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Scope of the Internet Director

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#31
Doug, 36% of our business comes from referral and repeat customers. I exclued them from marketing performance, as I believe they'll find their way here if we spent no money at all. 30% of our business comes from phone opportunites driven by digital advertising and 15% are ADF/XML format leads. That leaves, what I believe is, 19% of our business driven by traditional advertising. If you would agree that the repeat/referral business should not be counted, then that means that 70% of our business is coming through the BDC and 30% are walk-ins.
 
#32
ddavis said:
John, who wrote that for you?

Are you in the process of having a CRM that offers such transparency or is this a flash back from some designer drug?
Click to expand...

Ha! I wrote it after seeing it :) I'm not advertising, but seeing what I'm seeing from a process standpoint -- after YEARS of being exactly where you know we've been, it was like getting hit with a sledgehammer.
 
#36
I say this out of complete respect for John and Alex , I have to agree with Doug .

On behalf of your target audience ( decision maker looking for a crm) please finish us off or hold your Peace until yOure ready to do so. The whole dealer.com crm is straddling Redbumper territory. We are ready, when will you be ready?
 
Hrizn SEO Ai Overviews
Hrizn SEO Ai Overviews
Dealer Authority - 250

✨ AI Highlights

  • This thread debates the proper role and autonomy of an Internet Director at a dealership, with participants arguing that internet sales represent the most effective marketing channel yet are often undermined by poor organizational structure and lack of management support.
  • Key contributors identify that Internet Directors face challenges not just from their own responsibilities but from fragmented dealership cultures where floor salespeople and desk managers don't understand or properly handle internet-sourced customers.
  • The core insight is that an Internet Director's success depends critically on GM/GSM backing and autonomy, combined with dealership-wide visibility into the online sales process—not merely getting "buy-in" from managers who may be incompetent or resistant to change.

This thread debates the proper role and autonomy of an Internet Director at a dealership, with participants arguing that internet sales represent the most effective marketing channel yet are often undermined by poor organizational structure and lack of management support. Key contributors identify that Internet Directors face challenges not just from their own responsibilities but from fragmented dealership cultures where floor salespeople and desk managers don't understand or properly handle internet-sourced customers. The core insight is that an Internet Director's success depends critically on GM/GSM backing and autonomy, combined with dealership-wide visibility into the online sales process—not merely getting "buy-in" from managers who may be incompetent or resistant to change.

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