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The Myth of The Dealer Web Site Conversion Ratio

Brain,
Your clearly one-hellofa-briliant guy. No one can argue that point. But you've baffled me, You write:

"...
Urban Outfitters - 15.9
Lands End - 15.4
The Sportsman's Guide - 15.3
QVC - 14.9

Yes the products are more simplistic than a car...".

Conversion stats like these are useless references to our industry.

==Does the QVC shopper have a trade in?
==Can you deliver a car via Postal Carrier?
==Lands End is Factory DIrect, can you buy a Chevy, Factory Direct?
==Can you goto an Urban Outfitters store and negotiate a better deal than online?

See what I am saying? Industries are unique and BUYERS are very, very smart.

EXAMPLE:
Take a flight and get a rental car.
Flight: Book and pay for the flight 100% online.
Rental: Reserve the car rental to secure your rate but dont pay. Fish for a better deal when you arrive, works every time!

Conversion rates cannot cross industries.
Joe

The Myth of The Dealer Web Site Conversion Ratio

Ever read that "car dealers lag other industries" and wondered what was meant.

Check this link out... top company website conversion ratios (and they mean "those who bought not submitted inquiries / leads"


Coldwater Creek - 23.7
HearthSong - 21.9
Tickets.com - 20.1
Lillian Vernon - 20.0
Roamans - 18.9
Oriental Trading Company - 16.9
Urban Outfitters - 15.9
Lands End - 15.4
The Sportsman's Guide - 15.3
QVC - 14.9

Yes the products are more simplistic than a car, but eBay has proven that it can be done ("a car every 60 seconds" is the quote I remember).

Don't strive to be the tallest dwarf.

The Myth of The Dealer Web Site Conversion Ratio

RE: I am working on ways (ideas) to get get visitors to reveal themselves. If anyone has any ideas, let me know. - Joe Pistell

Hey Joe,

3 things I have seen high ROI's on to capture your customer's info on your website to turn browsers into customers.

1. online chat - outsourced
2. pop up coupons - $250 for info then double coupon if they set the appt.
3. blackbookonline trade values

also, here is an old but good article related to this post.

The Myth of The Dealer Web Site Conversion Ratio

The idea that a website's conversion ratio as a silver bullet indiciator of success is correct. However, it can not be ignored entirely either.

Site design has much to do with overall "Persuasion Architecture" (how well does your site get its visitors to do what you want them to).

I hit dealership sites constantly where I am usually, tragically and utterly lost as to what the person who designed the site was thinking that visitors to their site might want to do when they got there. It certainly isn't to read through every page on the site, nor click through various banner ads, nor watch commercials.

I want to buy a car.
I want to service my car.
I want to buy a part.
I want to call, emailo come to you.

Everything, and I mean everything else needs to be put in this context.

Traffic, clicks, hits, conversion, etc. are all just canaries in the coal mine to the only true metric which has ever mattered... ROI...

Spend this (in dollars, money, people, effort and technology - SEM, SEO, website design, PPC, banner ads, CRM, blogging, social web, etc.) and you will get that.

Are lead volumes falling. Of course they are. As Alex Snyder pointed out, consumers have figured out that "leads" are a path to getting a phone call and request for a dealership visit not a path to a better buying experience.

Do dealership website conversion metrics fall along with this increased consumer awareness? Of course they do.

Focus on ROI... it is timeless.

If you don't like the picture it paints because you try to use price to compete on the Internet... time to develop a better online buying experience... this thinking was one of the drivers behind the shopping cart service we developed at www.ai-dealer.com. Let consumers self-serve their own vehicle purchase from dealers. Require an email address in order to get more than MSRP info. Engage in the real online car buying experience where the consumer is - online and not try to divert an online experience into an offline one.

Jeff has a book by Bryan Eisenberg on this blog (Waiting for your Cat to Bark). If you really want to understand how good your website is at its job, buy the book or their even better one titled "Call to Action".

If you want to get a website worth having, get one from someone who knows how to build a good one. I like www.motorwebs.com but I have no relation to them.

If you want a website where the journey is worth the destination for your consumers, get one that can transact. Try Ai-Dealer or Ralph Paglia at ADP for shopping carts for vehicles, try TimeHighway or Xtime for online service scheduling, try Insignia Group for online accessory purchases.

Market your dealership as "the best dealership to do business with - online or offline." Have a website with easy to understand (from the consumer's standpoint) layout, design and capabilities that they actually care about (transactional websites).

Don't be the best 20th century dealership, be the best 21st century dealership.

The Myth of The Dealer Web Site Conversion Ratio

Where I am at right now is I tend to think that we've got an input problem.

The vast majority of our traffic will visit our sites and won't show up as a measurable lead that can be assigned to a sale. We all know we're in an old-fashioned horse trading business where the majority of customers prefer to shop stealth.

Are email quotes going the way of Cassette players?
Nearly a year ago, our infamous Alex Snyder made mention that email quote volume is falling. Customers are into their 2nd or 3rd net based purchase and have they found real value in the email quote system?

Post sale surveys help us connect the dots because buyers can now reveal themselves. Our avg. shopper is shopping for 3 weeks and visits 2-3 dealers before we close 'em. I like watching the % of returning visitors as a metric that reveals value to our visitors.

I am working on ways (ideas) to get get visitors to reveal themselves. If anyone has any ideas, let me know.

I am in NY and I've always admired Chapman''s in-house efforts. Take a look at: http://www.chapmanchevrolet.com/preinv.asp

I have been watching them for years and they've held onto this "Unlock Price" model. It obviously is working. I haven't had a chance to call them to send them an "atta boy" (they've always been ahead of the curve, rockin' in SEO SESRP's before it was cool!).

Joe

The Myth of The Dealer Web Site Conversion Ratio

Mitch -

You address some great points, but let's look at the dealer website movement from a 50,000ft view.

- From 2000 to 2006ish, dealers were just happy to display their inventory online with a cool looking web presence. The science was simple: I have a website and sold X number of cars.

- In late 2006 to 2007, dealers began thinking hmmmm how can I drive more traffic and get more leads then sell more cars. The science again was simple: I have a cool website with X hits per month generating X leads, and I sold X number of cars.

- Now the movement is getting more in line with your points where there is more of a real science or metrics to the formula for online selling. Online merchants have been here for years, but the automotive market is always about 2 years behind the technology curve.

In conclusion, what will happen going forward is dealers looking for website solutions that are conversion focused. They will want to create an A/B testing environment for landing pages, add social media sites to their marketing mix, and build micro-sites for cross linking of sites and SEO. They will also look for one system to track the lifecycle of a lead through the entire process.

There are a lot of details left out of my comments, but again this is just my high level view.

Chad Polk
AutoRevo.com

The Myth of The Dealer Web Site Conversion Ratio

This is a great post. What can be more important for Dealers in 08 than measuring their website conversion %? I would argue a point seemingly left out in the discussion. What about the science/technology allowing for the measurement? Where are the standards and how are they being applied by the CRM's and Website Development folk? Why is unique visitation data variable from source to source? How does anyone truly measure how many people came to their site-from where and did what? And is this "measurability" analyzed over any quantifiable time frame? Until somebody somewhere comes up with "Universal Measurement Criteria" governing all of this, it's still smoke no matter who reports, dissects or spins it.

The Myth of The Dealer Web Site Conversion Ratio

First off, let me say that I’m excited to see Managers and vendors even discussing the matter of conversion percentages on dealer web sites. Another step in the right direction. But just as we always get caught up in the simplicity of misleading national statistics, there seems to be a lot of people adopting of the rule of the “2-3% conversion ratio” as the primary measure of success on dealer web sites. That’s a bad habit to get into, and I’ll tell you why.

First off, you’re making the grave mistake of thinking all dealer web sites bring the same types of traffic. Whatever gave you that idea? Just because two dealerships have matching stats doesn’t mean their sites are performing equally. Do their visitor stats exclude internal traffic? Are they getting visits from new buyers only, or do they have users coming back again and again? Are the leads being generated by marketing efforts from outside sources (like big billboards and newspaper ads directing traffic to the site), or is the site making magic on its own?

A second point of concern is search engine presence. Take two dealerships with identical visitation stats. Web site #1 has zero search engine presence, where the only people who make the leap from Google to their site are the ones querying the dealer name specifically… it’s only by sheer luck that they get substantial traffic numbers, because they’re a well-known dealership in the area. On the other side, web site #2 has true long tail presence and is heavily optimized, reeling in search engine traffic for such off-the-wall queries as “ford mustang replacement headlight”. Site #2, having such great visibility in search engines, is bound to have a lower conversion ratio than Site #1, simply because Site #2 has successfully marketed to prospects who are less likely to be in the market for shopping at that dealership. So we reprimand the latter site for having a lower conversion ratio? If they stopped optimizing for search engines, their conversion ratio would skyrocket… tell me that makes any sense.

And what about all the social network marketing some of us are doing? If you run a blog that is well-indexed by search engines, you already know how many eyeballs you’re getting from people in other cities, other states, even other countries. If you’ve set up a MySpace or anything else where you’re shamelessly promoting your dealership, do you really expect that incoming traffic to convert into a lead at a 2-3% clip? Again, it’s your ingenuity and forward thinking that’s causing a low conversion ratio on your dealer web site… that doesn’t mean you should stop social marketing, does it?

You get the idea. It goes on… sites that do a great job of converting to phone leads vs. emails, sites that drive users to other conversion tools like Black Book Appraisals or another store in a dealer group… there are plenty of reasons to ignore the magical 2-3% conversion standard. Don’t let the statistics alarmists of this industry trap you in that mindset.

Email Campaign Metrics – the Key Definitions

This is interesting stuff that is rather basic but critically important. As our stores turn to more email marketing with things like newsletters, video and blog offerings (not to mention monthly email "specials" campaigns and quick quote replies) the biggest challenge we have is getting into a person's "inbox" and not the "spam" folder. Currently, Reynolds doesn't provide us with a way to measure our email effectiveness. IMN's newsletter metrics does do this with outstanding detail and it is a great tool. I know other postings have been made stating that we shouldn't do mass emails through our CRM or ILM but rather through an Outlook account or something of that nature. That is a difficult thing to do especially if you have a ton of email addresses. If there was a third party software application out there that we could integrate into our CRM to help us measure the effectiveness of our email that would be great but I have yet to come across one. Bottom line: once your domain name is blacklisted by an email provider it is hard to get off that list without people voluntarily adding you to their safe senders list. Most customers don't even know what that is.

Email Campaign Metrics – the Key Definitions

Guest Posting by Laura Villevieille

email_symbol_white.jpg

Probably the biggest advantage that email campaigns have over direct mail campaigns for your dealership, is the ability to track performance.  When you send a mailer, you have no idea who looked at it, who threw it in the trash, or whether it even reached the address.  With email, we can at least see part of this picture:  whether they received it, opened it, or took action by clicking a link.

Here is a rough guide to the key email metrics that measure the performance of an email campaign.  There is a lack of standardization among email vendors and marketers when it comes to defining some of the terms and metrics.  Most of the definitions here are taken directly from an article by the IAB Email Committee intended to guide the industry towards consistency.

These definitions should help you understand what the numbers mean, and also help you in getting clarity from your email provider on what their reported numbers really mean.

Email Delivery

  • Sent - This metric shows how many emails you tried to send. In other words, how many messages were in the queue before any delivery attempts were made, but after any necessary internal suppression (like checking against a bad email or do not contact list) has been performed.

  • Bounced - This is the number of emails that bounced, or generated a delivery error.  This is when the recipient’s mail provider rejects the email for whatever reason.  There are two kinds of bounces:  a hard bounce and a soft bounce.  A soft bounce is generated when the reason for the bounce is temporary, like the recipient’s mailbox is full.  A hard bounce is a permanent and fatal error, like no such recipient exists.  Bounces usually contain a bounce code and accompanying description of the form ‘550 Requested action not taken: mailbox unavailable  [E.g., mailbox not found, no access]’.  The bounce rate is the percentage of emails that bounced out of the total sent.

  • Delivered - This is the difference between emails sent and emails bounced.  Delivered means that the email was accepted by the mailbox provider.  But that does NOT mean that the recipient actually saw the email. If the message is accepted and placed in a junk/bulk folder it generally counts as delivered. The delivery rate is the percentage of emails delivered out of the total sent.

  • Inbox Delivered - This metric shows the number of emails that actually made it to the user’s inbox as opposed to their junk/bulk folder. This number is usually generated using an estimation based on delivery to special seed accounts. A seeding tool uses a seed list, or list of email accounts at a range of mailbox providers (i.e. Yahoo, AOL, Comcast, Hotmail, etc.).  It sends an email to the list of accounts, and checks where the email ended up – inbox, junk, or disappeared (usually denied or bounced).  It then estimates inbox delivery rates based on these results.

  • Unsubscribe Requests - This shows how many people unsubscribed from this email campaign as a direct result of an action taken via a delivered email, like clicking on an unsubscribe link.

  • Complaints - This metric shows how many people clicked a link in their email software to Report [this as] “Spam” or Report [this as] “Junk”.  This information sent back to the email sender through a feedback loop.  The email sender must sign up for feedback loops at each mailbox provider to receive this data.

Email Performance

  • Opens - This metric shows how many recipients opened the email, either unique opens, or total opens.  This information is collected using a beacon image, which is a tracking script that is triggered when the user loads an invisible image. This metric can be expressed as a whole number or an open rate.NOTE: Some opens may not be detected when, for example, the user has images disabled, is on a mobile device, or has elected to receive text-only emails. The metric may also falsely indicate opens when the message is briefly loaded into the preview pane but is not actually viewed by the recipient.

  • Click-Throughs - This metric measures how many clicked on a link within the email, either unique or total clicks. This can include any links deemed worthy of reporting on, either unique or total clicks.

  • Conversions - Although not all email messages are intended to drive a purchase, most messages have some “call to action,” such as a click-through or confirmation. This measures how many took whatever action you deem to be the most important result of the campaign.  It can also be expressed as a conversion rate.

  • Email Revenue - This is how much revenue was generated from a campaign.

  • Effective Email Cost-per-Thousand (Email eCPM) - This metric is typically used for list rental and attempts to answer the question, “How much revenue was generated per email impressions delivered? It may be calculated by subtracting costs associated with sending the emails from revenue generated, then dividing by the number of impressions delivered, and finally multiplying that number by 1000.

Email marketing is about results, not just communication between your dealer and the consumer.  Prudent use of these metrics will enable you to fine tune your marketing approach and messages to enhance your customer relationships and maximize the productivity of your communications.

Further Reading…

- Email Campaign Performance Metrics Definitions – The IAB article.  These are many of the same definitions, but from the horse’s mouth.

- The Email Stats Center - A wealth of industry statistics and information.

- Email Marketing Metrics Report – October 2007

- Email Marketing Metrics Report – January to June 2007.

- Email Open Rates Guide – Everything you ever wanted to know about open rates.
- Email Metrics and Bounce Management - Review of varying industry practices for calculating delivery, click and open rates.


About the Author: Laura Villevieille is the eSolutions Project
Manager for CIMA Systems

Kbb.com and AutoTrader.com Strategic Partnership Goes Live Today, January 4 2008

KBB.com and AutoTrader Builds Strategic Partnership

Partnership Brings Enhanced Research, Buying and Selling Power to Nearly 26 Million In-Market Shoppers a Month. ATLANTA--(BUSINESS WIRE)--

The ground breaking alliance between AutoTrader.com and Kelley Blue Book’s kbb.com®, which brings together the two largest players in on-line car research, buying and selling, goes live today.

Under the agreement, AutoTrader.com will provide listings for kbb.com’s used, certified-pre-owned and private-seller Blue Book® Classifieds. Dealer clients and individual consumers posting cars for sale will now benefit from a combined 26 million unique in-market shoppers between kbb.com and AutoTrader.com, two of the strongest brands associated with used vehicles and two of the most heavily trafficked automotive sites in the world. Visitors to the Blue Book Classifieds can search through more than 2 million dealer and private-party used-vehicle listings powered by AutoTrader.com as well as list their vehicles for sale on the world’s largest online automotive marketplace.

Our new partnership with kbb.com signifies our continued commitment to providing our advertising customers the best value and the widest possible exposure,” said AutoTrader.com CEO Chip Perry. “With more than 3 million new and used cars listed for sale on our site and more than 13 million unique monthly visitors – and with both numbers continuing to grow – AutoTrader.com remains the best source for buyers to find that perfect car and for sellers to quickly find car buyers.

Through this alliance, Kelley Blue Book will soon be able to offer enhancements to its ‘Showcase’ and CDMdata customers – including exclusive rich-media advertising within the Kelley Blue Book® Classifieds section powered by AutoTrader.com, trusted Kelley Blue Book® Values on every listing and a Kelley Blue Book digital window sticker integrated into the preferred online listings.

This alliance is a great opportunity for Kelley Blue Book to further extend its focus on providing value to the dealer’s business, something we have been committed to for more than 80 years,” said Paul Johnson, President, Kelley Blue Book. “With the confidence that Kelley Blue Book’s trusted values instill in consumers combined with AutoTrader.com’s experience in classifieds, this partnership signifies one of the most compelling opportunities for dealers to sell more cars online.


AutoTrader.com and Kelley Blue Book’s kbb.com:


By the Numbers

AutoTrader.com Monthly Unique Visitors --- 13 Million
Kelley Blue Book’s kbb.com Monthly Unique Visitors --- 13 Million
Combined Unique Monthly Visitors with minimal overlap --- 26 Million
Total New and Used Vehicle Listings on AutoTrader.com --- 3 Million
Total Number of Used Vehicle Listings on AutoTrader.com and kbb.com --- 2 Million
Number of In-Market Shoppers Expected to Shift to AutoTrader.com monthly --- 1 Million

Numbers as reported by Omniture and AutoTrader.com

About Kelley Blue Book
Since 1926, Kelley Blue Book, The Trusted Resource®, has provided vehicle buyers and sellers with the new and used vehicle information they need to accomplish their goals with confidence. The company’s top-rated Web site, kbb.com, provides the most up-to-date pricing and values, including the New Car Blue Book® Value, which reveals what people actually are paying for new cars. The company also reports vehicle pricing and values via products and services, including software products and the famous Blue Book® Official Guide. Kbb.com is rated the No. 1 automotive information site by Nielsen//NetRatings and the most visited auto site by J.D. Power and Associates eight years in a row. No other medium reaches more in-market vehicle shoppers than kbb.com; nearly one in every three American car buyers performs their research on kbb.com.

About AutoTrader.com
AutoTrader.com, created in 1997 and headquartered in Atlanta, Ga., is the Internet's leading auto classifieds marketplace and consumer information website. AutoTrader.com aggregates in a single location more than 3 million vehicle listings from 40,000 dealers and 250,000 private owners, which provide the largest selection of vehicles attracting more than 13 million qualified buyers each month. Through innovative merchandising products such as multiple photos and comprehensive search functionality, AutoTrader.com unites buyer and seller online -- dramatically improving the way people research, locate and advertise vehicles. AutoTrader.com is a majority-owned subsidiary of Cox Enterprises. The venture capital firm Kleiner Perkins Caufield & Byers is also an investor. For more information, please visit www.autotrader.com.

The DealerRefresh 2007 year end review.

Blogging is a two way street and to be successful you want to create conversation. If you talk at your readers in a broadcast mode you aren’t likely to create much of a conversation.

You should have a central idea and stick with it. If you are writing a blog post about the latest and greatest in the auto industry don’t talk about baking cake or the latest clothing craze.

Ask the readers for their thoughts.

You have a much better chance for success when your business model makes what's good for the users match what's good for the business. Our products/services are best sellers not because we're better sales people or markerters (a meritocracy), but because they are labors of love and the product/service is better than the competition.

Giving, giving, giving freely, openly without expecting anything in return. Open communication of thought and ideas. When you create this, it’s like planting seeds in fertile soil. Time, sunshine and watering, that seed will product a crop of ideas and concepts that will florish.

If people in the industry followed Dr. Deming's Phylosphy the industry would be in a much better place.


Thank you Jeff for creating this blog/forum and maintaining the high standards.

I hate Internet customers!

"No, blame the manufacturers and dealership owners that have not adjusted or want to adjust for the paradigm shift on how to market and sell to those consumers, and how us as industry professionals that sell those vehicles get paid" Well said Jeff, I believe you've hit it right on the head. Many people have left the automotive sales business because they were tired of the games. Games the manufs play and games the dealership owners play in compensating us fairly for the ROI we bring into the door every month. Question is, how long are we all going to be willing to play the "Game"?

I hate Internet customers!

Earl - it is all about attitude that you carry in yourself. Apparently your customers you are dealing with through out the internet can read right through you and you are not building value in yourself, the vehicle your selling & the dealership you work for. Alot of customers will buy not just from the dealership but the person at the dealership. I hope that makes sense. It seems to me you need to refresh your attitude and go at it a different angle next time then you will see when you build the value and trust in the customer they don't care about price!

The internet has changed alot over the past few years with the Automotive business. Many GM's & sales managers will say "They only want price!". Uhhh yes they do and if you have a savvy salesperson / internet manager they can nail that
the online shoppepr down & pricing won't be their main concern.

There has been days I had just about snapped for which that one consumer didn't care about who he was dealing & just wanted pricing. These are the obstacles we face on everyday challenges. there are ways to get over them, under them and around them.

As a Internet Director & BDC Manager for 4 years I had grossed more than the sales man on the showroom floor because it all depended on how savvy I was & (Earl this is to you) My ATTITUDE!

It sucks getting a mini but you made a new friend in the automotive business and guess what you get referalls!

Keep your chin up and hope goes well with your selling tactics there Earl.

I hate Internet customers!

To All Readers:

Everyone makes one good point or another. Earl I understand your thoughts and problems with the Internet Business. Please know that I have been in the car business as a regular internet salesperson to director of internet sales overseeing 8 franchises. As we all know there are many ideas of how to sell more cars through the internet from the get the customer on the phone early to email campaigns and many more ideas.

I have read all the posts here and not one person mentioned much about location (state or city). This is what my experience tells me. Your location in the country has a major reflection on the type of mentally of your customers. Example: Customers who are born and raised in the Midwest region of the country have a less aggressive mentally than east coast born and raised citizens. What I mean is customers in the Midwest will take more time to make a decision than a east coast person. I can say this with true hard facts because I am from the east coast and now currently living in the Midwest. SIDE NOTE: I bet If I took a poll in the town which i live in of 100 internet salespeople I would bet less than 10% know what dealerrefresh.com is. My point is that the Midwest Car Business is probably 5 years behind the times. That is just an estitmate.

Along with that I also know that OWNERS and UPPER MANAGEMENT mentally are totally different. I have struggled and even argued with owners and management about theories about how to sell more cars via the internet. My departments had their best months when the management truly allowed me to run the department my way and my way only. But like typical upper management and owners once you had a successful month why didnt you make a 1,000 per copy? Or why didnt you hit 55 cars? All in all upper management will never be truly satisfied nor will owners.

I have found price sells more cars than anything else in the midwest region and that a customer wont drive 20 extra minutes to save 75 bucks. If I wanted to sell more cars and steal deals from other dealerships I had to be atleast 200 bucks cheaper than someone else. And my competitors would quote right out the box close to dead net cost because that dealership wanted volume not gross. With that type of competition it was difficult for the management to make the final decision to sell a car as a loser.

These are just random thoughts for everyone to think about. I can be way off base or some of you might agree with me. I do agree with Earl and how difficult the business can become. WIth that said I did get aggreviated with the business and I left the Internet Sales Business and started my own business that is associated with the car business.

I hate Internet customers!

>Why? Because the Internet Consumer is vehicle specific and why
> shouldn't they be if they're spending $25,000?

I think this points out a fundemental problem with how we approach internet sales.

Think about this.. everyone is pre-occupied with getting visitors on their website to fill out a form. Why? because that way we can lay claim to their sale as being from the internet.. because thats how most of us are paid. Or, thats the only shot we have at getting a sale since a lot of dealers don't consider phone calls from the net should go to the 'internet guy' (because everyone else on the floor will cry). Or, we're paid to set appointments.

Now, let's think about this some...Who is really going to do this (visit a site and send in an email)?

Pretty much only someone who knows exactly what they want. What else could they possibly ask you when almost everything else is already on your website?

Is this really the group of people to focus on?
1) They are NOT the majority of the people on your website.
2) they are NOT the majority of the people who come to your dealership.
3) they will most likely end up buying something else anyways.
4) They have no reason NOT to shop price through email.

1 & 2 were just a theory of mine a year ago. So we started having customers fill out a small survey while the salesman put tags on their vehicle for a test drive.

The results backed up my theory - most people do NOT have much more then a general idea of what they want. This yet another another example of the Perato principle (the 80/20 rule): spending 80% of your effort to generate 20% of your sales.

Here's the framework of 'given assumptions' I used when laying out our current internet strategy:

1) most shoppers are NOT vehicle specific, so stop spending all the effort trying to cater to them.

2) the odds of having the exact model in stock that the 'vehicle specific' shopper is looking for is pretty slim unless you are a huge dealer (which we are not). again - stop chasing after these shoppers.

3) sell the dealership and our value propostition to everyone else.

4) the whole point of follow-up to email is to get the phone call. So downplay the email forms and stress the 'call us' call to action. Again though, just like with email there's not much the that majoirty of our website visitors will even have to ask via the phone.

5) The point of the phone call is to get them to come out and visit. So, encourage this - sell the dealership!

I do not sell cars, set appointments, or even talk on the phone - all I do is everything in my power to generate showroom-traffic / phone calls / emails, in that order of preference. I let our post-sale survey sort out which customers came from where.

This approach resulted in over 50% of our sales coming from the internet within 12 months (most from our own website - and no purchasing of leads). Over half of them just drove up with no prior contact with us, most of the others phoned us first. email leads make up the smallest portion of our internet sales (ok - we DO have a problem getting these folks in the door.. the sales floor handles every lead, and they are still coming to terms with how to do this properly). Our grosses across the entire dealerhsip have gone up a grand in this time as well (to over 2500) since we no longer have cut-rate internet prices dragging everything down.

We need to stop spending SO MUCH of our efforts targeting vehicle-specific shoppers and price shoppers, then struggling with the fact this is all we are getting. WHAT ABOUT THAT OTHER 90-95% OF THE PEOPLE ON OUR WEBSITES?

Dealers get what they reward, and they insist on seperating the sales staff and using a reward system that forces the ISM's to chase only a handfull of their potential prospects.

I hate Internet customers!

Car shoppers will only demand more and they will be more educated as the "Generation ME" hits the scene in full force. This generation grew up on the Internet and they think they know everything since all they need to do is “Google it”.

Earl said “These internet customers have no loyalty to the dealer or the sales people…”
Recognizing this issue is very important and if the dealership/sales people do not take steps to address the loyalty situation they will be forced to cut Mini deals more and more.

My partner and I saw this coming a while back and this is why we are letting all dealers place their inventory on our site for free. We don’t want to focus our energy on counting every lead to justify the fees. We want to focus on helping you look your best as a Car Dealership on the Internet. Gerald said “…..ENGAGE the customer early, and sell yourself and your dealer. If you are not doing this, you are simply selling the same vehicle someone else has (assuming it is new)” and I could not agree with him more. However, I would take it a step further and say “ENGAGE the customer on the INTERNET, and sell yourself and your dealer; then reinforce your value as a sales person and the value of the dealer when the customer comes to the showroom. If you are not doing this, you are simply selling the same car as someone else and the only way to get the sale is to sell the car for less”.

call me with ? 847 780-4821
Alex B.

I hate Internet customers!

Is there a distribution system more poorly designed for efficiency than the one used by car manufacturers and dealers? In the present system, car prices are priced up by locked-in labor and operational costs. Manufacturers pit dealers against other nearby dealers. Dealers are pressured to accept more vehicles than they can sell, unable to make money from new cars; and turn to service and trade-ins to squeeze out margins.

At the bottom of the food chain are customers trapped in high-pressure negotiations for a car that isn't the exact model they want and usually turned off by the whole process. They are also confused by too many prices, discounts, incentives, rebates etc, etc. Is there any wonder why they are always looking for a better price? The system has conditioned them to do so.

Why do we think the consumers have embraced the Internet so closely, it is a solution to a sick process. They feel it is a way to circumvent the standard sales process where they have been lied to and pushed in ways they do not like. This is especially true now with so many women in the market place.

For the most part channels are constructed from the supplier/OEM down, rather than from the customer to the OEM. The product or service is designed first and it is only then that the supplier thinks about ways to get the product/service out to the customer. If the company achieves its sales goals, it lulls the company into the assumption that the channels must be right. For all we know an alternate channel might have achieved even better results.

The more common issue is that the chosen channel is an expedient short-term solution, often not well suited to sustain sales and profitability in the long run. Once a channel is up and running it is very hard to shut it down and construct a new one. The solution is the channel is temporarily repaired, a "band-aid" is approach, and the selling process moves on.

Toyota's channel strategy is unique. A Toyota dealer sells an average of over 1,000 cars per year compared to a dealer at the Chevrolet division of GM, which sells much less than 1,000. The Japanese company has about 1,500 distributorships in the United States; Chevrolet has about 6,000 plus. No wonder the dealers are killing each other as well as beating up clients to sell a car.

Toyota has a selective number of dealers who face much less competition, have a much larger market area, and sell more cars per outlet. Their dealers should be more profitable, and therefore more satisfied. There is also more demand on the dealers to be customer friendly and service orientated, if there are complaints and Toyota learns of them there is a team approach to work with the dealer to resolve the issues and place process in place to correct the problem.

Dr. W. Edwards Deming was teaching Quality Management in Japan, the Total Quality Management (TQM). Demming’s photo is in the lobby of Toyota’s headquarters, bigger than the photo of founder Toyoda Sakichi. Demming didn’t find an audience in the US after WW II, because managers at the time thought that poor quality was caused by people who just didn’t want to do a good job. They didn’t think there was much managers could do to improve quality except exhort employees to do a better job.

Mr. Demming’s basic message was that quality is a management responsibility, and poor quality was almost always the result of systems imposed on workers which thwarted people’s desire to do high quality work. He taught the Japanese managers how to empower production workers to investigate problems and systematically improve processes. He taught that teamwork and long term, trust-based relationships with suppliers were far better than adversarial relationships. He emphasized a culture of continuous improvement of both processes and products.

The Internet is a great complement to the industry; the technology provides the possibility of transforming a channel that can seamlessly connect the customers, channel partners, and suppliers. The Internet is the facilitator for change in the system that needs to be changed for the good of the industry.

Lucky we are part of this change.

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