GENERAL INFORMATION
Paper Flow - "Ups" Card Create Letters Satisfaction Telephone SurveyGUIDELINES: GETTING READY
Prospect Information - "Ups Card"
An explanation and distribution sheet is provided in the TrakMate for WindowsTM manual. A salesperson must use an "Ups" card 100 percent of the time with every face-to-face walk-in. The card is great for incoming telephone calls, "bird-dog" referrals, and outside contact leads. The only exceptions would be someone looking for directions, bathroom, telephone or the service/parts department. There is no need to start another card when the "be-back" does come back - mark it on your Daily Work Plan instead.
Touch Base with Manager
Why? Is there anything else we can do TODAY with this shopper? Because a salesperson wants to obtain the latest information on how to handle the "Up" before he or she leaves the dealership, the salesperson should get a manager to check for the best ideas on creating a TODAY BUYER. It is best to have an "Ups" card in hand when the salesperson exchanges ideas with the manager. Do not let pride get in the way of money. A picture is worth a thousand words. Share all your privileged info instantaneously with the Sales Manager, NOW, while the "Up" is still there. The manager can initial the card.
Turn In the Card
Give the card to the manager or the data entry person within 15 minutes or whenever management has designated. This allows the system to be up-to-date and starts the development of the Salesperson's Daily Work Plan and future follow-up for each prospect.
24-hour Callback
Everybody who does not buy TODAY deserves a prompt, pleasant, productive and professional telephone call within 24 hours. The Salesperson's Daily Work Plan provides you an organized sales plan and a timely reminder to your prospect follow-up.
One-on-one
The one-on-one contact between the manager and salesperson is important to keep the paths of communications and ideas open. They can meet privately to share ideas, information and plans. This ensures that all possible solutions have been explored to sell and deliver a car or truck TODAY.
Salesperson's Daily Work Plan
This feature was designed to assist the manager and salesperson to meet one-on-one and review the status of each prospect and agree on appropriate follow-up action.
Owner Follow-up Work Plan
This feature was designed to provide information about the Owner (sold customer), and provide a reminder to salespeople to make follow-up calls for referral and repeat business.
Telephone Satisfaction Survey
The Telephone Satisfaction Surveys offer two forms of questionnaire which allows one to follow-up before the sale (an Active customer record) or after the sale (a Sold customer record).
Using the Active feature, you can record customers' impressions about the quality of service that your salespeople are offering. Normally it takes 30 days before a TrakMate for WindowsTM user will start using this feature. We recommend that you call prospects within 24 hours of the initial contact. TrakMate for WindowsTM keeps your follow-up efforts in chronological order. The questions can be changed to meet your training needs. Management is looking to see if the salesperson was attuned to the prospect's needs and whether or not he or she has purchased a car within 24 hours. An invitation can be extended by management to the prospect, or the status might need adjustment.
Using the Sold feature, you can record customers' impressions after the sales, which can enhance your CSI and correct any misgivings a customer might have in regards to their new purchace. We recommend that you call your sold customers before the manufacturer would mail our their customer service inquiry. As the Active feature, you can edit the questions to meet your needs to assist you in improving your dealership's CSI.
Create Letters
This feature lets you create letters and code mass mailings to a targeted group of prospects. When you are entering the prospect into the system, we recommend that you code two or three follow-up letters in advance. Example: If you put in ten new active prospects today and you want a specific "thank-you" letter to go out tomorrow (within 24 hours). Additional information can be found under the Edit Configuration, Letter Tab, and Add/Edit Prospect tab. Each morning when you run the Salesperson's Daily Work Plan, you would also select the Print Letter option and the specific letter code, then print.
SAMPLE FORMS
The following are sample forms which you can use to list the information needed on your salespersons and managers for the initial TrakMate For WindowsTM configuration. You must put these lists on the system as described in the section of this manual titled "Running TrakMate For WindowsTM for the First Time" before you can run any other option. You can do this by selecting "Edit System Configuration" either from the Menu Bar "Edit" option or the from Button bar.
TrakMate for WindowsTM SALESPERSONS CONFIGURATION FORM
List all your Salespersons on this form and the information it asks for. It is needed by TrakMate for WindowsTM initial configuration.
| INIT | NAME (Salesperson) | Security Level | EXP |
|---|---|---|---|
| JDD | John Doe (Example) |
Print Blank Salespersons Configuration Form
TrakMate For WindowsTM MANAGERS CONFIGURATION FORM
| INIT | NAME (Salesperson) | EXP |
|---|---|---|
| JDD | John Doe (Example) |
Print Blank Managers Configuration Form
BACK TO BASICS
There are many factors that contribute to the successful operation of a retail automobile dealership. Good service and follow-up to all customers coming into your showroom is a key factor.
This section was developed to assist dealers and managers with suggestions about the use of TrakMate, a computerized prospect follow-up system. We've gathered ideas, thought-starters, and samples of reports and letters to enhance your creativity.
TrakMate is a sales tool that can provide you with full showroom control.
Disorganized methods in selling don't create sales for the salesperson or the dealership. But good organization and control can actually help you retain good staff who work their customer base for optimum results.
HOW SHOULD "CONTACTS" UPS BE HANDLED?
It is too easy for salespeople to claim that a showroom contact is just "looking" or a "tire kicker" and not worth filling out an Ups card, because filling out an Ups card takes too much effort. Management has to set the tone with the use of TrakMate and the disciplines of the system. It provides management with control of the total prospect/customer file instead of individual salespeople having their own "private" contact lists.
Management needs to establish policies and procedures to implement TrakMate. Enforce a strict rule that everyone who comes into the showroom or calls in must be logged on an Ups card and put in the system. This procedure is a must to provide accurate information for management decisions.
TrakMate helps by ...
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Providing "immediate" information for the salesperson or manager to work with
the prospect. |
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Making it easier and quicker for salespeople to have control over their
prospects and customers with the use of the Ups card and the Daily Work plans (facsimile of Ups). |
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Producing an accurate record of overall activities on the showroom. |
Salespeople receive daily work plans, produced by the system, from the sales managers.
Benefits obtained by implementing a management showroom traffic control:
- Accurate recording gives you complete control of all contacts with prospects and customers.
- Management's involvement and communication prevents fewer excuses for prospects to escape.
- Provides a complete data base of contacts for follow-up purposes.
- Minimal administrative overhead is required for prospect and customer follow-up.
- Salespeople and managers have more control of their customer base thus creating more business.
- You get high efficiency, professional presentation, and greater control of the selling process.
- Provides a total view of sales department operations activities and performance for upper management.
- Provides management with decision making information and easy access to the information.
TrakMate helps slow down the selling process enough to allow salespeople to work their prospects effectively. Management sets the tone by requiring and monitoring the current information in the system. Control by management is important.
Salespeople obtain Ups cards from their sales manager for each contact that they make, both walk-ins and phone calls.
Ups cards and daily work plans (facsimile of Ups card information) are turned in to the Sales Manager/General Manager. This information is reviewed and initialed by the manager and given to the administrator, who enters the information.
The system retains any changes and can be retrieved later by prospect, daily work plans, or optional report facilities.
A manager or dealer can very easily go into the system and retrieve information by the use of printing individual Work Plans from the prospect screen or the reporting facilities.
STATISTICS HISTORY OR TODAY'S DATA
The system provides printed statistics for the sales manager covering ...
 Number of Ups Number of Demonstrations Number of Showroom Sales & Deliveries Number of Be-backs |
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Number of Demonstrations Number Negotiations Number turned over to F&I Number of Prospects with trade-ins |
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Source Analysis Daily "Ups", Sold, Deliveries |
- Ups card, Daily Work Plans and on-line Salesperson Prospect Review are for the salespeople.
- A Manager's Daily Work Plan is provided by the system to assist the manager with one-on-one daily meetings with the sales staff. The On-line Salesperson Prospect Review facility enables the manager to review, make needed notations, or change pending deals.
OWNER FOLLOW-UP PLAN - controlled by recontact date (RCD); two options
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Option 1 - flexible use of the recontact date according to customer needs or management policy. Option 2 - rigid dates selected by management. |
We suggest that you call the customer before 8 p.m. on weekdays and between noon and 4 p.m. on Saturdays to avoid intruding at unwelcome hours.
MANAGEMENT CORRESPONDENCE - you don't have to pay external agencies to do your correspondence with your customers, whether it is sales marketing or customer satisfaction, use TrakMate. It can assist you in identifying the high return areas of advertising. Service hours, maintenance reminders and specials can be included in your marketing.
| Results: | Real customer satisfaction and customer retention. | |
| A high CSI rating. | ||
| The ability to track extended warranty and protection package sales and offer to your customers later. |
HANDLING CSI RATINGS - Auto makers send out their own CSI questionnaires at various times in the first few months after the sales of a vehicle. You can use TrakMate by mailing your own questionnaire in a timely manner. This allows you an opportunity to handle those customers with complaints before the auto maker's survey goes out. A sample letter and questionnaire are provided in the "Create/Edit Letter" section.
HASSLE-FREE DEALS - Some dealerships use "800" (toll-free) telephone numbers in their ads, while others have trained staff who handle potential customers. They are knowledgeable only about the makes and models - they answer questions for prospective buyers and try to set up an appointment. Others use a telemarketing staff to approach credit unions with assurance if they come to the dealership - no attempt is made to divert the customer to another source of finance. Results will be as good as the service and vehicles that you can provide.
Here are some ideas for special customer treatment after the sale:
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A full tank of gas upon delivery. Roadside services in case of breakdown. Loaner vehicle when customer's car is being serviced. A discount card for parts and service. Certificate for free oil change. |
DEALERS AND MANAGERS WANT TO KNOW ...
Is TrakMate being utilized fully? TrakMate dealers and managers use many features and elements to control and sell more. Knowing your current performance is the key, TrakMate is a tool waiting to be used. Experience of profitable dealers can be shared to provide "Thought Starters". TrakMate has collected numerous ideas from dealers and managers using word processing, work plans and reports to create TODAY BUYERS and profit. The most common reason for management failure is the unwillingness or inability to change. If you find that you need to make changes to improve profits and overall performance, by all means, change. These questions will get you and your managers thinking about your selling process:
What floor traffic and activities are taking place on the showroom floor, new and used?
Are the salespeople following up daily? If so, how?
Do your prospecting efforts result in APPOINTMENTS for at least 11% of your prospects? Do the salespeople do outside appointments?
Do the salespeople give a good product presentation before taking the customer to the vehicle?
You keep track of sales, but do you actually DELIVER 90% of those sales?
If it takes 5 prospects to sell 1 unit, what happened to the remaining four prospects? How are they being handled?
Do you know how much GROSS each salesperson must produce each month in order to cover sales overhead?
Do your salespeople know that 57% of their prospects will buy a vehicle within 3 days?
Do your salespeople know that 90% of their prospects will buy within a week or 10 days?
| NOTE: | Management needs to set the guidelines for the sales force on how often a prospect should be followed up. Some dealers and managers require their salespeople to call active prospects every day for 7 days and then every other day. |
RESPONSIBILITIES OF MANAGEMENT ...
Responsibilities of a manager when monitoring the prospecting efforts of a salesperson using Ups cards and the Daily Work Plans:
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Management will need to set the tone with policies and procedures; establish when you want the Ups cards and Daily Work Plans turned in; reserve an area on your desk if you are not available. Review before initialing and forwarding to the input administrator. | |
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The Ups card initially starts the process. The Daily Work Plans are a combination of the Ups card and a salesperson's worksheet, to use in following up their prospects and customers thereafter. | |
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Manager(s) should review the information on the Ups card and discuss with the salesperson what a customer's desires and needs are during the selling process - advise a salesperson on what to do, quotes, etc. | |
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Manager(s) need to initial the Ups cards and the Daily Work Plans. | |
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Manager(s) will pass out the Daily Work Plans at the beginning of a salesperson's work day during their one-on-one meetings - discussing the key points and strategies for how to make this person a today buyer - no more than 5-10 minutes. | |
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If a salesperson has an unannounced prospect/customer and doesn't have a Daily Work Plan, instruct him or her to ask the manager or the input administrator to pull up the prospect and print using the Work Plan Button to get a Daily Work Plan. On your busy days, when that is not possible, then instruct the salespeople to use another Ups card and mark UPDATE box and update any of the information. |
Set up policies and procedures and adhere to them - work with the exceptions when they happen.
What if ...
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You have a customer requesting a specific style of vehicle and dollar range - How do you log or track this information?
Use the VYEAR field = 00, VMAKE field = leave blank, VMODEL field = specify style (4x4), OPEN field = specify dollar
range and use the Optional Report feature to find the information later, if a salesperson can't remember the prospect's
name. | |
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A manager might want a daily log of the floor traffic activity for the previous day's work - Could it be designed? Yes.
Use the Optional Report feature and design a permanent report that can be saved and repeated daily using the Retrieve
button. TrakMate provides daily recaps of Floor Traffic deals sold and end-of-the-month floor traffic. | |
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How would you monitor a salesperson to see whether or not an Ups card is being filled out on a Phone Up? Establish the
procedure first. If you don't feel salespeople are complying, then monitor how many incoming calls are for the sales
department and compare to what is being logged on the system under the Advertising report. | |
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How would you handle a prospect's Ups card that came in at 10:00 am and you want the salesperson to follow up tonight?
You have to establish when and how soon the Ups cards and Daily Work Plans are to be handed back to management, which
in return will go to the input administrator in a timely manner. | |
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Suggested codes for "Source" field to track additional efforts of a salesperson are PUA = Phone Up Appointment or PUS =
Phone Up Sale. For outside appointments the OPEN field could be coded OSA to represent outside appointments or under
"Source" field set up code OSA. |
RESPONSIBILITIES OF SALESPEOPLE ...
TRAKMATE ADDRESSES SALESPERSON'S NEEDS:
TrakMate will address the following areas regarding prospecting by the salesperson:
Whom do you need to contact?
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Get information from the Ups card and use the Salesperson's Daily Work Plans (Active or Owners) with
Management. |
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The Salesperson's Daily Work Plans will provide the appropriate schedule that you set with the recontact date
(RCD). We suggest that you call the prospect/customer within 24 hours of the first initial contact. |
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Review with your manager the potential prospect's needs and desires in order to formulate an individualized plan that
will turn the prospect into a TODAY buyer. |
Always Plan...
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Whom do you need to speak to? Write to a customer... telephone a customer. In sales, there’s always someone you can contact
and some place you can use your time by selling or trying to sell. | |
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Don’t sit around! Time is valuable to a salesperson, so don’t waste it. Doing nothing is boring and non-productive. |
| Selling isn't luck - it's a numbers game; therefore, the more people you can contact, the more cars you will sell. |
Salespeople who accept this statement sell more - they aren't necessarily better salespeople (they're normally average), but they accept the risk that exposes them to a larger volume of potential sales. Sales won't happen if you just sit around in the showroom waiting for them. Ask yourself ...
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| How many people did I contact today? | |
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| Out of all those people, which ones were customers or prospects? | |
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| Which of those people will put their money where their mouth is by giving me an order and a deposit? | |
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| Who took delivery and who has paid? | |
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| How good am I at my job and what's in it for me? |
The personality of a competent salesperson is unique, demanding qualities that lead to success:
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| Ability to change with the times and market conditions. An inability to adapt to changing situations can lead to one becoming stagnant and ineffective. | |
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| Ability to drive oneself to make the sale, a process that includes making new friends, a sense of achievement as well as earning more money. | |
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| Ability to match the dealership for each customer located for them. | |
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| Ability to see that they have to go to the customers and not wait for the customers to come to them. | |
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| The knowledge that the more customers seen equates to more sales made. | |
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| To make the effort to contact customers, both inside and outside, of the showroom by telephoning them, writing them, and setting up face-to-face appointments. |
TEN STEPS TO A SALE ...
| 1. Greet & Meet | ... | Why is prospect/customer looking for a vehicle TODAY? |
| 2. Qualify | ... | Will they buy TODAY if everything is agreeable? |
| 3. Presentation | ... | Where is the customer right now? |
| 4. Demo Ride | ... | Have they driven the vehicle? |
| 5. Dealership Presentation | ... | Are all the decision-makers here? |
| 6. Appraisal (if applicable) | ... | Where do you think we are in this deal? |
| 7. Work Deal | ... | Do I have control? |
| 8. Proper T.O. to Finance | ||
| 9. Delivery | ||
| 10. Follow-up | ... | 3 days after delivery; also 3 or 4 times a year for the duration of loan or ownership. |
SALESPEOPLE NEED TO ...
QUALIFY A CUSTOMER ...
Salespeople need to know:
Phone Number
Address
Trade-in
Why the customer is buying
What are the customer's needs and desires?
To qualify a customer, you need to:
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Observe - pay attention to the customer's dress, children, pet, condition of car, stickers, etc. | ||||||||||||||||
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Communicate - ask serving questions:
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| Investigate - know who your customer is and what is needed before trying to sell it. |
Try to qualify the customer in a pleasant environment without barriers, such as a desk between the salesperson and the customer.
PRESENTATION ...
You would be surprised to learn that even though presentations fulfill a multitude of purposes, they are made to only 10% of a salesperson's prospect base. A good presentation provides the following benefits:
- Time necessary to qualify the customer.
- Time to establish a rapport with the customer to put yourself, dealership and product in the best possible light.
- Time to provide the customer with reasons to buy.
- Time to spark the customer's interest and emotional attachment (desire) for the product.
Although presentations may be conducted almost anywhere -- showroom, used-car department, lot, customer's home -- remember that the ultimate purpose is to increase the customer's desire for your product.
DEMONSTRATION ...
On the average, demonstrations are performed by only 8% of salespeople. As with presentations, failure to provide a demo ride limits the salesperson's ability to spark the customer's desire for the product. A demo ride allows you the opportunity to physically prove the product's quality to the customer and should be conducted at every possible chance.
The rapport that you developed during the presentation will be further enhanced during the demonstration. Select several routes that resemble the customer's average driving routine, i.e., city, heavy traffic, country, or highway.
To control the ride, you should drive the vehicle first, then invite the customer to take the wheel. The entire process provides the customer with first-hand information regarding the product's quality and benefits.
APPRAISAL PROCESS WHEN ...
The most common appraisal method involves an authorized appraiser from the dealership's used-car department; however, other resources within the dealership can be utilized to provide important information to the salesperson which may influence the direction of the individual sales plan.
Although some salespeople have the expertise to work up a "ballpark" value, the service department is better equipped to recognize the running condition of the vehicle. The appraisal, whether done by one source or in combination, leaves the salesperson free to continue the presentation, conduct a demo ride, and enhance the credibility of salesperson, dealership, product and service.
Reason for an appraisal:
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| Determine value of the trade-in | |
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| Demonstrate the dealership's willingness to buy as well as sell | |
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| Determine an exact description, including equipment installed | |
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| To slow down yourself and the customer - do not rush into a deal |
How to do an appraisal:
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| Use an appraisal form - Ups Card | |
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| Appraise external/internal condition | |
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| Always drive the vehicle | |
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| Check with the mechanics | |
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| Ask customer what accessories stay with the vehicle | |
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| Never "knock" a customer's vehicle or ask what they expect |
When to do an appraisal:
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| Try to do it as soon as you have qualified the customer. | |
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| Early appraisal provides the time to present and demonstrate the product. The customer will wait for his price/appraisal. | |
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| Late or prolonged appraisal may cause the customer to get "cold feet", reducing the desires to purchase. |
TRADE PLUS NEGOTIATION ...
To provide continuity and to continue to build the trust necessary between customer and salesperson, you are encouraged to spend as much time as possible with your customer. This investment in time will do much to prevent customer relations breakdown when it's time to discuss trade-in value and new-product cost.
Present the allowable trade-in figure to the customer on an appraisal form. Without further discussion, wait for the customer's reaction. It is at this point that the negotiation process begins.
Different negotiation philosophies are followed by different dealerships, i.e., salesperson negotiation with manager checks, T.O.'s to manager, or closes conducted through F&I. Above all, never negotiate standing up in the showroom or on the lot.
AVOID OR DEAL WITH OBJECTIONS ...
It is vital that you determine why the customer is hesitant to buy.
Always deal with objections immediately -- it may provide you with an opportunity to turn them into valid reasons to buy.
You can eliminate many objections by spending more time during the qualifying, presentation and demonstration areas at the beginning. Listen carefully, never argue with your customer, and defend your product by turning negatives into positive values. Training and role-playing can help in areas of objections.
SALESPERSON'S PROCEDURES ON HOW TO FILL OUT AN "Ups" CARD
You should fill out an "Ups" card 100% of the time, with every face-to-face walk-in or incoming telephone calls. The card is great for "bird-dog" referrals and other outside contact leads. The only exceptions would be if someone is looking for directions, bathroom, telephone or the service/parts departments.
There is no need to start another card when an unannounced "Be-back" does come in - go to management and request your Daily Work Plan instead.
Suggestions to avoid the most common errors submitted on the TrakMate's prospect cards: (WRITE LEGIBLY)
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Please spell the prospects’ name correctly. The input administrator has no way of knowing the actual spelling. The
computer uses this name in generating the dealership’s appreciation or correspondence letter from management. | |
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Please reference the appropriate sex of prospect under "Prefix". Certain names (i.e., Devon) are difficult to
determine and occasionally misleading (i.e., Mr. Beverly King). | |
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"Salutation" can be used if you are on a first-name basis (i.e., relatives, close friends, etc.). Please advise so input
can be proper -- the software will default to prefix and last name. | |
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Submit complete addressees, particularly zip code of those prospects who do not reside locally. If you forgot to obtain
the zip code from your prospect, a zip code book should be available in the office. | |
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Please reference Ms. or Mrs. when the prospect you are submitting is a woman. Some older women resent the term Ms. and
vice versa. | |
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"DROP" status should be marked only on the Daily Work Plan, which management will approve before the prospect is
placed in the "DROP", status which allows the information to stay in TrakMate until management feels the prospect
might need to be "deleted" from the system. | |
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Management has established a procedure regarding when and what type of letters will be going out to your customers. If
you want your customers to receive another specified letter or any correspondence, please get management approval,
and, in return, management will notify the administrator to generate your correspondence. | |
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Be sure and submit the Stock # or Mark "Locate". "Locate helps management working the auction. | |
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Be sure to submit the Model on the Ups card and not the Body style. The software pull both the Make and the Model of
the vehicle for use in an appreciation letter. | |
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NEGOTIATE area either on the Ups card or the Daily Work Plans need to be kept up-to-date with the last quotes
between customer, salesperson and management. | |
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When submitting an entry for the type of car being considered or the TRADE-in, you must submit the year, make,
and model. The software requires all three categories or it will not accept any combination. | |
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TODAY’S DATE is the original date the prospect was in the dealership. A RCD (recontact date) appears only
on the Daily Work Plans; it needs to be changed each time it is returned to management. If a RCD is blank, the work
plans will show every day in a print out. | |
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ADVERTISING SOURCE? Mark is a wild card, which allows management to track more than one TV, Radio, Newspaper,
etc., even Unknown. Can track owner, bird-dogs, relatives etc. | |
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All Ups card and daily work plans need to be signed off by a manager before data entry -- no exceptions. |
Data entry of the Ups cards or the Daily Work Plans can be time-consuming. Avoiding errors will enable the input administrators to perform their job efficiently.
RESPONSIBILITIES OF ADMINISTRATOR(S) ...
MANAGEMENT AND INPUT ADMINISTRATOR(S) CONSIDERATIONS:
The dealer and managers need to discuss and set up procedures or policies to utilize TrakMate. In the discussion, management needs to decide what type of information is important to track using the Ups card, Daily Work Plans and the system overall.
You and management need to discuss and set up the administrative procedures. Establish the routine of input and output and when to mail out follow-up letters, and discuss when and what reports are to be printed daily, weekly, etc., for management or the sales force.
| REMINDER: |
Management is the authority regarding the policies and procedures of your follow-up system, and they will communicate them
to you. |
Management sets the tone for paper flow for the sales force and the administrator(s). Salespeople should give the Ups card to the manager within 15 minutes after the prospect leaves or whenever management designates. Management needs to provide instructions on how soon a salesperson's daily work plans get turned into them.
Management will turn the Ups and daily work plans over to you after they have reviewed them and signed off. The initials will inform you that it is okay to update the prospect files. This way, a salesperson doesn't just place files on you desk without management involvement.
DAILY ROUTINE OF AN INPUT ADMINISTRATOR...
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Your responsibility is to key the Ups cards and Daily Work Plans changes as soon as possible. Key in only what is given on
the documents - don't second-guess the notes of a salesperson. Correct spelling is not a problem. If you have more than
one administrator, consistent data entry is even more important. | |
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Each morning, you need to run the salespeople's Active and Owner follow-up plans plus the Manager's Daily Work Plan recap
and place them on the manager(s) desk. TrakMate offers a variety of manager recap reports under the
REPORT MENU. | |
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Under CREATE LETTER, set up routine letters for actives and owners, and establish how often they are to be mailed
for specific circumstances. Print and mail out letters daily using the PRINT LETTER feature. | |
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Print management reports on established days for management and place on their desks routinely: Examples: Daily Recap of
Floor Traffic, Recap of Deals Sold, Recap of End of Month Floor Traffic, Steps to a Sale, Summary of Sales Performance,
Advertising, etc. | |
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| Back-up daily - No Exception - rotate your diskettes; one set of diskettes per the number of days the dealership is open. |
It is your responsibility to make management aware if communications are breaking down with management, input or output. Make a list of the most common errors or problems working with the Ups cards or daily work plans. Discuss with management and bring up in the next sales meeting, if applicable.
Set up a 3-ring notebook binder cataloging samples of your letters and codes.
QUICK REFERENCE FOR SPECIFIC APPLICATIONS ...
AUTOMATIC LETTER MAIL MERGE - One needs to create and set up letters for different follow-up circumstances. Two options are available: (1) unlimited letters can be programmed for specific dates and letter codes that have been set up or (2) an automatic date and letter code(s) can be pre-coded under the Configuration Screen or under letter information in the actual letters. If you use Option 2, the ACTive Status will automatically program letters in a new prospect's file. And, after the Delivery field is programmed Y (yes), the sold/owner follow-up will be automatically programmed after you click Save for the prospect. For Sold/Lease letters, you can program a letter to be printed prior to the Maturity Date by using a minus sign (-) in front of the number of days to print. Unless the minus sign (prior to) is specified, the number of days to print is assumed to be after. This function also works with all other letters and the corresponding date field.
REQUIRED FIELDS IN SETTING UP A CUSTOMER FILE - Department, Salesperson's/ Manager’s initials, Customer Status and customer's Last name.
DEPT (department): Required field, (N)ew, (U)sed, (C)ombination, (L) Lease or (T)ruck; management reports can be pulled by department for comparisons.
SALESPERSON'S/MANAGER’S INITIALS - Required field, must use at least 2 characters in the Configuration Screen and in the Master Look Screen of a customer.
CUSTOMER STATUS - the status of the customer, (ACT)ive, (SLD) sold or (DRP) drop; drop status doesn't generate a follow-up plan.
RCD "Recontact Date" - this file controls the salesperson's Daily Work Plan if the status of the prospect is ACT (active) and to the Owner Follow-up Plan when the prospect's status is changed to SLD (sold). If the recontact DATE field is blank, the prospect or owner will print out for review every day.
RCD "Recontact Date" pre-programmed for Owner Follow-up Plan - when the STATUS field changes to SLD (sold), the RCD field normally will be blank. The system will automatically program the first Owner Follow-up Plan to print in three (3) days from the Delivery Date field. The Delivery field must be marked Y (yes). A physical date will not appear in the RCD field. This prevents the owner's names printing out the next day. On the Owner Follow-up Plan, a specific line is provided for the next recontact date that a salesperson would want his or her owner back on the system.
| NOTE: | The Re-Contact button provides an automatic re-assignment to the RCD (recontact date) field. To utilize this function, the Delivery Date field is a required field. The rigid schedule is listed in TrakMate's User's Manual under Add/Edit Prospects. |
COMPANY field was designed for a business Company name. The field can be utilized for a second name if desired. Be aware Company field works with the Label and Envelope feature. Remember if you substitute any other information that information will print out on the labels or envelopes.
SALUTATION field defaults to Prefix and Last name automatically. You can designate first name of customers by just typing the information in the field.
STOCK NUMBER field can be utilized to locate a specific vehicle for a prospect by entering the word "Locate". The Optional Report facility allows one to run a list of prospects and vehicles.
OPEN field allows management to track information alpha or numerical up to eight (8) characters. Dealers have used this field to track codes for specific circumstances i.e., OSA = Outside Appointments, Hot = Hot Prospect.
ACTIVITY DATE defaults to Today's date. This date will change to the date the vehicle is sold, only if SOLD field is flagged Y (yes). The original Activity Date will default to the field "Original Contact Date" under the "Trade/Negotiate" tab to archive the length of time it took to sell the vehicle.
To make changes permanent, press the Save Button.
Input consistently - The Vehicle Makes and Models can be pre-programmed under Configuration Screen and clicked on from drop down menu.
Topic 2a