Renee Barrineau/Michele Benyi Proactive Dealer Solutions

Building Your Business Development Strategy

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.

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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

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?

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

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.

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.

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.

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

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

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

Putting Customer Experience Strategies to Work 5:00 4 1 3 2 15 39 38 37 34 35 36 40 41 46 47 48 45 44 42 43 33 32 22 23 24 21 20 18 19 25 26 49 30 31 29 28 27 16 17 53 14 15 16 13 12 09 10 11 17 18 23 24 25 22 21 19 20 08 07 55 56 57 54 14 51 52 58 59 04 05 06 03 02 00 01 50 10 23 24 25 22 21 18 19 20 26 27 32 33 34 31 30 28 29 17 16 04 05 06 03 02 00 00 01 07 08 13 14 15 12 11 09 10 35 36 01 02 03 00 59 56 57 58 04 05 26 11 12 09 08 06 07 55 54 42 43 44 41 40 37 38 39 45 46 51 52 53 50 49 47 48 13 29 09 10 11 08 07 04 05 06 12 13 19 20 21 18 17 14 15 16 03 02 50 51 52 49 48 45 46 47 53 54 59 00 01 58 57 55 56 22 23 48 49 50 47 46 43 44 45 51 52 57 58 59 56 55 53 54 42 41 29 30 31 28 27 24 25 26 32 33 38 39 40 37 36 34 35 27 44 53 54 55 52 51 48 49 50 56 57 02 03 04 01 00 58 59 47 46 34 35 36 33 32 28 30 31 37 38 43 44 45 42 41 39 40 05 06 31 32 33 30 29 26 27 28 34 35 40 41 42 39 38 36 37 25 24 12 13 14 11 10 07 08 09 43 15 21 22 23 16 20 17 18 19 15

Lead Management 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?

Lead Management FRESH INBOUND SERVICE CALL STATISTICS 66% – No attempt to verify/capture multiple numbers/email 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, email, calendar, or “write this down!”

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

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

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

Putting Lead Management Strategies to Work 5:00 4 1 3 2 15 39 38 37 34 35 36 40 41 46 47 48 45 44 42 43 33 32 22 23 24 21 20 18 19 25 26 49 30 31 29 28 27 16 17 53 14 15 16 13 12 09 10 11 17 18 23 24 25 22 21 19 20 08 07 55 56 57 54 14 51 52 58 59 04 05 06 03 02 00 01 50 10 23 24 25 22 21 18 19 20 26 27 32 33 34 31 30 28 29 17 16 04 05 06 03 02 00 00 01 07 08 13 14 15 12 11 09 10 35 36 01 02 03 00 59 56 57 58 04 05 26 11 12 09 08 06 07 55 54 42 43 44 41 40 37 38 39 45 46 51 52 53 50 49 47 48 13 29 09 10 11 08 07 04 05 06 12 13 19 20 21 18 17 14 15 16 03 02 50 51 52 49 48 45 46 47 53 54 59 00 01 58 57 55 56 22 23 48 49 50 47 46 43 44 45 51 52 57 58 59 56 55 53 54 42 41 29 30 31 28 27 24 25 26 32 33 38 39 40 37 36 34 35 27 44 53 54 55 52 51 48 49 50 56 57 02 03 04 01 00 58 59 47 46 34 35 36 33 32 28 30 31 37 38 43 44 45 42 41 39 40 05 06 31 32 33 30 29 26 27 28 34 35 40 41 42 39 38 36 37 25 24 12 13 14 11 10 07 08 09 43 15 21 22 23 16 20 17 18 19 23

Customer Retention 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

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

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

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

Putting Customer Retention Strategies to Work 10:00 00 01 00 03 04 02 09 05 08 06 07 58 59 54 53 55 56 57 03 06 07 08 09 05 04 01 02 52 00 47 36 37 38 39 35 34 30 31 32 33 40 41 10 48 49 50 46 45 42 43 44 51 15 41 42 43 44 40 39 35 36 37 38 45 46 52 53 54 55 51 50 47 48 49 34 33 18 19 20 21 17 16 12 13 14 29 22 23 29 30 31 32 28 27 24 25 26 11 24 28 29 30 31 27 26 22 23 24 25 32 33 39 40 41 42 38 37 34 35 36 21 20 05 06 07 08 04 03 00 00 01 02 09 10 16 17 18 19 15 14 11 12 13 43 44 13 14 15 16 12 11 07 08 09 10 17 18 56 25 26 27 23 22 19 20 21 06 05 50 51 52 53 49 48 45 46 47 54 55 01 02 03 04 00 59 56 57 58 28 01 59 00 01 02 58 57 53 54 55 56 03 04 10 11 12 13 09 08 05 06 07 52 51 36 37 38 39 35 34 30 31 32 33 40 41 47 48 49 50 46 45 42 43 44 14 15 45 46 47 48 44 43 39 40 41 42 49 50 56 57 58 59 55 54 51 52 53 38 37 22 23 24 25 21 20 16 17 18 19 26 27 33 34 35 36 32 31 28 29 30 57 29 28 29 30 31 27 26 22 23 24 25 32 33 39 40 41 42 38 37 34 35 36 21 20 05 06 07 08 04 03 58 59 00 02 09 10 16 17 18 19 15 14 11 12 13 28 43 13 14 15 16 12 11 07 08 09 10 17 18 24 25 26 27 23 22 19 20 21 44 06 50 51 52 53 49 48 45 46 47 54 55 01 02 03 04 05 00 56 59 57 58 29

Management Engagement 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

Management Engagement KEY PERFORMANCE INDICATORS Customer Activities Contacts Appointments Shows 32

Measuring Dealer Success 33

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

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

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Q&A 38