The document discusses how Courtesy Chevrolet in Phoenix, Arizona grew their internet sales team from 10 to 300 cars per month through organic growth. They focused on human resource development, defining clear sales processes, generating large quantities of high-quality leads, and ensuring adequate staffing levels and resources to handle high lead volumes. Key aspects that contributed to their success included developing specialized internet sales teams, documenting roles and responsibilities, and implementing processes to efficiently manage high call and email volumes from leads.

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

2. Courtesy Chevrolet in Phoenix, AZ became the USA’s leading Internet retailer of new and certified used Chevrolet vehicles… Human Resource Development was the key (secret sauce) to success.

3. Ralph Paglia - eBusinessDirector 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. Growing Your Internet Staff from 10 to 300 Cars per Month

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

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

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)

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

9. Internet Strategy Current National Close Rate 9% Realistic Planning Potential is 18%

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: New Chevrolet Internet Sales Used Car Internet Sales Bell Road Internet Sales Commercial Internet Sales New Chevrolet BDC Used Car BDC Wholesale Parts BDC eFinance Sales Team Let’s Take a Look at How It Happens…

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

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 DeterminesProcess Execution Capabilities and Monitoring *Survey Participants who Purchased a Vehicle were identified via RDR data cross reference and matching with Internet Lead Data

24. Staffing and Organizational Structure DeterminesProcess 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, ISSContacts 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. 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. 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

34. Top 10 Reasons To Partner With Hire The Winners Find out why your lowest producers aren't producing. Learn what the potential is of every sales consultant on your team. Discover opportunities for improvement for each sales consultant and how you can focus your training for immediate improvement. We can show you how to find and recruit excellent talent to grow and improve your sales team. HTW has tools to help make informed hiring decisions and get best talent available. We provide you with tools that allow your sales team to practice on the simulator not the public (Lost sales from poorly trained sales consultants are killing us). We provide you with a hiring process and support to strengthen your management teams interviewing skills and, if used correctly, will provide you with information you need to bring on the best talent available. We provide you with tools that show you what the sales applicant can and can't do when put into the automotive sales situation. You will know in 20-30 minutes the potential of every candidate. Tools that will assist you in creating customers in a challenging market (What you can do to cause more customers to visit your store without raising your advertising budget). Your management team will have access to high quality sales professionals