Who is B.O.S.S.?
The
B.O.S.S. Program™is a Performance Results Program for
Business Managers. Maxine works only with a select number of
dealership owners and their business managers. Her clients:
- Are driven and decisive
- Are always striving to be the very best
- Are confident
- Are committed to exceptional customer service
- Understand the value of having customers for life
- Are open to new ideas
- Value other people's expertise, and are willing to learn
- Recognize and appreciate value
- Are willing to invest in long-term relationships
- Are passionate about the success of their career and their department
- Are committed to the well-being of their family
- Enjoy a high quality,rewarding lifestyle
- Consider their time to be extremely valuable
- Believe that protecting
and enhancing their reputation is paramount to their
success
- Business Managers feel isolated
- No one else in the dealership understands their job and challenges.
- They don’t feel appreciated
- They typically do not participate in Sales Meetings
- They do not help train the sale team to properly turn the customer over to the F&I department
- They do not know how to improve their personal performance
- They can become bored on the job
- They can lack enthusiasm and drive
- They do not set
goals
Is “The No-Sale
Assumption” hurting your business?
Let’s face it; selling automobiles is not for
the faint of heart. Rising fuel costs, decreased margins, more and
more competition, longer service intervals, and steadily growing
overhead are ganging up on your ability to make a profit. But,
despite the increasingly challenging environment, many dealerships
do not maximize per customer revenue because of “The No-Sale
Assumption”.
This assumption goes into action on the show room floor when, after successfully selling an automobile, sales people jealously guard their new customer. Because they see little value in creditor insurance products such as life and disability, or chemical packages and service contracts, they falsely assume their customer is not interested in the hassle of buying more “stuff”. They do not even give them the option of saying “no”! Not only does the dealership lose out on extra revenue that can mean the difference between a profit or a loss, the customer loses out on service and extra value that may compel them to become long-term, repeat customers.
In most cases, “The No-Sale Assumption”
is a symptom indicating hidden, more systemic assumptions. For
example, owners may assume departments are cooperating when in fact
they are competing against each other. Or, they may assume it is
natural for sales to hand customers over to the business office as
“normal” course of events. Some assume their managers
and staff hold themselves accountable for performance and results.
And, all too often, they assume their team shares their values and
goals.
Let’s face it; selling automobiles is not for
the faint of heart. Rising fuel costs, decreased margins, more and
more competition, longer service intervals, and steadily growing
overhead are ganging up on your ability to make a profit. But,
despite the increasingly challenging environment, many dealerships
do not maximize per customer revenue because of “The No-Sale
Assumption”.This assumption goes into action on the show room floor when, after successfully selling an automobile, sales people jealously guard their new customer. Because they see little value in creditor insurance products such as life and disability, or chemical packages and service contracts, they falsely assume their customer is not interested in the hassle of buying more “stuff”. They do not even give them the option of saying “no”! Not only does the dealership lose out on extra revenue that can mean the difference between a profit or a loss, the customer loses out on service and extra value that may compel them to become long-term, repeat customers.
In most cases, “The No-Sale Assumption”
is a symptom indicating hidden, more systemic assumptions. For
example, owners may assume departments are cooperating when in fact
they are competing against each other. Or, they may assume it is
natural for sales to hand customers over to the business office as
“normal” course of events. Some assume their managers
and staff hold themselves accountable for performance and results.
And, all too often, they assume their team shares their values and
goals.
Copyright Maxine Campbell Inc. 2012. All Rights Reserved. Disclaimer