DealerAdvantage Staffing for Online Sales Success

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.

3. Growing Your Internet Staff
from 10 to 300 Cars per Month
Ralph Paglia - CRM / eBusiness Director
Organizational Development
is the essential stumbling
block that many dealers and
ISM’s report as the primary
reason for Internet Sales
Operations failure or lack of
growth into a strategically
significant level of sales.

5. Growing Your Internet Team’s Capabilities Allows
Dealers to Feel More Confident about Online Ads
Courtesy Chevrolet’s Internet Sales Team growth has Allowed the
Dealership to Become More Aggressive with Lower Cost Online Marketing
100,000
Courtesy Chevrolet Monthly Web Traffic; Nov. 2005 through Jan. 2007
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
BZ Results site Cobalt GM PowerShift Site Reynolds Spanish Site SEO/SEM Driven Micro-Sites
AZ Central-Chevy Site ClickMotive SEM Sites Other Sites

6. Growing Your Internet Staff from 10 to 300 Cars
per Month Requires Large Quantities of Leads
61,642 Leads Generated and Tracked within CRM System
Courtesy Chevrolet 2006 Lead Volume
by Broad Category Source Type
CRM & Non-Web SEM/SEO Generated Leads
Generated Leads 14,792
18,738 24%
30%
GM Provided Leads
1,997
3%
Third Party Sourced Leads
26,095
43%
SEM/SEO Generated Leads Third Party Sourced Leads GM Provided Leads CRM & Non-Web Generated Leads

7. Growing Your Internet Staff using Large Quantities
of Leads will Generate Higher Volumes of Sales
4,008 eBusiness Department Sales of New & Used Vehicles in 2006
Segmented by Marketing Category (Total Store Sales >11,000)
Unit Sales Volume by Lead Source Category
CRM & BDC Recycled SEM/SEO Generated Leads
Web Generated Leads 1,075
1,695 27%
42%
Third Party Sourced Leads
GM Provided Leads
989
249
25%
6%
SEM/SEO Generated Leads Third Party Sourced Leads GM Provided Leads CRM & Non-Web Generated Leads

8. Growing Your Internet Staff using Large Quantities
of Leads will Result in Closing Ratio Variations
Sales/Lead Closing Ratios ranged from 5.15% to 16.64%
when segmented into categories based on Marketing Type
18.00%
16.64%
16.00%
14.00%
11.76%
12.00%
9.93%
10.00%
8.00%
6.00%
5.15%
4.00%
2.00%
0.00%
SEM/SEO Generated Leads Third Party Sourced Leads GM Provided Leads CRM & Non-Web Generated Leads
Total
Lead Source Working Completed Invalid Leads Sold Leads
Leads
SEM/SEO Generated Leads 14,792 591 8,252 5,652 38% 1,075 11.76%
Third Party Sourced Leads 26,095 1,339 17,838 6,909 26% 989 5.15%
GM Provided Leads 1,997 55 1,316 501 25% 249 16.64%
CRM & Non-Web Generated Leads 18,738 1,997 15,065 1,665 9% 1,695 9.93%
Totals 61,642 3983 42471 14746 24% 4008 8.55%
Monthly Averages for 2006 5,137 332 3,539 1,229 24% 334 8.55%

9. Current National Close Rate 9%
Internet Strategy Realistic Planning Potential is 18%
Pains 50% of a dealer’s Phone, Lead and Showroom traffic originates from the net…
What is your dealer’s current marketing strategy? Lead providers? What is
submission ratio from dealer’s site? Who updates it? Dedicated people?
Process? Pricing strategy? Does dealer monitor and measure visitors, leads,
response rate, appt%, show%, close%, profit, CSI, etc… eBusiness training?
Strategic Drive TRAFFIC to an INTERACTIVE web site that generates leads that flow
Goal into dealer’s PROCESS engine which converts them into SALES.
Convert Internet leads into showroom visitors that buy cars
Tactical Use a predefined and consistently executed inquiry response process,
Objectives customized email templates and phone scripts that result in appointments
that generate increased customer visits to the dealership
Process 1. Autoreply acknowledges inquiry and sets customer expectations
2. Email with price quotes on several vehicles and sets stage for phone
contact is sent within 30 minutes of lead arrival (business hours)
3. Call customer on phone within 45 minutes
4. Schedule showroom visit & test drive appointment
5. Confirm Appointment via email AND 3rd party phone call
Technology •Internet leads from ALL sources routed into Lead Management Tool that
integrates with DMS, reducing keystroke entry of customer information
•Wireless devices for ISS’s that integrate with Lead Management Tool
Metrics Lead volume by ISS with response time, appointment & closing ratios

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

11. Growing Your Internet Sales Team works best
when it occurs “Organically” and is Specialized
Organic Growth
Courtesy Chevrolet is a single point Chevy dealer with 3
fully staffed BDC Team’s, an eFinance Sales Team and 4
Internet Sales Teams. These 8 teams of automotive sales
professionals are identified as follows:
1. New Chevrolet BDC 5. New Chevrolet Internet Sales
2. Used Car BDC 6. Used Car Internet Sales
3. Wholesale Parts BDC 7. Bell Road Internet Sales
4. eFinance Sales Team 8. Commercial Internet Sales
Let’s Take a Look at How It Happens…

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

13. Courtesy Chevrolet CRM/eBusiness Teams
as of December, 2005
Ralph Paglia
CRM/eBusiness
Mike Gordon
IT Director
Director
Joel Matteson
George Salman
BDC Manager
Internet Sales Manager
New Vehicle Sales
New Vehicle Sales
80 sales 70 sales
CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
Francisco Abalos 40 sales
BDC Manager
Bryan Long
Used Vehicle Sales
Internet Sales Manager
Used Vehicle Sales
CSR CSR CSR CSR
9 10 11 12
40 sales
ISS ISS ISS ISS
9 10 11 12
Kelly Slaughter & Lisa Sarata
CRM Administrators
•Phase 2 Team Expansion:
Internet split into new and used managed teams
New BDC split into new and used managed teams
Position CRM administrative position added (showroom)

14. Courtesy Chevrolet CRM/eBusiness Teams
as of July, 2006
Ralph Paglia
Mike Gordon
IT Director
CRM/eBusiness Director
Joel Matteson George Salman
BDC Manager Internet Sales Manager
New Vehicle Sales 100 sales 90 sales New Vehicle Sales
CSR CSR CSR CSR CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS ISS ISS ISS ISS
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
Francisco Abalos Bryan Long
BDC Manager Internet Sales Manager
Used Vehicle Sales 60 sales 50 sales Used Vehicle Sales
CSR CSR CSR CSR CSR CSR ISS ISS ISS ISS ISS ISS
11 12 13 14 15 16 11 12 13 14 15 16
Patrick Miller New
Courtney Daly Ron Daly & Scott Daly
Internet Sales Manager
eFinance Admin. Special eFinance Team Position
Courtesy On Bell
35 sales 25 sales
Lisa Esquivez Omara Spriggs Designated Sales Consultants
eFinance BDC efinance Sales Certified to Handle
Internet Lead Appointments
•Phase 3 Team Expansion:
Kelly Slaughter & Cecy Girod Special eFinance team
CRM Administrators Courtesy-on-Bell ISM

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

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

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

20. Document Roles & Responsibilities
for All Internet Sales Positions

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

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

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

24. Staffing and Organizational Structure Determines
Process Execution Capabilities and Monitoring
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

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. Have a defined process for “closing out” unsold leads
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

29. Actual OEM Internet Mystery Shop Scoring Index
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…

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

31. Telephone Process
• 85% of Web visitors who contact the dealership
before coming into the showroom, use the phone
• Direct Phone contact (after responding to an
Internet lead by email), has the greatest impact on
increasing sales closing ratios
Phone Follow-Up Sales Strategy:
• Focus on having a set of objectives in front of
us, each time we make an email follow-up call
• Word Track Forms (scripts) are used for training
and collecting customer information during each
call that is made immediately after sending
personalized email response