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Fair Pay Plan for Internet Sales Specialists?

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#11
For those of us that believe in market based pricing for new and used vehicles, this no doubt negatively effects the front end gross. We have to consider the remaining profit oportunities: under evaluate the trade, switch to leasing and optimize F&I. ISMs will work their payplan. Further consideration has to go to how this marketing approach will effect the three major variable expenses: Salesman Compensation and Incentives, Interest Floor Plan and Advertising.

I know that at my former stores, the Internet department maintained a higher average total gross profit than the floor. There is one large, public group that has adopted this philosophy over a year ago. It is interesting is to watch their financial reports.
 
#12
Our internet department works the same pay plan and hours our floor guys do which I don't agree with at all. Bell to bell in this store 3 days a week and here till 9pm 4 days a week. It's exhausting considering we can't take incoming calls and can't take a floor ups when it's busy there and our appointments have come and gone. If it weren't for cash spiffs I would move but with over 15000 in cash this year it's hard to unless it's taking a director position. I'm working on that
And to follow up DDavis's comment we too run higher than everyone else in the store. We are good at taking trades and really good at setting up backends
 

✨ AI Highlights

  • ChrisB seeks advice on creating a fair compensation plan for Internet Sales Specialists and BDC staff at a new Ford dealership expecting 80-100 units monthly, but the discussion evolves into broader debate about job description clarity and pay structure philosophy.
  • Experienced dealers emphasize that overpaying to attract quality talent is more cost-effective than underpaying, and offer specific tiered commission structures ($75-$125 per unit with 25-35% commissions) as proven frameworks.
  • The key insight is that ISM/BDC roles require clear delineation between operational specialists and management directors, with compensation packages designed to recruit and retain top performers rather than minimize costs.

ChrisB seeks advice on creating a fair compensation plan for Internet Sales Specialists and BDC staff at a new Ford dealership expecting 80-100 units monthly, but the discussion evolves into broader debate about job description clarity and pay structure philosophy. Experienced dealers emphasize that overpaying to attract quality talent is more cost-effective than underpaying, and offer specific tiered commission structures ($75-$125 per unit with 25-35% commissions) as proven frameworks. The key insight is that ISM/BDC roles require clear delineation between operational specialists and management directors, with compensation packages designed to recruit and retain top performers rather than minimize costs.

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