Tag Archive | "training"

How to Protect Your Attitude…


What you see is what you get.” – Unknown

Because we’re only paid on what we produce, most people in sales understand why getting and keeping a positive, success focused attitude is critical. We all have bad days, okay days and bell ringers – and the more of those bad and just okay days we can eliminate, the more sales we’ll make.

When we talk about how your attitude controls your success though, there’s a lot more to a ‘great success attitude’ than being a happy person in general.

I know a lot of very happy salespeople, who aren’t quite as happy about everything that has to do with selling. And even if you’re happy but you still can’t sell or you don’t go to work to work every day, you could just end up as a happy underachiever.

Our attitude is the foundation of just about everything we do in sales, even in our skill development.

If you don’t like (attitude) follow up, you won’t apply yourself for six short weeks to train online daily and do it correctly to develop the follow up skills that will pay you back in extra units and income the rest of your life, selling any product.

Same with selling, closing, and negotiating – if deep down you don’t like selling because you’re fearful, or feel (attitude) selling is pushy, sneaky or dishonest, you’ll never devote six weeks to developing your skills so you can sell on a professional level – which is the total opposite of pushing or tricking.

If you think (attitude) you deserve a sale just because you show up and wander around with a customer for a few minutes telling them what you know about the product and offering the lowest price on the planet, you’ll miss most sales and you’ll have way more bad days than good. Why? Attitude again.

I met a guy like this the other day. He felt because he spent 20 minutes with me that he deserved a commission. In real life, he didn’t know his product very well and he couldn’t close a door with a spring on it, much less close a sale on an expensive product.

His attitude was the pits and he’ll never be any good if he won’t spend the time it takes to actually sell his product instead of just doing paperwork when someone buys his product. He’ll always go home and explain to everyone who’ll listen why he doesn’t sell more.

Another example – I recently talked to a salesperson who doesn’t like trucks. He only sells cars and loses half of the sales he could make. Other salespeople don’t like their product and say that’s why they can’t sell it. If you only sell what you like, wake up: Buying isn’t about your likes, it’s about what your customers want.

Do You Need An Attitude Adjustment?

Your attitude is everything. You need to take inventory of your attitude in everything you do that affects selling and earning an income. When or if you find something you don’t like, learn how to fix it. In real life, almost everything that affects selling – including the hours and the pay – is solved when you develop real skills in sales and come to work for just one reason – to work!

Take a couple of minutes and do a realistic assessment of your attitude in some of the most critical areas in sales.

Then start training and start by ordering my free books. Do everything it takes to turn selling cars into a highly profitable, fun profession.

Check the statements you agree with…

  • Your attitude about being in sales affects your performance.
  • Your attitude about your product affects your performance.
  • Your attitude about your dealership affects your performance.
  • Your attitude about your customers affects your performance.
  • Your self confidence (attitude) affects your performance.
  • Your attitude about success affects your performance.
  • Being around negative people affects your attitude which in turn affects your performance.
  • Negative customers affect your attitude and performance.
  • The stress of your away-from-work life also affects your attitude and performance in sales.
  • Problems at work with people, service, deals or problems with the product affect your attitude and performance.
  • Almost everything can affect your attitude and performance.

Yes – Yes – Yes – Yes – Yes!

I’m betting you checked everything on the list because those topics affect everyone. So the real question you need to answer is how do you protect your attitude?

Everything above – being in sales, your product, your success and your customers…are all controlled by your education in sales or the lack of a real education in selling professionally.

Look at the list above again – from top to bottom, everything negative is directly related to a lack of skills on your part. Even those things on the list you don’t control directly (negative people / problem deals / tough customers) are also eliminated as you continually develop more skills.

I disliked almost everything about selling cars my first five years because I didn’t understand selling, success, or the customers.  I always had tough sales, problems getting deals cleared, etc. But when I learned to sell correctly, I made more during my next seven months than my first five years combined, and you can, too.

I rarely run across anyone who attends our training who doesn’t immediately do a 180 on everything we’ve just talked about. Your success is completely in your hands. When you learn more, you can deal with more things that affect selling, your income and your attitude. If you’ll devote one year to learning to sell – your life in sales will never be the same.

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Training for Growth


On Monday, March 10, day one of the fourth annual Agent Summit concluded with “Training for Growth,” a panel discussion led by Lyle King. King is a founding partner with Forth Worth, Texas-based Auto Group Services. He started the discussion by assuring the crowd that the panel would not discuss “basic training,” choosing instead to focus on topics that would help attending agents bring value to their dealerships.

“If you are in the agency business, you are engaged, in one way or the other, with F&I training,” King said. “Whether it’s in the classroom, in the dealership, in the hotel next door to the dealership … it’s a basic tenet of what we do.”

King was joined by Craig Almon, a partner with PRO Consulting LLC in Tukwila, Wash.; Mike Marchione, the Washington, D.C.-based corporate director of training and development for Interstate National Dealer Services; Tony Troussov, director of training for Automotive Development Group (ADG) in Bloomington, Minnesota; and Chad White, national training director for Lee’s Summit, Missouri-based Mechanical Breakdown Protection Inc. (MBPI).

Management Training

King started the conversation by addressing an often-ignored facet of dealership development: participation from middle management; specifically, sales managers, general sales managers and F&I directors.

White stated that, as the market began to recover, mid-level managers complained about their struggles to hire and retain talented salespeople. White said he took that as a challenge and began to focus on teaching managers how to find and keep their best producers. “Dealers talk about ‘customers for life,’ and I think if we focus on getting managers to retain their best people, ‘employees for life’ falls under that as well. … We’re getting more deals back to F&I because we’re selling more cars.”

Marchione identified a systemic problem: Dealers send salespeople to sales training and F&I managers often attend F&I school; both groups are more likely to be sent to training in the early stages of their careers. When they become managers, their own education often stops, and they find themselves managing groups of students — but not their own students.

“At the end of the day, if they don’t understand and have not been exposed to the process we just trained their salespeople or their F&I folks on, how do they coach and counsel, and how do they police those activities on a go-forward basis?” Marchione asked. “The sales manager, the GSM [and] the GM ultimately become the trainers when we leave. … The more training you have at a dealership, the more tenured people you will have, because they feel that their employer is making an investment in their growth and their success.”

Almon agreed, noting that dealers trust proven processes but often lack the tools to reinforce them. By involving managers in sales and F&I training, he said, agents can help them prepare their staff to respond properly to customers’ objections. “You like to hope that, once you train them, well, that’s it; they’re good to go. The reality is, there’s an instantaneous disconnect, usually at the first ‘No’ if they’re in F&I. In the sales process, it’s the customer who says, ‘I don’t have time’ for a test drive or the walkaround … That’s a key component to the big fix.”

Troussov added that service managers should be involved in training as well. Dealers are increasingly dependent upon revenue from fixed operations, and Troussov believes the same disconnect between staff and managers is prevalent in that department as well — and some dealers simply don’t invest in that type of training. “There’s this big gap of actual sales process training. There is definitely an opportunity [for] agents or trainers to step in and be of value to the dealer,” he said.

White recalled a meeting with a dealer and mid-level manager that took place in the week prior to Agent Summit. After deciding on a steps-to-the-sale process, the trio created a self-assessment sheet. “I’ve had a lot of luck with this, because … when they don’t sell a car, too many times, they leave and they don’t learn from it. It allows the salesperson to assess themselves and to take it back to that mid-level manager for a great one-on-one conversation.”

Troussov advised agents to develop recruiting and hiring training for mid-level managers as well as a written “onboarding” process for new hires. “What are we doing to help our dealers change that trend and be more effective in retaining the best talent?” he asked.

Marchione challenged agents to attend training themselves. “Most dealers don’t sign up because the product is better. They’re buying your experience [and] your ability to help grow their business. I would have you all ask yourselves, ‘When was the last time I sat through training? Is there a new slice of bread out there that I haven’t heard of?’ You gotta do your homework to role-play through presentations better than anyone at that store,” he said.

Delivery Systems

King asked the panel to list effective methods for delivering training, listing in-dealership and offsite sessions as examples. Almon said that, no matter the method of reinforcement, “it’s got to start face-to-face and one-on-one.” Marchione stressed the need to teach more than the process and emphasize the psychology behind each step, especially in off-site training, noting that helping students understand why a process works helps the training stick. “If they buy into the ‘Why’ … they’re more likely to go back to the dealership and utilize it.”

“The classroom is important. I think it has to be engaging and it has to be what we call ‘scrimmaging’ rather than role-playing, where people actually practice and work with each other and learn from each other,” Troussov said. “But, ultimately, it’s still that one-on-one involvement and follow-up coaching and training at the dealership.”

White shared a trick for getting managers involved in the reinforcement phase. “We have them write down all their salespeople’s names. I know that seems real simple, but you’ll be surprised. Sometimes those managers will say, ‘What’s that one guy – the goofball – what’s his name?’ It happens. And go a step further. Have them write down personal things they know about that person … Wife’s name, kids’ names, ages, because if they don’t know their people, and can’t understand their people, they can’t motivate those people.” Whether in sales or F&I, he added, training must be ongoing to be effective. “Whether we’re in the stores working with people or in the classrooms or in the online videos, we have to follow up.”

Marchione said he prefers live, offsite events in which trainees are away from the dealership and can absorb the information, role-play and review videos without distractions. “The question then becomes, ‘What type of video training do we use on a daily basis back at the dealership?’ … It can be on-demand-type training and it can be at the dealerships, if you do it weekly or monthly … But really, there’s no medium that you couldn’t use to do training. I think the disconnect is always that there’s no accountability.”

“So if a live event is our preferred method, how can we work video into how we deliver training?” King asked.

“It is very difficult, if not impossible, to keep their attention on the task at hand, which is learning, because there are all kinds of distractions,” Marchione said. “I think that if you’re logistically challenged with dealers agreeing to send their people away — and we recognize that can be a challenge — you want to say, ‘Mr. Dealer or Mrs. Dealer, why don’t you let me take the next day and half and work with so-and-so and so-and-so in a back room somewhere and there will be no distractions whatsoever. They’re mine for the next day and a half.’ … And videotape them while they’re going through each stage in the process.”

Game Film

The conversation then turned to video training and whether dealers should record every actual F&I transaction and archive the recordings. Troussov said he was working as an F&I manager in 2002 when his Minneapolis-based dealer group began recording his meetings with customers.

“I tell you, I fought that tooth and nail,” Troussov said. “Being a finance guy, I don’t want anybody to see what I’m doing, you know, get my magic.” The turning point came, he said, when he realized that the recordings were to his benefit, because customers were unable to claim he or his colleagues had misled them. “During my time with that dealer group, I can tell you that on many occasions, [the recordings] actually saved those dealerships a lot of money.”

Marchione said there is “zero value” to F&I recordings that are archived but not reviewed. “If they’re watching them on a regular basis, both from a compliance standpoint and a skill set-growth standpoint, coaching and counseling, using the videos is a powerful tool.”

“We utilize it specifically as game film,” Almon said. “If you have a dealer group with multiple F&I people, pull everybody together, and then ask for a best and worst video for each finance manager.” He recalled one “best video” in which a customer blanched at a monthly payment inflated by the addition of several F&I products. The finance manager offered to recalculate the payment with an additional $2,500 down, and the customer agreed. “If you’re going to talk development, straight development, in any context — even in your golf game — then videotape is key,” Almon said.

When he worked in retail, White said his employers introduced DMS-integrated video recording, a move that caused dissention in the ranks. “We lost a lot of employees. I mean, people quit. They didn’t want to be videotaped. We stepped back and looked at that and realized those were probably not the people we wanted in that F&I office.”

Ultimately, White said, the risks were outweighed by the benefits, including a pronounced effect on training. Today, White said he reviews videos before visiting clients. He said that it helps him to engage in more effective “target training.” However, he warned, recordings could become a liability for dealers who haven’t invested in a robust compliance program. “If you don’t have those things in place … I would probably tell you not to record.”

Accountability and Desire

Marchione said that when properly utilized, video helps promote accountability among managers and staff. But he reiterated that agents themselves must be accountable as well. They need to know the presentations better than anyone so that when they point out weak spots in the video presentation, they can then turn around and role-play what it should sound like.

White said he is working with a 20-store dealer group that doubled their dollar per copy after sending their F&I team to offsite training and adding cameras. “If sports teams analyze game film to get better, why wouldn’t we want to analyze what we’re doing to get better?” he asked. “If you’ve got good training and you get the guys that buy into it, it’s … helping our dealers be more profitable. And they need those profits nowadays, obviously, more than ever.”

Almon brought up “The Challenger Sale” (Penguin, 2012) by Matthew Dixon and Brent Adamson. Almon said the authors theorized that, after the Great Recession, in business partnerships, “relationship became less important than results.” He said that, in recent years, his company has earned appointments and conquest business because “we could bring the rain. We could make it happen. The overarching theme of training in general, is teaching. And teaching gets people to a level of belief that then creates the next connection to desire.” He asked the agents in the crowd to think about the best finance manager they had ever worked with and ask themselves what set that person apart.

“Some of it is force of personality,” Almon said. “Most of it is tenacity, and really, for all intents and purposes, they’re just not going to be denied. It’s that person that says, ‘Tell me what I can do better.’” He said the economic downturn forced the entire industry to think in terms of dollars and cents and applied that to his initial-training strategy. “I usually start a training class by saying something like this: ‘What kind of guy are you?’ … And they say, ‘What do you mean?’ And I convert that into, ‘Are you a $30 an hour guy? A $40? A $50?’ If you don’t know, $50 an hour is roughly $100,000 a year. ‘Are you a $100 an hour guy, a $200, a $300?’ Think about it in terms of yourselves. Where are you at in relationship to your time? … If you’re not thinking $500 an hour, go rethink it. … I’ve found that it’s the beginning of that thought process that puts people on the path,— and I believe wholeheartedly — of wanting to know how to get better. And without the want-to, the how-to doesn’t matter.”

With time waning, King asked the crowd if they had any questions for the panel. A gentleman in the audience came forward. After commending the panel for a “great job,” he offered his own take on training and accountability.

“You were asking the question earlier about how can we use the technology [in] training the people today. As they mentioned, the weakest link in every dealership is middle management. You send the salespeople to training, they come back, and the first thing the sales manager says is, ‘Man, you don’t need to be doing any of that. Sell some cars.’

“The problem with most managers is, they make it about them, not their salespeople. If you’re going to become a great leader, and a great manager, the first thing you gotta do is make it about their benefit, not yours. Do you all agree with that?” The members of the panel nodded in agreement. “So the way you use the technology, from my experience, sit there with your salespeople … Play that DVD for 10 minutes, stop it, find out what they’ve learned from it, and rehearse and practice, rehearse and practice. Just like the gentleman said, if you’re going to train your salespeople, you’d better be better than any of them. If you’re going to ask them to get uncomfortable in front of the customer, you need to get uncomfortable as a manager. Yet 85% of the managers out there think their job is penciling a car deal. It’s nothing about leadership. So it was a great panel.”

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To Sell More – Remember Three Rules


When you overhear a presentation, all you’ll usually hear is a lot of talking, mostly by the salesperson. Usually he or she is going on and on telling the customer about the vehicle.

In fact, most presentations start way before the salesperson even knows who it’s for, how they’ll use it, or why they’re getting it – and that’s a recipe for failure 80% of the time.

Example: A customer walks on the lot and says, “I want to look at a Mustang,” and the salesperson says, “Sure, we’ve got a whole row of them,” and they just start telling the customer everything they know about a Mustang.

To sell more, remember all three 80/20 rules…

1. Talk 20% and spend 80% of your time asking questions and listening to what the customer tells you. Your talking time should be spent asking those who, how, why questions.

Too many salespeople think because they love cars, people will want to buy from them. Sorry, it doesn’t work that way.

You don’t tell your way to the sale, you ask your way to the sale!

2. People make their decision on just 20% of the features on a vehicle. They don’t care about everything you know (the other 80%), just the things they care most about. How do you find those hot buttons? By asking questions of everyone in the group and then listening. Who? How? Why?

Attention: Product Knowledge Experts

Know everything – but only share what matters to them!

3. 80% of the selling (and buying) is done in your demo & presentation steps of the sale, not in the office talking about price.

If you know nothing about your prospect or why they want or need the vehicle, you can’t persuade them to buy. You don’t know what FABs to target. You have to know hot buttons and buying motives to give a targeted demo & presentation. Skipping steps, offering cheap prices and repeating, “Will you buy it if we make the numbers work?” will keep you stuck in the average rut your entire sales career.

One more question … are you listening, or waiting to talk?

Even after they ask a question, most salespeople don’t hear the answer … they’re just waiting to talk again. That means the selling clues in what the customer is saying just sail right by and you miss every one of them. Remember the 80/20 Rule and listen to the customer! Ask those WHO, HOW, WHY questions and listen to their answers. Questions are the key to your success in sales.

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Is it Live, or is it Memorex?


Remember the commercials in the 1970s for Memorex? Fast-forward thirty years and the question today is, “Is it live, or is it webinars?” What are the benefits of virtual versus in-person training? How do you know when to use which? And how do you make either effective?

The ever-increasing virtual world we live in provides us with more options every day it seems for business, marketing and training. As an agent, your time is limited and like everyone, you are looking for ways to keep expenditures low and ROI
high. If one of your key value propositions is providing training to F&I managers inside your dealerships, what are your best options for doing so? Regardless of which method you choose, it’s important to remember that all of these tactics should emanate from your brand and should present a cohesive message.

When it comes to training, virtual vs. in-person meetings present some unique things to consider. Virtual training can be less expensive, as it alleviates the need for costly and time-consuming travel. In addition, it has scalability due to the fact that you can address multiple people across wide geographic regions at the same time. However, virtual training, while potentially less expensive, does create an environment where participants are more likely to multi-task and be distracted, therefore not process as much of the information as they would in a live training situation.

If you do decide to utilize webinars, development, design and technology usage are critical. Online presentations remove the benefit of interpersonal interactions and body language cues. Your information must be well thought out, concise and visually appealing in order to keep your audience’s attention. Simply trying to utilize a traditional style PowerPoint presentation in a webinar setting will prove to be a failure. Words on a screen do nothing to stimulate interest and it only further increases the risk for participants to engage in multi-task activities such as email, texting or surfing the web as well as an entire host of busy work, or they may leave the training all together.

Here are some quick tips and things to consider when it comes to webinars:
• Hone your message. Boil your message down to its most critical points. Webinars should not exceed 60 – 90 minutes; 90 only if it’s a training situation, 30 – 60 if it’s a sales function. Audiences will quickly lose focus. Stay on point.
• Prepare a dynamic presentation. Materials need to be well designed, and integrate a variety of content types (audio, video, slides, infographics, etc.). In a virtual environment it’s critical to overcome the void of personal interaction and utilizing varying content helps to keep the energy level and interest up.
• Practice. Rehearsal is vital to make sure you are familiar with the content so you are not simply reading slides (a big no-no) and that you can navigate the technology demands of this type of setting. Don’t over-rehearse though; you still want to have a personal and live feel, not a mechanical delivery.
• Utilize appropriate technology. There are many services that provide excellent webinar & virtual meeting technology such as GoToMeeting or WebEx. However, you will need to make sure that your internal technology, i.e. phone systems, Internet speed and audio devices, are up to par for delivering these presentations.

So what about good, old-fashioned in-person training? Is it a thing of the past? Certainly not! Regardless of the virtual world we live in, the value of a personal connection will never be replaced.

In-person works best in certain situations:
• When you want to capture attention & make an impact. This is especially true if you are launching something new. In-person allows you to engage all the senses and use the entire environment, such as meals, activities, etc., to create and cement an emotional connection between your client and your company.
• When you want to build networks & relationships. Research shows that relationships forged in person are stronger than those done virtually. Online tactics are great for sharing information, but in-person events are invaluable for creating networks and building relationships.

Training materials still need to be well designed, and content should be concise and well thought out in order to create a positive customer experience. Again, this is all part of your overall brand and should be evaluated to make sure that you are presenting the desired image.

In the end, I think the answer is that you need both. Utilizing webinars and online meetings adds value to your organization and shows that you are up on and embrace new business trends, but they must be well executed. However, you cannot and should not rely only on virtual technology to forge and cement relationships that are critical to customer loyalty and retention. Ideally, you should marry the use of virtual training or meetings with in-person contacts as part of your overall sales and support mix. Knowing the value of each will help you properly prioritize them in your sales and training continuum.

As a bonus, we tracked down a link to the Ella Fitzgerald Memorex commercials for a little nostalgia. Enjoy! http://www.youtube.com/watch?v=1-IvTF0xUxM.

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Catching “The Big One”


Are you still floating in the muddy waters near the shoreline rowing your way to the fishing hole while gazing with envy when an M70 sport fishing yacht with all the bells and whistles whizzes past you?

This isn’t an article about fishing, but the analogy can be likened to your aspirations to “catch” a 100 service contract account. You want to own one of those yachts. You can’t figure out what’s missing from your already full tackle box. You’ve got the highest quality gear. You’ve been in the industry a long time. You’ve seen and done it all. You’ve spent years in finance and know dealers statewide, and they know you. You’ve done your homework and price out your products by what you think the industry will hold. You’re certainly worthy of a reasonable commission.

Or maybe you’re an entrepreneur and can’t seem to grow your customer base.

Many dealers nationwide are looking for a change in product providers. The recession and exploding use of social media and technology have changed the way they conduct business. Their needs are not only different, it’s difficult for them to keep up with all the rules and regulations that should be followed by their finance personnel. This is where you’ll find your opportunity to compete in the “Fishing Tournament” with the leading competitors.

How can you compete and become known as a champion in the industry? How can you bring in the tunas along with the minnows? First, by learning to listen and observe and evaluate. Every dealer has a problem. Maybe more. Be the problem solver. Before you throw out your hook and line of products, know what’s needed or what needs to be changed and why. This requires that you have exceptional F&I training. It’s essential for success in your “fishing” endeavors.

Why? It’s not only about high-quality products, pricing and options; corporate agents will out-bid you. Besides, they’re long-time champions who know the treacherous waters facing dealers in today’s economic environment and have an impressive cache of gear to sell them. The corporate name alone sells the products. Your success is not based on having the fanciest fishing gear or the biggest and fastest boat. It’s not having the ability to convey an exaggerated fish story in a believable manner. It’s about having the right attitude and building a trusted and personal rapport with the dealer and finance officer. It’s about having thorough knowledge of every new law and regulation and sharing your expertise with dealers and F&I managers to assist them in with any breaches in their methods that could put them at risk of a law suit.

The acquiring of knowledge and training is never “finished.” Dealerships and even third-party administrators are under the radar of the FTC and CFPB, who are initiating serious lawsuits. Compliance and transparency in selling are not just critical, they’re fundamental necessities. Don’t get caught in uncharted waters by the circling federal sharks. Become the service contract agent who can provide dealer personnel with exemplary F&I training and guidance on compliance and technology.

Every F&I manager needs updated and regular training in how to actively engage customers in their completely “transparent” menu options process. Performance tracking is required. Although technology tools are employed by nearly every dealership, they come with more regulations and legal scrutiny. Dealership compliance manuals must be intact and updated to reflect sound practices. Adverse reaction letters must be recorded and kept on file.

In June of 2012, the FTC charged EPN, a Utah debt collector, and a Georgia budget car sales dealership for “illegally exposing sensitive personal information of consumers” by allowing peer-to-peer file sharing software to be installed on their company PC systems. Agents and dealership personnel must know that all files shared on a P2P network can be viewed and downloaded by anyone with access and have proper security plans to inhibit this risk.

Why is this a litigious issue of increasing concern? Because the FTC charged that “the names, the addresses, social security numbers, dates of birth and drivers license numbers of approximately 95,000 consumers were made available to the P2P network.” The car dealership also allegedly failed “to provide annual privacy notices” and “a mechanism by which consumers could opt out of information sharing with third parties, in violation of the GLB Privacy Rule.”

Be an agent who offers dealership partners the most commendable service. Sell your value as someone who can enhance opportunities for increasing profits by limiting liability. Be the champion who can lead dealerships through perilous waters by minimizing their legal scrutiny. Training, long-term development, compliance and technology. It’s a winning combination and far from a mere offering of product price quotes. Today’s agent is equipped with the mightiest of tools, a Crowder Deep Drop Rod designed for the big-game fisherman — one who grows his own business while sharing his experience and knowledge with others.

William Tapply, author of A Fly-Fishing Life, said, “I’ve gone fishing thousands of times in my life, and I have never once felt unlucky or poorly paid for those hours on the water.”

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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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