Tag Archive | "Joe Verde"

ADESA Auction at NADA Convention Raises $27,000 for Canine Companions Wounded Veterans Initiative

New Orleans – For the second consecutive year, Joe Verde, president of the Joe Verde Group in San Juan Capistrano, Calif., was the top bidder on a Harley-Davidson motorcycle auctioned by ADESA at the National Automobile Dealers Association Convention & Expo.

Verde’s winning bid of $27,000 for the 2013 Heritage Softail Classic Anniversary Edition will be added to a $10,000 grant from the National Automobile Dealers Charitable Foundation, which was presented to the Wounded Veterans Initiative of Canine Companions for Independence (CCI). CCI trains companion dogs for wounded veterans, a cause long supported by the nation’s new-car and -truck dealers. The “vintage bronze/black” model (No. 1546 of 1900 produced) was donated by ADESA, which runs vehicle auctions throughout North America.

“These wounded veterans give so much. We really appreciate the NADA Foundation for making us aware of Canine Companions and for giving us the opportunity to contribute to such a worthy cause,” said Verde, an Army veteran who served in Vietnam.

This is the third year ADESA has held a live auction at the NADA convention. Proceeds from the auction and the grant go to the NADA Foundation’s Frank E. McCarthy Memorial Fund, in whose name the CCI donation is made. McCarthy was chief executive of NADA from 1968 to 2001.

U.S. Air Force veteran Jason Morgan, who is paralyzed from the waist down, and his service dog Napal, a black Labrador retriever, represented CCI at both events. “When you go through a disability like mine, it completely changes your life in every way,” Morgan said. “As a veteran, Napal is the biggest contributor to my well-being and my way of life since my injury 14 years ago.”

Morgan was injured when his vehicle was ambushed during a special operations narcotics mission in South America.

The ADESA auctions have raised $71,000 for the NADA Foundation and Canine Companions for Independence. “What an amazing auction. I want to take this opportunity to personally thank our customers and NADA attendees for their support and generosity,” said Tim Zierden, ADESA senior vice president of dealer services. “Each year the event grows. I am honored we are all able to support such a great cause like Canine Companions for Independence.”

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Training Helps Develop High Achievers

Nothing is more important to your immediate and long-term success in sales and profit, than developing high achievers in your sales department. The value is pure math — average and below average salespeople are your biggest financial drains. If you have a $30,000 ad budget with 10 salespeople, you’ve given each underachiever a personal ad budget of $3,000 to blow.

For your investment, you’ll put close to 75 people (three a day) in front of your eight-sale guy every month. In turn, they will screw around most of the day, and refuse to give 60% of your prospects a demonstration. They will never follow up an unsold customer, prospect on their own or try to retain a sold customer. The statistical total loss is four lost sales to one delivery. But the real loss just from their poor skills and habits, is an eight-sale guy actually repels 16 buyers who would have purchased that month from you.

High achievers on the other hand, are your most valuable assets. They come to work to work, they continually develop their skills, they deliver 20 to 30 sales by selling to repeat customers and their own prospects, which in turn drives down your costs per sale because they don’t use or need your $30,000 in ads every month. They don’t need ‘ups’. But to develop high achievers in sales, your management staff, your daily training, your salespeople’s work schedule and their pay plan, all have to be effective or it can’t happen.

Step 1: Make one critical decision.
Your first decision is to decide who you want working for you. Do you want people who can sell, or people who can’t? This is a choice that managers make every day, and most choose to work with underachievers. Why? Because they’ve convinced themselves and anyone who will listen, that anything else is impossible, too much trouble, too expensive and it’ll never work.

It doesn’t take a calculator to figure out if you choose ‘people who can’t sell’, you cannot have a record year next year, or any year. You just can’t buy enough traffic or Web leads to turn a below average sales group into a selling machine. You will always spend too much, sell too few and lose too much gross.

Step 2: Choose a group and a plan.
If you choose a sales force of below average salespeople who can’t sell (or refuse to), who waste your resources, cost you sales and refuse to improve, follow this plan:
DON’T send your managers to training to develop their skills so they can develop High achievers in your dealership. It’s too expensive.
DON’T send your salespeople to class or use daily training, it’s also too expensive.
DO put in a lousy pay plan, to try to save more money each month.
DO keep managing salespeople the old school way and just look the other way or hum Disney’s “It’s A Small World” when someone tries to explain the cost of turnover or the cost of lost sales.

If you decide to go with High achievers, however, follow this plan:
DO train your managers so they can hire, train, manage and develop more high achievers in your dealership. Then hold them accountable to implement the training and develop your sales team.

Your managers control your success, but to be successful, they have to hire the right people, establish effective procedures in sales, train everyone daily, manage their selling activities, set clear goals, implement effective tracking and accountability and they have to know how to lead your team to the top. They aren’t going to get all of this important management training in house. They need management, desking and trainer workshops to develop high achievers.

DO get your salespeople to classes and daily training. Even if you have in-house training, you will shave more than a full year off the time it takes to develop their core skills with the right classes.

Maybe you really can’t see your guys selling 30, and that’s okay because I know you can see the 8-sale guys selling 10, and that’s your first step. Just that one first step, eight to 10 average, adds 240 more sales next year and that’s $600,000 more in gross and about $400,000 in net profit.

If you’ll honestly commit to training properly for just one year, I guarantee you’ll never regret it or even look back (except to laugh at those who don’t).

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‘If I Just Had More Time Each Day …’

Do you wish you had more time to get more done? What could you do if you could squeeze an extra hour of productivity into your day? How much more could you accomplish? Without question, everybody reading this could get more done with more time. So here’s Catch number 1, or the choice you’ll have to make. If you need an extra hour to get more done, you’ll either have to spend an extra hour at work or learn how to prioritize what you do, so you can be more productive.

My guess is everyone would choose to get more done without working longer. That’s great, and to accomplish that, the challenge for everyone — you, me and everyone else — is to learn how to manage your time throughout the day, even with all of the fire drills you have every day.

Catch number 2: There is no such thing as “time management.” In real life, you can’t manage time; we all have to learn to manage our activities that use up our time every day. We have to learn to better manage our activities each day so when the day is over, we’ve accomplished the most important things we needed to get done in sales or sales management to sell more, gross more, drive more floor traffic, slow down turnover, build our repeat business and our dozen other business priorities.

Here are two quick stats as a baseline on how we’re doing now:

• The average sales manager wastes 25% of his or her day doing things that are non-productive. No doubt we’re all busy all day. This stat just means we spend a lot of time doing stuff that comes up instead of some of the more important things we need to get done.
• The average sales manager only spends 18% of their day working with their salespeople (including working deals).

Our role as sales managers means we’re supposed to devote our day to doing something to sell a vehicle, raise the gross or build the business. We can’t do that very well if we only manage and work with our salespeople for a fraction of our day. The good news, however, is that while you can’t manage your time, you can quickly learn to manage the activities that take up your time. And when you manage your activities, you get control of your day and you can plan what you want to happen instead of just reacting to what happens around you.

The real trick is learning how to prioritize what you do each day and learning how to walk away from non-productive tasks, people and situations that are not mission-critical. Can almost anybody interrupt what you’re doing? Do salespeople, other managers, wholesalers and vendors hang around while you’re trying to work deals or prepare your daily training? Can ad people, wholesalers, factory guys, bankers and even strangers walk in any time they want?

Especially in smaller dealerships, you can get managers to drop the responsibilities of running a multimillion dollar business just to talk. I didn’t say every interruption was a bad thing — just that managers in the car business are so accessible. With time management, there is a trade-off for everything you do. If you let other people continually interrupt you for their benefit — you put off the important activities you need to get done to make your dealership more successful. Like a traffic jam, everything you don’t do that needs to get done pushes another activity further down your list. Pretty soon, everything is backed up and the fire drill is on.

A few tips for minimizing these distractions:

Business Partners: Schedule wholesalers, lenders, dealer trades and all those other vendors for a specific time of day and stick to it! You decide when you’re available. Have them come in at 7 a.m. on Monday or at 6 p.m. Wednesday or on Saturday morning before 9 a.m. Don’t worry, if they want your business, they’ll be flexible.
Customers: The only people you can’t schedule are customers. If they have a problem, stop wasting time handing them off to a salesperson or anyone else who can’t solve the problem. Don’t put it off, save time and solve it now. If you can’t personally take care of the problem, take them to the right person, explain the situation, then leave and get back to what you were doing.
Folks just hanging around: The hardest decision I had to make when I decided to turn pro was to “go to work to work.” It was hard because I had to let the other managers and salespeople know they couldn’t stop by to waste my time just because they had nothing to do for a few minutes. What’s the big deal about a five-minute interruption? With 15 salespeople and managers, if everyone interrupts everyone for just five minutes each day, on the surface, it’s just five minutes times 15 people, or 1 hour and 15 minutes wasted. But there’s a multiplier in there, because it takes twice as long to get your mind back into the task you were working on before you were interrupted.

One of the best tips I ever got on “activity management” was to tape this saying everywhere in your office to remind you of what you’re doing and trying to accomplish. In fact, this is the same tip I give salespeople. Just write this down and make sure you read it often: “Am I doing the most productive thing possible right now?” When you notice you aren’t, turn and walk away. The challenge is to keep the “main thing,” the main thing all day.

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Kintz to Speak at Digital Dealer Conference

Orange County, CA. – October 9, 2012 – Tim Kintz, a trainer with Verde Sales & Management Training Inc., will conduct a exclusive workshop for dealers and managers at the upcoming Digital Dealer Conference & Exposition on October 23-25, in Las Vegas, Nev.

Kintz will speak on “Closing Sales With Today’s More Informed Buyers” at the Mirage on Wednesday, Oct. 24, from 9am to 9:50am. He will focus on: Facts about today’s buyers; Analyzing a dealership’s potential; and Building a continually growing high-volume sales and management team.

“Buyers are out again, they’re more confident, but that doesn’t mean every dealership will have the growth they want by only offering the cheapest price in town,” said Joe Verde. “Breaking the cycle from being a market-driven dealership to becoming more management-driven in both good and tough times will put any dealership on the fast track for ongoing success and record growth.”

The goal of Kintz’s workshop is to provide dealers with the knowledge and skills required to help managers and salespeople close more sales with today’s more sophisticated buyer. “In closing the sale, everything matters,” said Verde. “Closing is not a single ‘question’ but everything your salespeople do and say that moves the sale forward.”

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New Sales Training Helps Turn Phone Queries Into Profits

ORANGE COUNTY, Calif. – A new course offered on Joe Verde’s Training Network provides salespeople and managers in the automotive industry access to training on using the telephone more effectively to sell and build business in a dealership.

This new online course, “Turning Incoming Sales Calls Into Appointments That Show” is the seventh course release this year by Joe Verde Sales & Management Training Inc. The course features 27 interactive chapters, including additional bonus chapters of trainer discussions on key points, a Leader’s Management Guide, an individual training plan for each chapter and a course workbook. It covers the processes and steps salespeople should take with each caller to get them onto the lot and make a purchase, including building rapport, creating urgency and overcoming price and other objections.

“Most salespeople never get appointments that show up on the lot because their customers are more prepared than they are,” said Verde. “This course helps salespeople develop more skills to control the call and shows them how to use the phone more effectively. Average salespeople have a tendency count and track how often things don’t work, but professionals in sales count how often things do work and set goals to improve even more. It’s not rocket science – your business gets better when your salespeople get better. They get better when you train them better.”

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New Course on JVTN: Critical Skills Salespeople Need to Sell More

ORANGE COUNTY – A new course offered on Joe Verde’s Training Network® provides salespeople and managers in the automotive industry training on the most critical skills needed to sell more vehicles.

This new online course, “Skills You Need To Sell A Car To Your Next Customer” is the sixth release this year by Joe Verde Sales & Management Training Inc. The course features 18 interactive chapters, including additional bonus chapters of trainer discussions on key points, a Leader’s Management Guide, and individual training plan for each chapter, and a course workbook.

The new module reveals the processes and steps salespeople should take to turn hot button features into advantages and benefits, using current inventory, creating urgency and dealing with price and objections.

Joe Verde, is president of Joe Verde Sales & Management Training, Inc. The company has trained high industry achievers in automotive sales since 1985.

“Sales are made or lost on the lot based on the value you create and on your skills at closing and handling your customer’s buying objections,” said Verde. “This course helps salespeople turn what they learn into skills they can use every day in ‘the real world’ of selling.”

“Salespeople know that the rules in the car business have changed – today there is a new market with new customers and new rules – it’s not business as usual anymore,” he said. “In these new courses on JVTN® we coach salespeople on building and mastering new skills while avoiding the most common mistakes salespeople make.”

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