We Dealls! Fast. Organized. Secure. Serving Illinois Dealers For More Than 21 Years! Increase sales, customer retention, and operational efficiency with Dealer Pay’s card and check processing, POS solutions, contact-less transactions andmore. Call, text, or email to schedule a demo. 314-578-3142 julie@dealer-pay.com dealer-pay.com/request-a-demo/ this: first, if the door is closed, the meeting has started; the employee will wait in the hallway until the meeting is finished. If this is the first offense, have a conversation about the importance of being on time. This salesperson will be reminded of the importance. A second offense will be written up and placed in the employee file on the permanent record. A third offense means being sent home for the day, unable to sell cars on a Saturday. A fourth offense might be termination. The managers don’t have to wonder what they are supposed to do. We don’t have frustrating interruptions once the meeting starts. The expectations are clear and easy to understand, and no one can claim injustice or being treated differently than anyone else. Now go back and identify the non-negotiables for each position and layout consequences for every task. Then get full management buy-in and communicate these nonnegotiables to the entire team. You see an interesting dynamic when you go from dealership to dealership. The bigger the dealership, the more likely it is to have consistency and non-negotiable processes. The question that might come to mind is, do they have consistent processes, and this very spelled-out way of doing business because they are high volume? Or do they have a high volume because they have consistent processes? Ask yourself if you think any of those 1000 car dealerships you hear about allow their salespeople to have their own processes, and if the managers do the job several different ways. I think you know the answer. In these dealerships, no one person is bigger than the team. Many years ago, I had a client dealer who consistently sold 180 — 200 cars per month. The dealer pulled his managers together and spent a great deal of time building a game plan around what it would take to sell 400 cars. This included staffing, advertising, and inventory. It also included process and payment plans. The truth is they never got to 400 vehicles in a month. But they also never sold under 300 again. This was a management-driven success, nothing to do with luck and for sure nothing to do with the market. For more information, contact Francis Fagan with Brown & Brown Dealer Services at 312.608.4979 or francis.fagan@bbrown.com. Francis is the Regional Training Director for Illinois and Indiana. At Brown & Brown Dealer Services, we emphasize training. Visit our website for our training calendar and meet our nationally renowned trainers at bbdealerservices.com. 13
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