio of opportunities will cost in the millions. Data mining will help you find patterns that allow you to increase purchase frequency by offering those customers benefits that fit their needs at just the right time. Technology updates, new body styles, and competitor vehicles make it harder to keep your customers loyal to the brand, but statistics show implementing an upgrade process earlier in the lifecycle increases customer retention and brand loyalty. This can be difficult for dealerships to implement. Tools such as a Customer Experience Platform (CXM) can automate the task and help you learn about your customers’ shopping patterns. Let your team know when customers you have sold are In-Market and looking online or if they are at a competitor dealership. Given the highly competitive automotive landscape today, customer experience programs are the most effective way to differentiate your organization from the competition. Such differentiation drives loyalty by engaging customers with your dealership.
Retaining customers is much less expensive than acquiring new ones. Customer experience management is the most cost-effective way to drive customer satisfaction (CSI,) customer retention and ultimately customer loyalty. Are you using the right tool for the task? M O D E R N D E A L E R S H I P. C O M
29
out of manual.
AI DESIGNED FOR AUTO DEALERS AT conversica.com/auto 30
MODERNDEALERSHIP
DJ KHALED, FAMOUS RECORD PRODUCER AND MEDIA PERSONALITY, SAYS IT BEST WHEN DESCRIBING HIS FANS. “FAN LUV” IS THE PHRASE YOU’LL OFTEN HEAR HIM SAY WHEN ADDRESSING THE MILLIONS WHO FOLLOW HIM ALL OVER THE GLOBE AND ON SOCIAL MEDIA.
WR I T T E N BY:
Denise Casagrande VICE PRESIDENT OF MARKETING AT M PCG O D E BRANDS R N D E A L E R S H I P. C O M
31
Khaled and other media personalities have given marketers in any business a near-perfect blueprint for branding themselves through a defined social presence. They show off aspects of their lives they know fans would want to see, they give exclusive insights to their followers, and they will even tell their social followers where they’re going to be at a certain time so that those lucky enough can get there early for a glimpse of their idol.
The ultimate goal that many of these media personalities have achieved through the use of social media is to become influencers, which is what makes the fans come back for more. Let’s break this down to show how the same way of thinking can work for your dealership and your fans (or customers!).
THE POWER OF THE INFLUENCER A personality makes the brand, and some of the biggest names out there have capitalized on that philosophy. KFC isn’t complete without Colonel Sanders, McDonald’s connects with kids worldwide through Ronald McDonald, and Flo has been a mainstay on Progressive commercials for over a decade now. These companies have effectively created an influencer for their brand, or someone who speaks to consumers on a personal level that makes us forget we are being sold something. While it may seem like you need to leverage a big brand name to create an effective influencer, you’ll be pleasantly surprised to find out that you can create one at your dealership. THE PERSONALITY MAKES THE CONSUMER COMFORTABLE WITH THE PRODUCT. Your audience wants to see who is going to be selling them their next vehicle. Outlandish examples like Colonel Sanders might not work for you, but when you have a familiar face such as the GM of your dealership or your head technician always speaking to the customer, they become the de facto face of your brand. 32
MODERNDEALERSHIP
Photo source: chewboom.com
The amount of content that social consumers take in daily is staggering, and videos featuring your influencer not only are easy to consume, but give you an easy medium to get out the information needed to have your fans asking for more.
DEVELOPING AND PROMOTING INFLUENCERS AT YOUR DEALERSHIP Here are three starting places to help identify, develop, and maintain a consistent influencer using video to develop your brand and attract and obtain loyal customers:
1. THE GENERAL MANAGER
2. THE VETERAN EMPLOYEE
The General Manager is the orchestrator of the whole show. They are the thought leader of the business, which is why they can be the thought leader of your content. The General Manager influences the staff, and similarly, they can influence the consumers. Have your GM go Instagram Live to talk about the features consumers are looking for in vehicles, and use your GM to do walk-arounds once a week of different models.
The veteran employee is always a great match to be a brand influencer. They’ve seen the company grow, they have passion for the brand, and they’re probably a face that many consumers already recognize. Not only do they know the products, but they also have a rapport with the other employees, which will help everyone involved be more comfortable on camera. Your veteran employee is the perfect choice to do segments like “What’s new at the dealership?” or “Meet the team at the dealership!”
3. YOUR MARKETING GURU Have an in-house marketing team? Chances are someone on that team is skilled with being on camera and also knows and understands the techniques used to attract views from consumers. They’ll also be able to assist with the editing and understand time constraints on video content. If you don’t have a person on staff skilled in this area, now is the time to consider offering training and other support, as video is exploding.
IT’S A GREAT TIME TO START EXPLORING THE OPPORTUNITIES THAT LIE IN FINDING AN INFLUENCER (OR TWO!) FOR YOUR DEALERSHIP. GETTING YOUR CONSUMERS COMFORTABLE SEEING SOMEONE FROM YOUR DEALERSHIP ON CAMERA NOW WILL LEAD TO LONG-TERM CUSTOMERS AND LONG-TERM SUCCESS.
M O D E R N D E A L E R S H I P. C O M
33
IN THE
O X
B
El
34
MODERNDEALERSHIP
n n o r t a P
 � � ���  ��  € ��� ��� cars. Used cars, we killed it as well. We've got a lot of challenges ahead of us, but we expanded, we're growing.
‚ ƒ „ …
 � �
Â? Â?
Â
‚ † ‡ ˆ ‡ ‰ Š
‚
THE LOST CAN BE FOUND IN YOUR SERVICE LANE How to Increase Total RO Count and Customer Cash-Pay Business in Your own Market Area
With 25 years of Automotive Marketing Experience, I’ve heard it all. “Hey, what can I do to advertise service?” is a question many managers ask. Well, there is really not much that actually works, without the right intelligence and data behind the effort for service to increase customer cash pay without cannibalizing your service reminder program (SRP).
Gary Montoya General Manager of Gary Crossley Ford
However, through new technology and software integrations into car dealerships, finding data has become easier to do and apply as the years have passed. The difficulty now is choosing the right directive and technology to partner with to achieve the results desired. These are likely responses you’ve heard or said yourself: “What works?,” “Who or what can I trust?,” “I’ve tried it all!” and “Everyone has some new technology or program to sell!”
I heard a man say once that “the path to wisdom comes from one of two things: personal experience by running into a wall yourself and bloodying your own nose, or watching someone else do it and learning from their experience.” The latter seems like the best case when it comes to avoiding a brick wall or potential pitfall in spending budget on service advertising efforts that don’t work, or life lessons in general for that matter. The great news in fixed ops is that service departments are known for keeping the best records on customers. In service, we know more about the customer and their vehicle than just about anyone else in the dealership does, because we see them more regularly than anyone else, and we keep the best record of our interaction. So, let’s use this information to help drive “found revenue” into the service lanes. Not customers who are on our SRP and are active, but the ones who have been inactive for 6 to 12 months or lost for 12 months or more. Better yet, let’s find those who drive like makes that we sell and service, but have “no history” with our store, and incentivize them to come in as well. Let’s take a shot at earning their business! Next, what and how do we communicate to them, or advertise? What we communicate to these prospects in our offer piece, usually direct mail, is to give multiple offers and take more than one shot at earning their business. Let’s give them a reason to come in multiple times and, through consumer behavior, foster a good habit. After all we are looking for a long-term relationship that starts in service, translates into sales, and goes around and around for years as part of the customer experience or retention model. We don’t want a one-time “coupon visit.” Today’s dealers need to strengthen relationships and build brand loyalty because once we acquire a customer, we cannot afford to lose them. Cost of acquisition is too high, as we all know too well.
In order to do this, most dealerships have a resource for data mining, a CRM platform or better yet a CXM platform like AutoAlert. AutoAlert even provides the turn-key one-to-one marketing piece to support its clients in this effort in the form of a checkbook and OEM-branded letter, which is co-op eligible for most brands. With this intelligence of present customer base with inactive or lost status, plus “no history” conquest possibilities in our own PMA we can – through consumer behavior – reach them with a targeted message that incentivizes them to visit multiple times.
Today’s dealers need to strengthen relationships and build brand loyalty because once we acquire a customer, we cannot afford to lose them. To achieve the optimum success of this initiative, we don’t want to “pigeonhole” the customer to one specific service or one specific offer. We want them to have at least three oil change offers, since that will be the most frequently used or needed offer. The other offers in our piece should give a value to ANY service. These would be a $20 value off any service, then a $50 and $100 value. The disclaimer on these should state, “Not to exceed 20% of total Repair Order.” Some other favorites are FREE tire rotation as another opportunity to service the vehicle and build rapport, or even a $250 discount off of a new or used car purchase to give some value to sales for the mailing. These offers in the form of checks or coupons mailed to the customer will foster multiple visits. This helps build a relationship and establish a behavioral pattern to have them defect from the bad habit of visiting an unauthorized service provider or competitor.
Tracking the ROs and the coupon codes or numbers, you’ll find that the ROI appears very quickly into this effort. Inactive and lost customers or “no history” in your PMA will move to active customers and be put on your SRP to continue to incentivize and maintain their loyalty for years to come. M O D E R N D E A L E R S H I P. C O M
37
3 ‘Must Do’ Tips For Creating Customer Loyalty In the Socialscape By Joey Little, Social Media Matter Expert
As younger generations age into the target demographic, social media plays more of a key role in customer loyalty. In generations past, it was the physical product that mattered to the consumer. The quality of the tangible product was what propelled customer loyalty and built many of the legacy brands we still use today. As the generations change, what matters most to the consumer also changes. The quality of a product will always
be important, but now consumers are becoming exponentially more interested in buying the story behind the product. They want to feel a human and ethical connection to the companies they buy from. Furthermore, consumers will pay more for a product if they feel a personal connection to it. If you want to connect with your audience, tell the story of your brand and open a pathway for conversation, the use of social media is paramount.
TELL YOUR STORY Let’s take a look at two brands that primarily sell the same product: Folgers and Starbucks. Even as you’re reading this, you probably don’t view these two companies as competitors. But why? Even though they both sell coffee, they seem to occupy different spaces within the consumer landscape. Folgers built their brand around being quality coffee that was convenient to brew in the comfort of your home. It was “the best part of waking up” and I’m sure many of you associate Folgers with their iconic red cannister. Let me be clear, there is nothing wrong with Folgers, but their message did not evolve over time. Then there’s Starbucks which built its brand around Fair Trade, giving their coffee farmers a livable wage and working to better the community around them; a message that hit home with a huge consumer base. Along the way, consumers adopted a new mindset and decided that it was more appealing to spend $6 on one latte then to spend an equal amount of money on a cannister of Folgers that would last two weeks. Why? The tech and social media boom of the late 90’s was a spring board into the new millennium which assured the following generations wouldn’t be as concerned about convenience because, frankly, everything is expected to be convenient. Younger consumers grew up having everything at their fingertips through the click of a mouse or by tapping on their iPhone. They don’t view convenience as a commodity. They care about the story; the origin of where a product came from and who made it. Keen use of social media helps you tell the story today’s consumers want to hear. Use social media to tell your story.
GET PERSONAL Spray and pray marketing isn’t very effective on modern consumers. A personalized message is what they want. Jacob Nickel, O2O Product Manager for AutoAlert, says sending a personalized message along with a unique offer are reasons why One to One Facebook campaigns are so effective. “We can address a customer as an individual by sending them a specific offer through personalized Facebook ads. We also personalize URLs for every customer. Essentially, sending one customized message to each customer. That’s the One to One approach; creating effective communication which ultimately leads to a sale.” It’s essentially saying, “Hey, we know you. You aren’t faceless to us. We know what you want, and we know how to accommodate you.”
TALK ISN’T CHEAP, IT’S LUCRATIVE A key component to assuring customer loyalty is quick and personal interactions with your customer base. Gone are the days of an expected wait of 24 to 48 hours for a reply to an inquiry. If not an immediate response, the modern customer base expects an answer within an hour of submitting an inquiry. It is of utmost importance that you have someone (or a team of associates) dedicated to monitoring and responding to tweets and Facebook Messenger. Quick attention to issues that arise with the product or service will always be key, but now that timeline has shortened and to remain successful you must utilize the most direct path of communication: social media.
One of the greatest things about the modern consumer is that they will communicate directly with your social media pages. It’s how you handle those interactions that will make or break the scenario. The important thing is to have a strategy in place for the quick, informative and personal responses which will foster customers into becoming long-term, loyal advocates of your brand.
How can my dealership improve customer retention and brand loyalty, increase sales in the service drive, and create efficient and effective digital advertising for in-market consumers using one data-driven platform?
IS YOUR DEALERSHIP READY FOR THE FUTURE? CALL US TODAY
833.236.6788 AUTOALERT.COM
FROM CONSUMER BEHAVIOR ALGORITHMS AND ADVANCED GEOLOCATION TARGETING TO CUTTING-EDGE AI FOLLOW UP ASSISTANCE, WE’RE BUILDING FOR THE FUTURE