1. Growing Your Internet Staff from 10 to 300 Cars per Month

2. Courtesy Chevrolet in Phoenix, AZ has become the USA’s leading Internet retailer of new and certified used Chevrolet vehicles… Human Resource Development has been the key to this success.

5. Courtesy Chevrolet’s Internet Sales Team growth has Allowed the Dealership to Become More Aggressive with Lower Cost Online Marketing Growing Your Internet Team’s Capabilities Allows Dealers to Feel More Confident about Online Ads

6. 61,642 Leads Generated and Tracked within CRM System Growing Your Internet Staff from 10 to 300 Cars per Month Requires Large Quantities of Leads

7. 4,008 eBusiness Department Sales of New & Used Vehicles in 2006 Segmented by Marketing Category (Total Store Sales >11,000) Growing Your Internet Staff using Large Quantities of Leads will Generate Higher Volumes of Sales

8. Sales/Lead Closing Ratios ranged from 5.15% to 16.64% when segmented into categories based on Marketing Type Growing Your Internet Staff using Large Quantities of Leads will Result in Closing Ratio Variations

10. Inbound Internet Lead Management Process Dealer Lead Management Process Map Growing Your Internet Sales Team Requires that you Define what Your Internet Process Should Look Like

12. Courtesy Chevrolet CRM/eBusiness Teams as of August, 2005 Ralph Paglia Begins at Courtesy as eBusiness Director BDC Manager New & Used Vehicle Sales Dept. Internet Sales Manager New & Used Vehicle Sales Dept. CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 Phase 1 Sales Results: Internet sales averaged 88 units per month (new & used) BDC generated sales averaged 92 units per month (new & used) Mike Gordon IT Director

15. Courtesy Chevrolet CRM/eBusiness New BDC with 27 Work Stations Opened in September, 2006

16. Courtesy Chevrolet CRM/eBusiness New BDC with 27 Work Stations Opened in September, 2006 90,000+ Outbound Phone Calls / Month

17. Courtesy Chevrolet CRM/eBusiness Teams as of September, 2006 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager George Salman Internet Sales Manager New Vehicle Department Vernon Intara BDC Team Leader NEW Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Kelly Slaughter & Cecy Girod CRM Administrators Adrian Fajardo Internet Sales Manager Courtesy On Bell CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 CSR 9… CSR 12 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 13 ISS 14 ISS 15 ISS 16 ISS 17 ISS 18 ISS 19 ISS 20 ISS 21 CSR 13 CSR 14 CSR 15 CSR 16 CSR 17 CSR 18 Certified Sales Consultants Assigned to Handle Internet Leads Mike Gordon IT Director Ron Daly & Scott Daly Special eFinance Team ISS 22 CSR 19 CSR 20 125 sales 125 sales 125 sales 75 sales 50 sales 50 sales Phase 4 Team Expansion: New 26 Workstation BDC w/1 Manager supervising 2 Team Leaders; 1 New Car BDC Team Leader & 1 Used Car BDC Team Leader - Consolidate 2 BDC’s into 1 and develop new & used BDC Teams Barbara Mason eFinance Manager Judith Rodriguez eFinance Admin Cisco Abalos BDC Team Leader USED Vehicle Sales CSR 21… CSR 24 ISS 12 ISS 11 ISS 23 ISS 24 Centralized BDC In New Facilities

18. Courtesy Chevrolet CRM/eBusiness Teams as of January, 2007 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager New & Used Dept.’s George Salman Internet Sales Manager New Vehicle Department Vernon Intara BDC Team Leader NEW Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Toni Hunter & Jackie Bombardo CRM Administrators Adrian Fajardo Internet Sales Manager Courtesy On Bell CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 CSR 9… CSR 12 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 13 ISS 14 ISS 15 ISS 16 ISS 17 ISS 18 ISS 19 ISS 20 ISS 21 CSR 13 CSR 14 CSR 15 CSR 16 CSR 17 CSR 18 Certified Sales Consultants Assigned to Handle Internet Leads Mike Gordon IT Director Eric Steffes, Kevin Youtsy, Omara Spriggs eFinance Sales Team ISS 22 CSR 19 CSR 20 120 sales 112 sales 120 sales 80 sales 60 sales 25 sales Steven Clemens BDC Team Leader USED Vehicle Sales CSR 21… CSR 24 ISS 12 ISS 11 ISS 23 ISS 24

19. Courtesy Chevrolet CRM/eBusiness Teams as of March, 2007 Ralph Paglia CRM/eBusiness Director Joel Matteson BDC Manager New & Used Dept.’s George Salman ISM #1 New Chevrolet Vernon Intara BDC Team Leader NEW Vehicle Sales Bryan Long Internet Sales Manager Used Vehicle Sales Toni Hunter & Jackie Bombardo CRM Administrators Adrian Fajardo Internet Sales Manager Courtesy On Bell CSR 1 CSR 2 CSR 3 CSR 4 CSR 5 CSR 6 CSR 7 CSR 8 CSR 9… CSR 12 ISS 1 ISS 2 ISS 3 ISS 4 ISS 5 ISS 6 ISS 7 ISS 8 ISS 9 ISS 10 ISS 13 ISS 14 ISS 15 ISS 16 ISS 17 ISS 18 ISS 19 ISS 20 ISS 21 CSR 13 CSR 14 CSR 15 CSR 16 CSR 17 CSR 18 Certified Sales Consultants Assigned to Handle Internet Leads Mike Gordon IT Director Eric Steffes, Kevin Youtsy, Omara Spriggs eFinance Sales Team ISS 22 CSR 19 CSR 20 120 sales 70 sales 120 sales 80 sales 60 sales 25 sales Steven Clemens BDC Team Leader USED Vehicle Sales CSR 21… CSR 24 ISS 12 ISS 11 ISS 23 ISS 24 Mike Funk ISM #2 New Chevrolet ISS 15 ISS 16 70 sales

20. Document Roles & Responsibilities for All Internet Sales Positions

21. * July 2006 Interactive Marketing Budget Document Pay Plan & Bonus Structure that reflects taller Internet sales funnel

22. Lead Volume puts pressure on response times as a factor of staffing levels!

23. *Survey Participants who Purchased a Vehicle were identified via RDR data cross reference and matching with Internet Lead Data Staffing and Organizational Structure Determines Process Execution Capabilities and Monitoring #4 #3 #2 #1 Top 4 Ways to Close More Sales to Leads Received 11 27% 17% Make Direct Phone Contact with Customer (after sending Email w/availability & prices) 9 27% 20% Send Price Quotes by Email to Customer 5 25% 21% Contact Customer more than once by Email and Telephone (within First 24 Hours) 3 24% 21% Make sure Customers are either Completely or Very Satisfied with the Lead Response Statistical Correlation Factor of Response attribute with Vehicle Purchase % of Purchase* among the Leads who DID Experience the attribute Purchase Respondents* who DID NOT experience the attribute Dealer Response Attributes Experienced by Customers within 24 hours of Submitting an Inquiry

24. Customer goes online and submits Lead Internet Sales Specialist ISS) reviews lead, selects 4 vehicles for Price Quotes Sends email with Quotes & Cars BDC Staff makes initial phone call, collects customer info, sets up an appointment for the ISS If no appointment, ISS Contacts customer and seeks appointment and/or agreement Staffing and Organizational Structure Determines Process Execution Capabilities and Monitoring

25. Lead Process Maps should be indexed to email templates, phone scripts and word tracks so that dealership employees have a “paint by numbers” guide to what is expected when a lead is received. This process map focuses on the first 12 hours after a new lead is received.

26. Lead Process Maps should contain brief explanations for the logic and execution tips for employees to review before actually using the email templates, phone scripts and word tracks. Actual template illustrations make it easy for dealership employees to recognize the right template or document when they see it in their CRM tool.

27. When Lead Process Maps are indexed to correspondingly numbered email templates, phone scripts and word tracks, the dealership is far more likely to execute the repetitious tasks that create customer experiences which correlate with higher sales closing ratios. The best process maps break down email and phone contact processes into separate flows so that they can be executed by different resources when scaling up lead volumes and organization structures.

28. Although many car guys will say they believe in the concept of following up until prospects either buy or die… Large scale lead generation through highly effective marketing practices requires that scarce resources be allocated to where they will generate the most sales. Outsourcing followup on leads that have reached a designated status (dormant) or assigning them to alternate resources such as a BDC will allow ISS’s to stay focused on the 50% of the leads that buy, and do so within the first 10 days Have a defined process for “closing out” unsold leads

29. LMP Scoring Index Objective Review of Dealership Employee Lead responses encourages consistency and creates a numeric accountability – an LMP Report Card for Dealer or GM review… Actual OEM Internet Mystery Shop Scoring Index

30. Nothing has more impact on results than phone contact with the customer! Growing Your Internet Staff from 10 to 300 Cars per Month Outbound phone calls, ongoing phone follow-up and responding to emails requires adequate staffing and skill levels