1. Renee Barrineau/Michele Benyi
Proactive Dealer Solutions

2. Building Your Business Development Strategy

3. What comes to mind when you hear the phrase SERVICE BUSINESS DEVELOPMENT?4
What comes to mind when you hear the phrase service business development?
See presentation by John Doer for how to set up.

4. 5

5. BUSINESS DEVELOPMENT IS A CULTURE VISION TECHNOLOGY PEOPLE PERFORMANCE
PROCESS
PERFORMANCE
TECHNOLOGY
VISION
TECHNOLOGY
PEOPLE
BUSINESS DEVELOPMENT
IS A
CULTURE 6
To implement and then manage a strong business development strategy, you must have a culture in place to support it. Otherwise you’ll have some success, but never reach your true potential.
What are the keys to creating a culture where business development can thrive? You should leave here today with an understanding of how to create a strong strategy for your store and where the gaps are in any current processes you have in place.
PERFORMANCE
PROCESS

6. Creating a Business Development Culture
VISION
Customer Experience
Phone Experience
Internet Experience
Dealership Experience
Service Lead Management
Customer Retention/Outbound Engagement 7
This is where it starts, and each piece of your culture should support your vision!
Vision – Understand what you want to accomplish and be committed to achieving it!
What are the things you need to think about in building your plan?
Customer experience, both in and out of the dealership
Lead management – What are you doing with the customers who are reaching out to you?
Customer retention/outbond engagement – what are you doing with customers who have serviced with you previously?

7. Creating a Business Development Culture
PEOPLE
Service Advisors
Business Development Representatives
Other
PROCESS
Inbound Service Calls
Online Service Scheduling Requests
Onstar/DMN Leads
Customer in the Service Drive
Customer Retention/Outbound Engagement 8
People – Do you have the people in place to implement and manage bd processes and best practices?
Process – This is your plan, your road map for managing your fresh service leads and your previous customers.
Who should handle your in

8. Creating a Business Development Culture
PERFORMANCE
Technique
Key Performance Indicators/Measurement
Accountability
TECHNOLOGY
Scheduling Tool
DMS
Performance Management Tool 9
Performance – Do you just accept what happens or do you have goals and expectations and work with your team to drive results?
Technology – How do you leverage the technology you have to identify and manage opportunities?
Each of these pieces, Vision – People – Process – Performance – and Technology should work together to drive business development for your dealership.

9. Customer Experience 10
Your business development initiatie should start by focusing on the customers who are already contacting you and understanding your customer’s experience.

10. Customer Experience IDENTIFYING CUSTOMER EXPERIENCE OPPORTUNITIES
Call Failure Rate
22% Inbound Service Calls Fail
Customer Effort
Customer Retention
74% Service Customer Retention (Service Smarts Online in AGGSA)
CSI 11
Your customer’s experience start before they ever set foot in the service drive.
Call Failure Rate
Tooam numbers – majority of calls coming in to most dealerships ae for service
Calls going to VM
Hold
Having to repeat reason for calling/Cold Transfer
Lost in Phone Tree
Wrong Transfer
Phone numbers are not text enabled
Customer Effort
How hard is it to schedule an appointment?
How hard is it to get an answer to the customer’s question?
How long to get a response to an OSS?
Customer Retention
Outbound Engagement and Managed Maintenance!
CSI
Are you listening to your customers? What is your CSI resolution process? Social media/Online reviews/CSI surveys/upset customer calls, etc.

11. Customer Experience IMPACTING THE PRE and POST-VISIT EXPERIENCE
Pre-Visit
Consistent Appointment Process
Provide Knowledgeable, Professional Assistance
Build Value in Service
Maintenance/Repair
Build Value in Dealership
Amenities/Convenience
Post-Visit
Thank You/CSI
Manage Next Vehicle Maintenance 12
Revolutionize the Service Lane Experience. By allowing the service advisor to focus on the customer in the lane, Service BDC can help you in achieving customer standards in several zones.
Shuttle/transportation
Car wash
Work stations, wifi
Ceritifed techs, GM parts
Pre- and post- visit, Service Desk, Waiters/Non-Waiters, and Service Redelivery
Service BDC take over the pre- and post- visit zones. Managing inbound leads and outbound engagement/customer lifecycle. In allowing the service advisor to focus on the customer in the service lane, service advisors can
Properly greet the customer
Give the customer their undivided attention
Complete a through write up
Build value in the MPI
Follow a Status Update process
Follow a Prebooking process

12. Customer Experience IMPACTING THE SERVICE DRIVE EXPERIENCE
Service Advisor Effectiveness – Customer Arrival
FOCUSES ON THE CUSTOMER IN THE SERVICE DRIVE
Vehicle Walk Around
Builds Value in Service
Multi Point Vehicle Inspection (MPVI)
Maintenance/Repair
Upsell
Proactive Customer Status Updates 13

13. Customer Experience IMPACTING THE SERVICE DRIVE EXPERIENCE
Service Advisor Effectiveness – Active Delivery
Builds Value in Services Performed
What We Did Today
Pre-Booking/Discussion of Next Vehicle Maintenance
What Is Needed In the Future
Maintenance/Postponed Repairs 14

14. Putting Customer Experience Strategies to Work
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15. Lead Management 16

16. Lead Management IDENTIFYING LEAD MANAGEMENT OPPORTUNITIES
Fresh Inbound Service Appointment/Show Ratios
Online Service Scheduling Appointment/Show Ratios
84% Online Service Scheduling Lead Conversion Rate
Dealer Maintenance Notification Appointment/Show Ratios
35% Onstar/DMN Lead Conversion Rate
Defined Follow Up Process/Call Schedule 17
What are some of the things that would tell you have an opportunity in each of these areas?

17. Lead Management FRESH INBOUND SERVICE CALL STATISTICS
66% – No attempt to verify/capture multiple numbers/ address
39% – No attempt to review vehicle history
30% – No appointment offered
63% – No written appointment confirmation
95% – No additional services offered 18
SCRIPT
Appoint or TO from Aaron…
Appt confirmations INCREASE show rate! Text, , calendar, or “write this down!”

18. Lead Management INBOUND SERVICE CALL PROCESS 19
Talk about how the automated phone systems are becoming frustrated – repetitive customer calls – just answer the phone!
Understanding your service opportunity

19. Lead Management INBOUND SERVICE CALL PROCESS 20
Key Points steps/image vs. script. Why do we use scripting? Consistent process, predictable, don’t’ miss key points or get lost in the conversations.
Upsell opportunity – talk about onstar reactiviation

20. Lead Management ONLINE SERVICE SCHEDULING PROCESS
Review Service History
Response Time
Understand Service Needs
Confirm Appointment
Written Appointment Confirmation
Follow-Up 21

21. Lead Management ONSTAR/DEALER MAINTENANCE NOTIFICATION PROCESS
Review Service History
Response Time
Understand Service Needs
Schedule Appointment
Written Appointment Confirmation
Follow-Up
Onstar Reactivation
Look at the Upsell Opportunity! 22

22. Putting Lead Management Strategies to Work
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23. Customer Retention 24

24. Customer Retention IDENTIFYING CUSTOMER RETENTION OPPORTUNITIES
Outbound Appointment/Show Ratios
First Maintenance Appointment/Show Ratios
Unused Included Maintenance
Customer Retention Rate at 7-12, 13+
Customer Lifecycle
Service to Sales and Sales to Service 25

25. Customer Retention OUTBOUND CAMPAIGNS
Right Customer, Right Time, Right Message
Targeted Group of Customers
Targeted Service
Create a Script
Role Play Script and Rebuttals
Establish a Call Schedule
Measure Progress and Results 26

26. Customer Retention OUTBOUND CAMPAIGNS Reactive Calls Proactive Calls
Appointment Management
Appointment Confirmation
Missed Appointments
Lead Management
Inbound Service Calls/Chats
Onstar/DMN Leads
Online Service Scheduling Leads
CSI and Service Follow-Up
Proactive Calls
First Maintenance/Unused Maintenance
Service BDC Hot List
Open Recalls
Unused Included Maintenance
Oil Life <20%
Declined Service
Maintenance Retention
Customer Loyalty
Lost Customers 27

27. Customer Retention GM TOOLS Service BDC Hot List Service Smarts Online
Service Workbench Dashboard
GM Manifest/National Marketing Retail Plan
CSSR 28

28. Putting Customer Retention Strategies to Work
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29. Management Engagement30

30. Management Engagement
THE SECRET SAUCE
Dealer/GM
Review Results of Activity and Performance
Hold Managers Accountable
Establish Performance Expectations
Service Manager/Director
Capacity Management
Work Mix
% Appointed vs. walk in ROs
Parts/Upsells
Outbound Campaign Selection and Performance
Business Development Manager
Daily Management
Inbound Leads
Outbound Engagement
Daily Activity Levels
Performance Levels
Techniques and Processes 31

31. Management Engagement
KEY PERFORMANCE INDICATORS
Customer Activities
Contacts
Appointments
Shows 32

32. Measuring Dealer Success33

33. Measuring Dealer Success
END RESULTS
Repair Orders/Hours/Capacity
Parts
Labor
Customer Retention
CSI 34

34. BUSINESS DEVELOPMENT IS A CULTURE VISION TECHNOLOGY PEOPLE PERFORMANCE
PROCESS
PERFORMANCE
TECHNOLOGY
VISION
TECHNOLOGY
PEOPLE
BUSINESS DEVELOPMENT
IS A
CULTURE 35
To implement and then manage a strong business development strategy, you must have a culture in place to support it. Otherwise you’ll have some success, but never reach your true potential.
What are the keys to creating a culture where business development can thrive? You should leave here today with an understanding of how to create a strong strategy for your store and where the gaps are in any current processes you have in place.
PERFORMANCE
PROCESS

35. What is ONE THING you’re going to implement next week?36

36. 37

37. Q&A 38