Optimizing Dealerships Most Important Asset. JV@DRIVINGSALES.COM - PowerPoint PPT Presentation

Optimizing Dealership’s Most Important Asset. JV@DRIVINGSALES.COM

Agenda: What are the outcomes • Why we have high turnover • Case studies • Processes for success • Q&A •

Outcomes: Grow Performance • Engage Employees • Accelerate Advancement • Reduce Turnover •

People

Sales Success ?

Case Study: Understanding the ROI on People

Labor Expense vs Labor Costs Questions: a) Who has the Higher Labor Expense? b) Who has Higher Labor Costs? ✓ Higher Performance ✓ Stronger Growth ✓ Lower Costs ✓ Better Culture ✓ More Applications ✓ More Profit

Total Labor Rates Total Labor Costs

2016 Total Turnover 17.8% 17.8% All Industries Banking 18.1% Healthcare 19.9% Hospitality 28.6% Insurance 12.2% Manufacturing 16% Not-For-Profit 15.7% Services 16.8% Utilities 8.8% Compensationforce.com

Auto Industry Turnover 70% $45 - 75,000 Cost Per Turnover NADA ✓ Lower Performance ✓ Slower Growth ✓ Higher Costs ✓ Poor Culture ✓ Hard to Hire ✓ Less Profit

Enterprise Career Map

Sales Success ?

Processes For Successful Team Management Team Development Process Daily Task Management Process Team Development Process Performance Reviews Process

HCM Process Sales Success A structured process to advance employees’ careers while optimizing their performance. Growth Growth Standards: Requirements ü Performance Sales ü Development Genius Sr. Sales Consultant Sales Consultant Trainee

Mission Outcomes Outcomes Measurements Measurements Processes Processes ???

etency : Co Competen A defined behavior that an employee needs as a building block to complete a broader task. Co Competency F Framework: is a structured guide to identify, evaluate and develop those competencies in employees to optimize their success. Co Competency B Based M Management is the practice of Managing and developing employees to a Competency Framework to optimize their success.

Vs. Rookie 20+ Avg. Sales 148 competencies Product Process Skills Temperament Knowledge Four Factors to Sales Achievement

We build Product Knowledge We build Skills We build Process We hire Temperament Rookie

Success Foundation for HCM: a) Define Career Levels Growth Growth Requirements Standards: b) Create Competencies Framework ü Performance HCM Management: ü Development

Competency Framework Competency Based Recruiting Competency Based Management Brand Recruit Hire End to End HCM

Step 1: Assess Your People

Assess to Hire Assess to Grow Temperament Process Skills Knowledge Drive Walk-­‑in Build ¡Rapport Model ¡Specific Learning Aptitude Phone Manage Conflict Incentives Empathy Lead Overcome ¡objections Programs Self ¡Awareness Chat Asking ¡questions Culture Commitment Active ¡Listening System ¡Usage Culture

Step 2: Plan Map Growth Opportunities

Step 2: Plan Sa Sample D Dealers rship Ca Care reer r Ma Map Product Specialist BDC Agent Internet Sales

Step 2: Plan Sales Consultant Map Level Title Unit CSI Comps. Badges Certs Time Level 0 Trainee Na Na Na Na Na 90 ¡days Level ¡1 Product 3 ¡units/ ¡ Group 35 Required Phone CRM 3 ¡months Specialist ¡ 1 ¡Month ¡ 20 ¡Elective Lead ¡Handling Walk-­‑in Mission ¡& ¡Culture Level ¡2 Sr. ¡Product 7 ¡units/ Group +3% 25 ¡Required Walk ¡around Factory ¡ 9 ¡months Specialist 3 ¡Months 20 Elective Delivering ¡Numbers Certs Level ¡3 Honda 12 ¡units/ Top ¡10% ¡+ 25 ¡Required Closer Badge Master ¡ 1 ¡+ Genius 6 ¡Months 23 Elective Lease ¡Beast ¡ Factory Note: 2+ years to progress through this program. That alone saved the dealership 90,000 in turnover costs.

Step 3: Develop: Create Growth Opportunities

Step 3: Develop Foundation from Career Map Comps. Badges Certs Na Na Na 35 Required Phone CRM 20 ¡Elective Lead ¡Handling Walk-­‑in Mission ¡& ¡Culture 25 ¡Required Walk ¡around Factory ¡ 20 Elective Delivering ¡Numbers Certs 25 ¡Required Closer Badge Master ¡ 23 Elective Lease ¡Beast ¡ Factory

Step 3: Develop Real time training needs Foundation from Career Map Comps. Badges Certs Store Individual ¡ OEM/Dealer ¡ Retention Performance Performance strategy Na Na Na Process Process Process Process 35 Required Phone CRM Skills Skills Skills Skills 20 ¡Elective Lead ¡Handling Walk-­‑in Knowledge Knowledge Knowledge Knowledge Mission ¡& ¡Culture Temperament Temperament Temperament Temperament 25 ¡Required Walk ¡around Factory ¡ 20 Elective Delivering ¡Numbers Certs 25 ¡Required Closer Badge Master ¡ 23 Elective Lease ¡Beast ¡ Factory

Step 4: Measure Monthly performance Reviews

Step 5: Reward:

Step 5: Reward: Sales Consultant Map Level Title Unit CSI Comps. Badges Certs Time Compensation Level 0 Trainee Na Na Na Na Na 90 ¡days Highest ¡Base Lowest Variable Level ¡1 Product 3 ¡units/ ¡ Group 35 Required Phone CRM 3 ¡months Medium ¡Base Specialist ¡ 1 ¡Month ¡ 20 ¡Elective Lead ¡Handling Lowest Variable Walk-­‑in Mission ¡& ¡Culture Level ¡2 Sr. ¡Product 7 ¡units/ Group +3% 25 ¡Required Walk ¡around Factory ¡ 9 ¡months Medium ¡Base Specialist 3 ¡Months 20 Elective Delivering ¡ Certs Higher ¡Variable Numbers Level ¡3 Honda 12 ¡units/ Top ¡10% ¡+ 25 ¡Required Closer Badge Master ¡ 1 ¡+ Lowest Base Genius 6 ¡Months 23 Elective Lease ¡Beast ¡ Factory Highest ¡Variable Note: 2+ years to progress through this program. That alone saved the dealership 90,000 in turnover costs!

Take Away: 1. Build/Get full Dealership Competency Framework 1. Plan a growth Map for employees. 1. Work the cycle: Assess > Plan > Develop > Measure > Reward 4. Measure results: Turnover, employee productivity

Outcomes: Grow Performance • Engage Employees • Accelerate Advancement • Reduce Turnover •

Thank you JV@DRIVINGSALES.COM