STAR Management Best Practices Worksheet

Transcription

1 PROSPECTING tracking Do sales people attempt to build rapport and uncover customer needs during prospecting calls? Do sales people offer prospects valuable incentives to set an appointment? Do sales people attempt to set appointments during prospecting calls? Do sales people log and track each contact with a prospect? Implement a consulting approach to prospecting so sales people establish a relationship of mutual trust and respect during all communications Identify a variety of customer incentives for setting an appointment Identify sales person benefits for setting customer appointments Establish a policy of asking for an appointment in every prospecting call Follow up with customers to ensure sales people are asking for appointments and log results for discussion in sales team meetings Does the Sales Department prioritize leads prior to contacting them? Are sales people required to log all prospecting contacts? Do sales people have daily marketing plans? Establish a strategy for ranking leads based on quality of the source, age of the lead or prior track record Require contact logs for every prospecting call and follow up to ensure compliance Establish sales marketing plans as part of the daily business routine s Phone calls Does the Sales Manager review prospecting activities frequently? Do sales people have professional bios and introduction kits to send to prospective customers? Do sales people build value in themselves and their dealership in every contact with prospects? Conduct a daily review of prospecting activities to monitor effectiveness and provide useful feedback to sales people Help sales people write bios Set up introduction kit materials 1

2 GREETING & RECEPTION Observing customers on lot Meets customer wants/needs Do sales people avoid the temptation to pre-judge or pre-qualify customers? Do sales people maintain low-key visibility while customers are browsing? Does the Sales Department use a greeter? met before proceeding to the Consultation step? Do sales people effectively establish rapport with customers before attempting the Consulting step? Do sales people or greeters gather basic information before the sales process proceeds? Observe sales people to ensure all shoppers are treated with respect and appreciation, regardless of personal appearance, gender or age Instruct sales people to remain accessible but discreet as shoppers browse Track showroom traffic to monitor staffing needs Employ a showroom greeter Conduct role plays in team meetings to help sales people conduct courteous and professional greetings Review customer contact information to measure effectiveness of the greeting and usefulness in Followup step. greetings Hospitality guidelines Does the Sales Manager observe customer greetings and provide sales person feedback? Are customers provided hospitality amenities and refreshments? Observe greetings and provide sale person feedback to ensure a consultative sale approach 2

3 CONSULTING Utilize The Tube to save time Do sales people avoid signaling impatience during their customer discussion? met before proceeding to the Product Presentation? Observe sales people to document positive and negative behaviors and share findings in a team meeting Observe sales people to ensure customer wants and needs have been determined before moving forward in the process Incorporate The Tube Take notes De sales people try to understand customer needs and buying motives before beginning the Product Presentation step? Do sales people use The Tube during their consultation? Do sales people take notes during their consultation? Conduct role play training sessions on the use of the SPACCED model to narrow the product choice Review The Tube capabilities and content Provide note-taking tool to sales people Listening skills Incorporation of The Tube Knowledge of product line Do sales people exhibit listening skills? Do sales people use The Tube to compare vehicles? Do sales people attempt to focus the customer on the single most appropriate Hyundai vehicle that meets his/her needs? Provide a list of open-ended, either/or, and clarifying question types 3

4 PRODUCT PRESENTATION Benefits-based walkaround Do sales people take time to determine customer needs so they can tailor their product presentation? Do sales people get customers actively involved in the product presentation? Are sales people willing to admit when they don t know an answer? met before proceeding to the Demonstration Drive step? Do sales people use an organized walkaround based on specific customer needs during the product presentation? Discuss methods for showing respect, honesty and appreciation during a sales team meeting and challenge staff to incorporate new methods into their presentations Demonstrate respect for the customer s wait time by conducting a dealership tour if the demonstration vehicle requires preparation before the demonstration drive Invite sales staff to demonstrate the proper way to conduct the vehicle walk around and provide suggestions for improvement Do sales people use available Hyundai support material to present the product? Walkaround based on customer hot buttons Are sales people able to demonstrate knowledge of all Hyundai models, features, warranty coverage and service requirements? Are sales people able to demonstrate knowledge of competitive vehicles? Ask sales staff to explain the features and benefits of a specific Hyundai vehicle for a given a customer situation Direct sales people to use the Tube to present products and illustrate competitive advantages 4

5 DEMONSTRATION DRIVE Encourage mental ownership Do sales people avoid the temptation to talk too much while customers are driving? Does the Sales Manager ensure demo vehicle readiness? Do sales people offer all customers a test drive? Are sales people the first to drive the vehicle during the demo drive? Do sales people provide opportunities for customers to imaging owning the vehicle? Discuss reasons for keeping quiet during demo drive Assign responsibility to sales staff for prepped and ready demo vehicles during down time Ask each and every customer whether they were offered a test drive Discuss ways to encourage mental ownership in customers. Effective demo drive Does the Sales Manager monitor demo vehicle inventory to ensure a proper mix? Establish multiple customer drive routes to highlight strengths of different vehicles and meet the time limitations of some customers 5

6 INVESTMENT PROPOSAL Do sales people provide customers with an overview of the activities before beginning the Investment Proposal step? Is the trade-in valuation process explained clearly to customers? met before proceeding to the Financial Transaction step? Does the Sales Manager review all investment proposals before they are presented to the customer? When restructuring proposals, is the process designed to minimize the number of restructures? Develop reference aids or other visuals to help new sale people explain each step of the sales process Provide a check sheet for sale staff completion and require it be attached to all investment proposals Utilize text or instant messaging from sales people to provide alerts for the investment proposal review Does the Sales Manager get personally involved with customers who refuse initial investment proposals? Straightforward negotiation Private, comfortable environment Do sales people complete the initial paperwork prior to developing the investment proposal? Do sales people have the customer complete a credit application during this step? Do sales people maintain a calm, professional manner during this step? Provide a quiet, private area for discussing personal financial matters Provide refreshments for customers 6

7 FINANCIAL TRANSACTION Streamlined process Does the financial person provide customers with an overview of the key activities before beginning the Financial Transaction step? Does the financial person discuss the customer s needs prior to explaining financial options? met before proceeding to the Vehicle Delivery step? Does the sales person brief financial person about customer needs and wants before the financial people begin their work? Conduct a personal and professional introduction to the F&I Manager when handing off the customer Offer to stay with the customer during the financial transaction if they exhibit discomfort in the hand off Post a log at the F&I office to document the completion time and number of restructures for each and every transaction Offer dealership tours while waiting for F&I Begin reviewing documentation with customer while waiting for F&I Utilize a variety of media and methods to present additional products and services which may include sales person use of The Tube during any wait times Does the financial person attempt to sell additional products and services that meet the customer s needs? No surprises for customer Prepare vehicle for delivery Does the financial person properly fill out all paperwork? Do sales people introduce customers to F&I manager? Do sales people utilize F&I time to prepare vehicle for delivery? Highlight errors and review with sales person immediately following the transaction 7

8 VEHICLE DELIVERY Do sales people determine customer needs prior to beginning the delivery? Does the Sales Department do anything unique to make the delivery experience special for customers? Do sales people confirm that all customer needs are met before the customer leaves the dealership? Does the Sales Manager coordinate spot deliveries? Do sales people assemble all necessary vehicle documentation and manuals prior to delivery? Work with sales team to identify and implement a variety of ways to make delivery special Direct sales people to complete paperwork and prepare the vehicle for delivery while the customer is in F&I Time the vehicle delivery process and chart findings to identify areas in need of improvement Does the Service Department perform a complete Pre- Delivery Inspection (PDI) on every vehicle? Do sales people carefully inspect the vehicle before presenting it to the customer? Ask customers if they signed the Delivery Checklist Do sales people have every customer sign the Delivery Checklist Clean, flawless vehicle Full tank of gas Clear feature explanation Do sales people perform quality checks of all vehicle controls and features prior to delivery? Is the gas tank full Does the Sales Department perform consistently high quality deliveries? Document the use of the Delivery Checklist in each and every delivery 8

9 FOLLOW-UP/RELATIONSHIP MANAGEMENT Do all positive customer follow-up calls include a thank you for the customer s business? Does the Sales Department personalize long-term customer follow-ups? Provide print and online templates for sending thank you notes to customers Are customer contacts logged? Conduct daily reviews of contact logs to ensure compliance Resolution of any customer issues s Mailings Are customers re-contacted periodically to maintain a relationship? Does the Sales Department contact customers soon after their vehicle purchase to determine their satisfaction, set appointments for we owe or due bill items, provide estimated arrival dates for missing accessories, and determine how it might improve performance? Do sales people include follow-up in their day-to-day activities? Does the Sales Manager track patterns/trends in customer complaints? Has the Sales Department committed sufficient resources to their follow-up and relationship management efforts? Commit resources to a follow-up and relationship management program Evaluate the effectiveness of current tracking system 9