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Wait 20 minutes to Answer the Lead!

derrickwoolfson

Getting Refreshed
Sep 10, 2014
77
24
8
First Name
Derrick
This not a new conversation. Not at my dealer, either. We had a BDC, but the GM wanted to save money pressuring me to develop the sales consultants to be BDC agents. Despite my arguing against the GM, I lost. We went from a 35-41% set-rate (450-489 leads) to barely hitting the high teens with 14-18% set rate. Sacrificing the show-rate to under 50% whereas the BDC ran 65-70.

Even though the BDC brought the traffic into the store they still only closed 20% of the traffic. Largely due to the fact that the sales consultants did not have product knowledge or sales process training. That said, the GM expected me to not only train in sales processes, but for the sales reps to be BDC agents.

I argue that it is incredibly difficult to have a sales consultant perform as a BDC agent. And that it is two different jobs. Needless to say exactly 18 months later the GM said "so, we need a BDC." To which I at first - so badly - wanted to say "ARE YOU KIDDING ME."

Instead, I got excited and have slowly rebuilt from scratch. Before getting to excited I knew the GM was being too good to be true. FINALLY - getting to the point of this thread - the GM expects the BDC to sit, wait, and stare at the lead for 20 minutes to see if the consultant will answer the lead before s/he is able to do their job.

The GM still does not believe the BDC is the way to go as he will save money. Do you make your BDC's wait 20 minutes? If so, as you know they've already been contacted by the other 8-10 dealers they have inquired with.

Thoughts?
 

john.quinn

Sr. Refresher
Dec 2, 2009
996
621
93
First Name
John
BDC's are "specialists" put in place to perform specific duties, where/when those duties have not been satisfactorily performed by the "traditional" employees.

It makes sense to me to install a BDC when the specific best practices or KPI's trying to be achieved will provide a return on the BDC investment above what will/can be achieved via the traditional route. Specialization can be successful; a valid decision.

It makes just as much sense (to me) to round-file the traditional route and make sure the general staff has the skills, training, and support needed to be successful in the very different sales environment of today. Not many are truly ready for this leap...

The hybrid you described above makes little sense; in effect, paid specialists providing "back-up" -- how do we realistically justify that expense?

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Steve Stauning

Jr. Refresher
Mar 15, 2012
234
168
43
First Name
Steve
the GM expects the BDC to sit, wait, and stare at the lead for 20 minutes to see if the consultant will answer the lead before s/he is able to do their job.
Damn, that is about the funniest thing I've read all week!

There are BDCs, End-to-End Team and Hybrids. What you have is known as a Hot Mess.

Best of luck with that...
 

derrickwoolfson

Getting Refreshed
Sep 10, 2014
77
24
8
First Name
Derrick
Damn, that is about the funniest thing I've read all week!

There are BDCs, End-to-End Team and Hybrids. What you have is known as a Hot Mess.

Best of luck with that...
That is why Grey Goose has become my friend. It is a hot mess. As you know, the GM and owner will not allow for the store to continue at that bismal rate. That said, I am sure that within a few months I will be allowed to have the BDC do their job. In the meantime, we sit, wait, and stare watching the revenue walk out the door.
 

ChrisR

Refresher
Oct 12, 2015
145
129
43
First Name
Christian
This not a new conversation. Not at my dealer, either. We had a BDC, but the GM wanted to save money pressuring me to develop the sales consultants to be BDC agents. Despite my arguing against the GM, I lost. We went from a 35-41% set-rate (450-489 leads) to barely hitting the high teens with 14-18% set rate. Sacrificing the show-rate to under 50% whereas the BDC ran 65-70.

Even though the BDC brought the traffic into the store they still only closed 20% of the traffic. Largely due to the fact that the sales consultants did not have product knowledge or sales process training. That said, the GM expected me to not only train in sales processes, but for the sales reps to be BDC agents.

I argue that it is incredibly difficult to have a sales consultant perform as a BDC agent. And that it is two different jobs. Needless to say exactly 18 months later the GM said "so, we need a BDC." To which I at first - so badly - wanted to say "ARE YOU KIDDING ME."

Instead, I got excited and have slowly rebuilt from scratch. Before getting to excited I knew the GM was being too good to be true. FINALLY - getting to the point of this thread - the GM expects the BDC to sit, wait, and stare at the lead for 20 minutes to see if the consultant will answer the lead before s/he is able to do their job.

The GM still does not believe the BDC is the way to go as he will save money. Do you make your BDC's wait 20 minutes? If so, as you know they've already been contacted by the other 8-10 dealers they have inquired with.

Thoughts?
My team was instructed, this week, to leave leads sit for 10 minutes. After 10 minutes we can have at them.
 
Reactions: Jeff Kershner

Steve Stauning

Jr. Refresher
Mar 15, 2012
234
168
43
First Name
Steve
My team was instructed, this week, to leave leads sit for 10 minutes. After 10 minutes we can have at them.
Yikes! Please let the manager/owner who created that rule know that Steve Stauning said your competition called to thank you.