- 1. APPOINTMENTSMEAN BUSINESS TRAVIS SNOW UNLIMITED SUCCES S
NOW! PRESENTS
2. DealershipManagement ProfessionalsAgree That
Appointments.
- Require Less Management Involvement
- Are More Fun to Deal With
3. ThenWHYDo The Same Management Professionals Fail To
Effectively Address the Concept of Developing Appointments? 4.
Because They Have Never Learned To Apply The 6 Elements of
Effective AccountabilityManagement ! 5. OnceAccountability
ManagementBecomes aLearned Habit
- Results are Pre-Determined!
- Managers and Employees Make More Individual Income!
- Everyone Works Smarter, Rather Than Harder!
6. The6Primary Elements of Effective Accountability Management
1. Plan your work, and work your plan! 2. Clearly define and
communicate your expectations. 3. Measure what you intend to
manage! 4. Inspect what you expect! 5. Reward positive results, and
respond appropriately tonegative results!(Positive behavior that
isrewarded will be repeated;and negative behaviorthat is not
effectively addressed will, likewise, berepeated.) 6. Develop and
Implement a Systemic Structure!(Dissimilar people operating within
the sameSystemic Structure will produce Similar results.) 7. How
Does Appointments Mean Business Relate to The 6 Elements of
Effective Accountability Management? 8. Plan Your Work,and Work
Your Plan!
- 50% of Each Salespersons Business (Deliveries) Result From
Appointments.
- Each Working Day, the Dealership Will Have the Number of
Confirmed Appointments Equal to 50%xNumber of Salespersons
.(Example:12 Person Sales Staff;Daily Appointments = 50.0%
(0.50)x12.0=6 Appointments Per Day.
- 50% of Confirmed Appointments Will Close
- Management is Responsible and Accountable for the Success of
The Plan
9. Plan Your Work,and Work Your Plan!
- Pre-Determined Results of thePlan
- For An Average Salesperson, Delivering 10 Units Per Month
-
- At Least 5 Deliveries Will Result From Appointments , Requiring
That He/She Produce 10 Confirmed Appointments Per Month, That Will
Close at a Percentage of 50% (On Average).
-
- No More Than 5 Deliveries Will Result From Walk-Ins,Requiring
That He/She Must Face Off With No More Than 30 Walk-Ins Per Month,
Closing, On a First-Time-In Basis, of 16.7% (On Average).
- A Twelve (12) Person Sales Staff Will Have No Less Than Six (6)
Confirmed Appointments Per Day.(50% [0.50] Appointment Ratiox12
Salespeople=6 Appointments)
- A Twelve (12) Person Sales Staff in a 7-Day/Week Store Will
Produce90 Deliveries Per Month From Appointments .(6 Appointments
Per Dayx30 Daysx50% Delivery Ratio)
10. Plan Your Work,and Work Your Plan!
- WorkingThe AppointmentPlan .
- Sales Management consistently conducts One-on-One Meetings with
Sales Consultants to Coach Them On How to Secure Appointments.
- Sales Management Works with the Most Pro-Active Sales
Consultants, Training Them in How to Develop and Nurture a Bird-Dog
Network.
- Senior Management Continually Follows Up with Sales Management
to Ensure That the Appointment Process is Effective.
11. Plan Your Work,and Work Your Plan!
- WorkingThe AppointmentPlan .
- Sales Management and Sales Consultants Must Work
theAppointments Mean BusinessProcess In Tandem With theMyTop
TenProspects Process.
12. 13. Clearly Define and Communicate Expectations!
- Must Understand and Accept thatTHEYAre Primarily Responsible
and Accountable for the Success of the Appointment Process.
- Must Understand and Accept thatTHEIRPerformance Will Be
Measured and Reported Against Pre-Determined Objectives.
- Must Understand and Accept that anEffective Appointment
Processis a Condition of Employment for Sales Managers.
14. Define and Communicate Expectations!
- Must Understand and Accept that50% of Their Unit Deliveries ,
and70% - 75% of Their Personal IncomeShould Be Derived From The
Appointment Process.
- Must Understand ( and Demand ) that Sales Management is
Accountable to Coach and Administer the Appointment Process .
- Must Understand and Accept that anEffective Appointment
Processis a Condition of Employment for Sales Consultants.
15. Measure What YouNeed to Manage!
- Must Complete (and Submit to Sales Administration) a Data Card
for the Appointment.
- Must Log the Appointment On The Approved Appointment Board, and
then Submit the Data Card to Sales Management.
16. 17. Measure What YouNeed to Manage!
- Must Confirm the Appointment by Telephone, Complete the
Confirmation Section of the Data Card, and Return the Data Card to
Sales Administration.
18. Measure What YouNeed to Manage!
- Must Log the Confirmation On The Approved Appointment
Board.
- Sales Management or Administration
- Must Log the Show of the Customer.
19. Measure What YouNeed to Manage!
- The following two slides present sample Appointment Boards
for:
-
- Medium to Large Dealerships
20. 21. 3 2 1 Sales Consultant Guest Apt. Time Future Dates 3 2
1 Sales Consultant Guest Apt. Time TomorrowNovember 25th 5 4 3 2 1
Sales Consultant Guest Apt. Time TodayNovember 24th Welcome to our
Scheduled Guests 22. Measure What YouNeed to Manage!
- Coding the Appointment Board:
- Many Dealerships Provide an Open Column To Present Specific
Information About Each Logged Customer.For Example:
-
- A Two-Sided TriangleMight Be Used To Identify a Logged But
Non-Confirmed Appointment.
23. Measure What YouNeed to Manage!
- Coding the Appointment Board:
-
- The Third SideIs Then Added, Once the Appointment Has Been
Confirmed By a Sales Manager.
-
- Some Dealers Then Use , or Something Similar, to Indicate Show
Status for the Customer.
-
- And FinallyMay Be Used To Indicate That The Customer is
Sold.
24. Measure What YouNeed to Manage!
- Other Measurement Methods:
- As an Alternative to the Appointment Board, Some Dealers Elect
To Keep an Appointment Log.A Sample Weekly Appointment Log is
Displayed in the Following Slide.
25. 26. Measure What YouNeed to Manage!
- Whether You Decide to Use a Board or Log (Daily or Weekly) to
Track and Display Appointments, YouMUSTMaintain An Accurate,
Permanent Record of the Appointment Process, By Day and MTD, By
Salesperson, and Separated By New and Pre-Owned!
27. Inspect What You Expect!
- The Reason Appointment Boards Have Become So Popular is Because
of TheirVisibility .to Senior Management, to Sales Management, to
Each Sales Consultant (and His/Her Peers), and to the
Customer.
- If Only Logs Are Used, They Should Be Maintained in a
Prominent, Consistent Location at the Sales Control Desk, Readily
Available for Inspection by Senior Management.
28. Inspect What You Expect!
- Continual Focus By Management:
- Senior Management and Sales Management,Throughout Each Day ,
Should Regularly Review the Results of the Appointment Process (by
Inspecting the Appointment Board or Log).
- Sales Consultants Should Be Constantly Aware of Managements
Inspection, Which Demonstrates Managements Commitment to the
Importance of the Appointment Process.
29. There is Nothing More Critical to the Successful
Implementation of aNew Operating ProcessThan. 1) Effectively
Reinforcing the Behavior of those Employees That Embrace the New
Process, and 2) Immediately Responding, In Firm Fashion, to Those
Employees Who Resist The New Process. Reward or Respond!(To
Behavior) 30. Reward or Respond(To Behavior)!
- RewardingPositiveBehavior Normally Requires Nothing More Than a
Respected Managersincerelysaying,
-
- Great Job Securing Appointments, Bill!Thats Exactly the Type of
Performance Im Looking For!Keep Up The Good Work!It Will MakeYou A
Lot Of Money!
- And doing so in the presence of other Sales Consultants!
31. Reward or Respond(To Behavior)!
- AddressingNegativeBehavior Normally Requires Nothing More Than
a Respected Managersincerelysaying,
-
- Joe, ImREALLYDisappointed in the way you are Securing
Appointments!IHOPE YOU UNDERSTANDthat this is a 100% Participation
Program!Please dont jeopardize your future with the dealership by
ignoring what Im telling you!Now. How Can I Help YouDo a Better
Job?
- And doing so in private, but ensuring (even surreptitiously)
that the other Sales Consultants know what was said to good ole
Joe!
32. If You Talk About It Enough, with Sufficient Emphasis,
Results Will Be Produced.Simply Through Consistent, Quality
Conversation! Reward or Respond!(To Behavior) This Is Certainly
True of the Appointment Process! 33. Reward or Respond(To
Behavior)!
- Have An Appointment Logging Party
-
- At The Start and End of Each Shift!
- Use the PA System Regular (But Varied) Announcements
-
- The Appointment Registration Center Is Now Open For
Business!
- Make the Appointment ProcessFUN !
34. Should You PAY for Appointments? No, At Least Not On a
Consistent (or Frequent) Basis! Some Dealers Have Effectively Used
Incentives to Launch the Process.Others Have Used Incentives to
Re-Engage the Process. Reward or Respond!(To Behavior) 35.
- Sales Management MustOWNthe Appointment Process!
-
- Coaching the Sales Consultants in How To Secure
Appointments
-
- Logging Appointments and Measuring the Process
-
- Reinforcing the Process Through One-On-One Meetings
-
- Ensuring 100% Participation In, and Compliance With the
Process, by Sales Consultants
Implement a Systemic Structure (Process)! 36.
-
- Dealership Employee Referral
-
- Dealership Management Referral
The Systemic Structure (Process)! Coaching Sales Consultants
- Personal Circle OfInfluence
37. Implement a SystemicStructure (Process)!
- Sales Management Confirmation
- Once a Data Card has been submitted, as soon as possible
thereafter, a Sales Manager must Confirm the Appointment by
Telephone with the Customer.Following is a Sample Script:
-
- Mrs. Smith, My name is Jack Jones, and Im the Sales Manager
here at ABC Motors.I understand that you have an appointment
tomorrow at 11:00 AM with Bob Benson.The purpose of my call is to
confirm that appointment.I want to be sure that Bob will be totally
free of any other obligations at that time.Can we expect to see you
for certain at 11:00 AM tomorrow?
38. Implement a Systemic Structure (Process)!
- Clearing (Wiping) the Appointment Board:
-
- At the End of the Day, Those Appointments Coded As(No-Shows)
Should Be Recorded,Prior to the Board Being Wiped Clean , Then
Transferred to the Follow-Up and Re-Schedule List, Maintained By
Sales Administration.