Recently, I’ve been busy out in the field doing what I love most—rolling up my sleeves and working on-site with client-dealers, which is something I don’t have much time for in my position as director of the NCM® Institute. Recently, though, I’ve had the opportunity to work with two exceptional dealership groups who are committed to going “from good to great.”   

I know I’ve been remarkably fortunate, over my 25+ years in training and…

It’s time for a continuation of the mini case study focused on the objectives established and challenges faced in building processes to develop, measure and manage OTDBs in the operating departments of an NCM client automotive dealership group. In our article titled OTDB Measurement and Management – Part Two, published on March 20, 2012, I discussed the structure of the vehicle sales department and the general expectations that we defined and communicated to the members of the sales…

It’s probably because of my college training in industrial engineering, but I’ve always been fascinated and challenged by trying to define any meaningful relationships between “opportunities to do business” (OTDBs) and sales results. After a half-century of experience in the retail automotive business, I’ve concluded that there truly are consequential metrics associated with selling both vehicles and service at an auto dealership. 

For instance, do you know how many good vehicle sales…

I am again continuing the mini case study focused on the objectives established, and challenges faced, in building processes to measure and manage OTDBs in the operating departments of an NCM client dealership group. Today, my focus is on one of the greatest vehicle sales opportunities that most dealers enjoy, but fail to capitalize on.

At one point during this engagement, I had asked the dealer principal if he was satisfied with the strategies being employed to develop vehicle sales…

This is the continuation of the mini case study focused on the objectives and challenges of building a process to measure and manage OTDBs in the operating departments of an NCM client dealership group. Today I’ll be focusing on the vehicle sales departments in general.

The sales management staff had decided that OTDBs needed to be first divided into five major categories: (1) first-time walk-ins; (2) Internet leads; (3) blind phone inquiries; (4) proactive salesperson appointments;…

Several years ago one of my more enlightened and proactive client-dealers said to me, “I know I don’t really need more opportunities to do business; I just need to do a better job of measuring and managing the OTDBs I already have.” He then asked for my help to develop and implement a traffic management process for each of the five operating departments within his multi-rooftop automotive dealership group. Over the next several weeks,…

Over the last fifteen years I’ve conducted numerous dealership sales meetings, at which we perform an interactive exercise called “Who Do You Know?” I ask each salesperson to write down just one name of someone they know in each of about 75 categories that I read to them over a twenty minute period. After the exercise is completed, I inspect the pages and pages of names that they’ve written down and I normally say something like, “Don’t talk to me about not having enough…

I have always believed there is a valid reason why dealership website designers include a “Used Vehicle Specials (UVS)” page in their master plan. Because if I were a used vehicle prospect cruising dealers’ websites, when I click on “Used Vehicles” and a drop-down appears with one of the choices being “Specials” (or “Featured Vehicles”), I would certainly go there first before taking a deep dive into the overall used vehicle inventory. However, most dealership managers must not think that…

At the Sonic Dealer Academy we used an article titled, “Simple Techniques to Grow Your Business,” as a teaching tool. This article was authored by Duane “D.J.” Sprague who, at the time, was the president of Dunning Sprague Marketing & Advertising, a full service agency specializing in generating and retaining customers for the retail automotive dealer. All of us that were exposed to D.J.’s metrics took them at face value. I think many of them, particularly those listed below, still apply…

Very few dealers are both aggressive and effective in selling Extended Service Agreements (ESAs) after the new or used vehicle has been delivered. If you are so fortunate to be among this minority, you don’t need to read any further. Since most F&I departments don’t seem to have the inclination or motivation to work these post-delivery opportunities, let’s explore an alternate strategy…structuring a process to have our service advisors aggressively and effectively sell ESAs in…