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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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