June '16

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rv-pro.com JUNE 2016 • RV PRO • 29 Hold daily, weekly and monthly meetings to keep the sales team on track. For daily meetings, participate in an "unsold prospect" meeting (about 30 min- utes) to review showroom traffic, sales calls and CRM Internet leads that did not result in a sale. Brainstorm how the sales could have been different. Other important details to cover in the daily meetings include: • Review the process compliance for breakdowns and solicit ideas that might re-energize the prospect's interest • Discuss the day's appointments and the prospect's interest • Review vehicles in recon • Review potential inventory aging issues • Confirm that folders are prepared for each RV • Review yesterday's appraisals. What could have been done better? • Review inventory metrics. Are pic- tures, descriptions, price and visual presentation compelling enough to generate customer interest? • Task salespeople to do a walk- around on new trades (about 15 minutes) to help them become familiar with new stock Weekly Meetings For weekly meetings, one key task is to review "look-to-book" of RVs that were appraised versus bought. (FYI, 50 percent is the benchmark.) If your sales are less than the benchmark, often the cause is that the salesperson went to the price too quickly, or there is too much emphasis on the front-end price rather than total enterprise profit. Other important tasks for the weekly meeting include: • Review Internet leads, sales calls and showroom efficiencies with CRM software. How many appointments were made and how many showed? How many bought? Are you at benchmark or can you do better? What can be done differently? • Sort inventory by detailed page views. For RVs with a low per- centage of views, review its price to market, days-supply and pictures for insight and adjustment. • Conduct one-on-one counseling meetings with salespeople. At those meetings, you can review their pros- pects for the past 90 days and look for "hot" ones to re-contact. Also review the day's appointments and offer suggestions and strategies.

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