Hey guys.. My name is Paul and I am new to this forum.
I have been working as an Internet/BDC Director for about 3 years now, and just recently was brought into an organization in desparate need of help.
First a little background about me. I came into the car business right out of high school and found it to be second nature. About 5 years ago, I was in a car accident (personal vehicle) and actually broke my back. Unable to pound the pavement any more, I began working as a vendor for a company that sold and taught phone skills training and some internet training as well. Imagine trying to sell your butt off over the phone to DPs and GMs! I was able to learn quite a bit of knowledge from this company and once I was able to get back on the lot, I used it to my advantage. The dealership that I was on with quickly realized my potential, and we started a brand new BDC/Internet Department at a store that sold a TOTAL of 80-90 cars a month, and grew the BDC/Internet sales to 40+. The dealership saw immediate success with the department and within a year was recruited by the (one of the top volume dealers in the state), to make over the BDC/Internet Department. It's still hard to believe that even though this dealer was a volume dealer, the internet/bdc was only selling about 35-40 units a month. After 6 months, we had increased the volume from 35-40 all the way to 75-90 units and $190K+ per month. Very shortly after, I was called upon by yet another dealer, and offered the Director position and develop the departments for 3 different stores. I hated leaving my previous dealer, but after speaking with others that I hold in the highest regards, I felt like it was the right move. I know that this group has a TON of potential, but I don't know what to do to help the DP realize it. Truthfully, I think he does realize it but he expects it to kinda "just happen".
Before I made the commitment to my current automotive group, I sat down with the owner in hopes of making sure that everything was on the table. This auto group was in DESPERATE need, producing only 17 units from 3 stores by way of the internet. We discussed time frames for production (90-180 days for development and implementation), number of employees needed to start (we AGREED on 3 to start), budget (6k per store), short term and long term goals, and that I am NOT an IT guy, but a damn good salesman. We also discussed the pay plan, of which was VERY generous (3k salary, 10% on front gross including holdback/dealer cash, 3% of fixed ops rev created by the Internet/BDC and includes a demo) and is NOTHING to complain about! But after 90 days, the dealer has not held to anything he agreed on, including pay.
FOLLOWING IS A LIST OF PROMISES AND WHAT ACTUALLY FOLLOWED
Promised: Actual
How can I show him that if he would let me off of the leash, that I would blow the market up for him? I have the experience and knoweledge to make this the most profitable department in the company, but no backing..
Some advice, PLEASE!!! Thank you!
**EDIT**
I had to pull some of the more private information out in order to protect my current position.
I have been working as an Internet/BDC Director for about 3 years now, and just recently was brought into an organization in desparate need of help.
First a little background about me. I came into the car business right out of high school and found it to be second nature. About 5 years ago, I was in a car accident (personal vehicle) and actually broke my back. Unable to pound the pavement any more, I began working as a vendor for a company that sold and taught phone skills training and some internet training as well. Imagine trying to sell your butt off over the phone to DPs and GMs! I was able to learn quite a bit of knowledge from this company and once I was able to get back on the lot, I used it to my advantage. The dealership that I was on with quickly realized my potential, and we started a brand new BDC/Internet Department at a store that sold a TOTAL of 80-90 cars a month, and grew the BDC/Internet sales to 40+. The dealership saw immediate success with the department and within a year was recruited by the (one of the top volume dealers in the state), to make over the BDC/Internet Department. It's still hard to believe that even though this dealer was a volume dealer, the internet/bdc was only selling about 35-40 units a month. After 6 months, we had increased the volume from 35-40 all the way to 75-90 units and $190K+ per month. Very shortly after, I was called upon by yet another dealer, and offered the Director position and develop the departments for 3 different stores. I hated leaving my previous dealer, but after speaking with others that I hold in the highest regards, I felt like it was the right move. I know that this group has a TON of potential, but I don't know what to do to help the DP realize it. Truthfully, I think he does realize it but he expects it to kinda "just happen".
Before I made the commitment to my current automotive group, I sat down with the owner in hopes of making sure that everything was on the table. This auto group was in DESPERATE need, producing only 17 units from 3 stores by way of the internet. We discussed time frames for production (90-180 days for development and implementation), number of employees needed to start (we AGREED on 3 to start), budget (6k per store), short term and long term goals, and that I am NOT an IT guy, but a damn good salesman. We also discussed the pay plan, of which was VERY generous (3k salary, 10% on front gross including holdback/dealer cash, 3% of fixed ops rev created by the Internet/BDC and includes a demo) and is NOTHING to complain about! But after 90 days, the dealer has not held to anything he agreed on, including pay.
FOLLOWING IS A LIST OF PROMISES AND WHAT ACTUALLY FOLLOWED
Promised: Actual
- 6k budget per store: 6k for all three stores
- Full control of the budget: NO control over the budget
- 3 employees to start: only allowed to hire one and have been expected to do both my job AND that of a BDC rep
- told that I would not be responsible for IT: I am solely responsible for IT
- Was told that I had full reign on the department: every step has been micromanaged
- 90-180 day time frame for development and implementation: Was expected to happen the first 15!!!
- Was promised new equipment: Was told to purchase needed equipment (like computers, printers, phones, etc.) and that I would be reimbursed, but changed their mind after I had made the purchases
- Was promised full support: it's been a fight every step of the way
- Completely refreshed the websites by working with the OEM appointed providers to create sites that brand the image of the dealership, implementing true call to action, and increase conversion rate.
- Increased average site traffic from 1,500 to 2,500
- Increased TOTAL conversion rate from 2.6% to 6.8%.
- Increased closing ratio from 8% to 21%.
- Implemented a process that does not give up gross, while keeping closing ratio high.
- Almost tripled sales from 17 total units to 48
- Increased average gross per copy from $1,900 to $3,100
- Created multiple ways that customers could communicate with us including email, live chat, video chat, text, and phone.
- I do ALL of the graphic design work for the dealerships including everything from logos, to billboards and advertisements.
- Successfully started an internship based scholarship for the local college that brings in a number of photography students to take photos of vehicles, and events for posting. Money spent is used as a tax write off plus makes for GREAT publicity.
How can I show him that if he would let me off of the leash, that I would blow the market up for him? I have the experience and knoweledge to make this the most profitable department in the company, but no backing..
Some advice, PLEASE!!! Thank you!
**EDIT**
I had to pull some of the more private information out in order to protect my current position.
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