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First off, I’m not painting all salespeople with a wide brush here. Face it, it may be human nature for some to lack the conviction when they have a good bit of doubt about the anticipated customer's reaction to a proposal.
I'm not insinuating that most salespeople are lacking conviction when serving the proposal to customers. I am recommending that management discuss this with the team, that they must get their heads in the game at proposal time. They certainly need to be reminded that they are counted on to remain very assumptive so they can be influential on the customer's response to the proposal.
I don’t know if you read the blog on The Mar-Kee Group's website, “Get Mentally Fixed Before Serving the Proposal by Richard Keeney”, regarding how many customers can “get into the helmet” of a salesperson, with all the discouraging remarks and price positioning statements during the visit. I urge you to read this blog and share it with your team. To lighten this up a bit, I wanted to share a variety of “tongue in cheek” versions of comments a salesperson might make serving the proposal, when they don’t think it will close, and fear the customer will attack!
Find the humor. Then be on a serious mission to make sure all salespeople are giving customers a chance to feel good enough to close!
Here are a few ways that DO NOT work:
Try saying this:
“Great news, I think you’re going to like this. Fair market price on your new vehicle equipped just like you selected is $_______. They’re going to pay you $_______ for yours, just like it sits and that brings us to a difference of only $______ plus of course the taxes and fees. Ok the proposal right here and we’ll get the rest of the paperwork started.”
This is another good argument for having the salesperson role-play the proposal with management at the desk to ensure they are ready for the event. They will always do better the second time. It may be expensive assuming that the salesperson has the right frame of mind for the results you seek.
Role Play: The Ultimate Sales Tool
Richard Keeney, Co-Founder
The Mar-Kee Group
The Mar-Kee Group is the leading provider of Automotive, Boat & RV Sales, Service & Management Training Solutions.
Photo credit: Shutterstock
Customers looking to buy a new or pre-owned vehicle will always be looking to get the best deal. It’s hardwired in most of us to attempt negotiations. Where you end up, if you get the deal, and how good the customer feels about it is dependent on the salesperson knowing something acceptable and convincing to say next.
Whether you use this up front (before the initial proposal) or in response to a request for additional concessions, it’s one of the best ways to “pass the test” when a customer wants to make sure they aren’t leaving money on the table. Mastering the art of replying with the best acceptable responses to price objections has never been more important than today.
Train your team on this strategy and continue to discuss until all have this down to an art form where it’s simply a conversation taking place. Understand that if some are not prepared to handle price objections professionally, they will continue to react instead of respond, losing deal momentum and selling you on cutting the deal more!
Many times, the opportunity to sell a customer originated from their internet research, where they discovered you had a vehicle they want and at an acceptable price. However, this will not keep most of them from wanting an additional discount. It’s the old psychological reality of, “If this is what they are asking, then I want to start the deal from there.”
When a customer sees something in writing, it tends to be a bit more convincing. A visual backup validates things as more factual, as opposed to a verbal response only. We recommend the following script be on a professional document and are happy to provide one customized for your dealership.
(See script and visual tool below.)
Utilize the original MSRP as you begin your conversations with a customer and while presenting the vehicle. This falls right into the concept of “Theory of Contrast”. This is another opportunity for you to be pro-active in eliminating or minimizing some of the customer’s intentions of getting a lower price. Obviously, the objective here is for them to feel even better about their investment and to lessen the chance they have additional illusions of “savingsdeur”.
Example discussion: “Mr/Mrs __________, the original MSRP, or price of your vehicle when it was new was $36,800, and at $36,800 it was a great value. Let me share what the original owner received for $36,800, and what you’ll be getting even though your investment is only $24,900.”
Most customers need some assurance that they are indeed saving a significant amount of money looking at Pre-owned, which tends to validate the wisdom in their purchase strategy.
As mentioned above, we are very motivated to help your dealership customize these strategies into your own words and professional documents. As leaders in Automotive, Boat and RV sales training, The Mar-Kee Group takes every effort to ensure our clients and their employees are confident and empowered by the tools we offer. Ultimately, it means happier customers that return time and again to your dealership, increased overall sales, and boosted morale for your sales team. A win-win-win for everyone involved! Contact us with any questions or for more information on our sales training courses and strategies.
The Mar-Kee Group
The Mar-Kee Group is proud to celebrate 20 years of outstanding Sales, Service, and Management Training.
We all do better after rehearsal. This is an absolute must when working with newer salespeople. To that we say, trust, yet verify. Start this strategy now and immediately improve this critical part of closing deals.
Some clients didn't realize they had some salespeople who were, let's say…less than effective when presenting the initial proposal. This could even give some managers the opportunity to praise others, which helps their confidence every time! Either way, they all feel like they have a better handle on something that they had taken for granted.
Remember…this is about development and building confidence. It should be dealt with in as positive a light as possible.
1. Eye contact?
3. Assumptive posture?
4. Do they ask for the business?
5. Words used, tone and body language?
6. Are they prepared to respond versus react when hit with the most common
7. Is your salesperson sold on the deal? Replace any fear with an assumptive
and courageous posture.
Need help with your role-playing training efforts? Call The Mar-Kee Group 888-300-4629.
The Mar-Kee Group
The Mar-Kee Group is proud to celebrate 20 years of outstanding Sales, Service, and Management Training.
You function better, and, of course, can desk much more effectively when you know more about the buyer.
Oh, the pain we endure when we try to sell without a clue!
Some on the sales floor will never get comfortable and consistent with the customer interviewing step without some assistance. Many times, we are but one strategy, one sales tool and one transition statement away from turning this challenge into a skill.
Decide on the 8-10 most important questions you need them to ask every guest, and put it on a professional and non-intimidating document. At The Mar-Kee Group, we refer to it as the Customer Assistance Sheet and our office is happy to provide a sample or even customize one specifically for you.
I know this strategy isn't brand new, yet I wanted to remind you that there are some on the sales floor that will flourish if you give them the tools. It is also strongly recommended that you work with those who will be using it so that it goes well from the very beginning. Remember...It's a conversation, not an interrogation! A poor start may cause the salespersons to drop the process like a hot rock and revert back to their comfort level regardless of the cost. That is, if this is an option.
Final note…lead by example. Let the sales team see you using it as well.
To get more sales training tips, give me a call, 888-300-4629.
The Mar-Kee Group
1996 was the year we rolled the dice. Thank goodness we didn’t know all that we would be up against, which we now know was a blessing, or we may never have powered forward.
The first time David and I walked into our newly leased empty building, he remembers the first thing I said, and it echoed…”How long did we lease this place for?”
I want to give a quick mention of our background. David was the corporate recruiter and trainer for a seven franchise dealer group, and I was the general manager of the Honda store. We had many discussions for a year or so regarding the possibility of starting a training company.
Well, the dealership owner informed me one day that he had sold the Honda store and if I didn’t mind, would I keep everything together, produce in the interim, keep everyone’s spirits up, oh, and please liquidate the pre-owned inventory as quickly as I could, and while doing so please be a good steward of his money.
I’m not the most educated guy in the world, but I am loyal and had a good bit of pride in what we had built over the previous years. Stay I did, and 90 days later I did the walk-through of the store with the new dealer and management team. What a blessing in disguise. Here I sit writing about The Mar-Kee Group’s 20 year anniversary!
I’ll never forget the statement the dealer’s son made in the walk-through of the facility. He stated that the first thing they were going to do was get rid of that leasing crap we had been doing. We had gone from 10% lease penetration, to 49.8% with an average of a 30 month term, and loving the short cycle return business. Anyway, the next day we opened the new, vacant office of The Mar-Kee Group.
David and I spent the next few years building the Success - One Idea at a Time program. This became a 64 VHS tape, 244 brief video sales training library, and we also began doing a good bit of in-dealership sales and management training.
In 2005, much earlier than dealers were ready to make the paradigm shift, we began building and offering the online program, eAutotraining.
I am incredibly proud of my partner, David Martin, and his accomplishments with over 10 NADA speaking appearances, and a great many Australian Key Note appearances. He has delivered our message in an extraordinary fashion and we are both proud of what we have provided to so many front line salespeople, who too often are left to survive and thrive on their own merits.
From my humble beginnings as a salesperson for three years, and then given the opportunity to perform at every variable management position over a period of nineteen years, to then go on to partner in building a training company where so many have given their trust and put their confidence in, well, I do take some pride in that.
First and foremost, we were not generic trainers trying to figure out the car business. We were car guys, with torn tee shirts, getting into the training business. One thing about car people, they know if you know or not, if you’ve paid your dues. They know immediately if you have real solutions for the things that take place every day in the dealership world. With that in mind, our business approach delivers the messages in brief segments, incorporates role play, and provides printed course materials along with testing.
Another way that we have been able to remain relevant is the fact that we never stop revising and adding the most up-to-date information for our valued clients. Also part of the successful business partnership is mutual respect and the balance we bring to the table.
In closing, I will say that a lot has transpired over the 20 year journey….from VHS, to DVD, to online training. A few times we, along with the rest of the world, have weathered some economic storms, yet keep coming out on the other side, powering through and staying excited about helping others put “The Art of Selling” back into the dealership.
The Mar-Kee Group
I believe the old school way of marketing is the best way to create trust and loyalty. The result is repeat and referral business that pays big dividends for the long haul. The current generation coming into workforce were born with an electronic device in their hand, may need a bit more convincing of the impact of personalization.
Hopefully you are already doing this to some degree, yet imagine every salesperson hand writing 10 cards and making 10 customer and/or prospect calls every day, Monday through Friday. Duh, some may say, can’t you come up with something earth shattering, this is so basic?
Success, individually and collectively, isn’t all that complicated.
I’m sure you already spend a great deal of money on CRM tools and human resources for sales support. However, as wonderful as today’s technology is, it can come with a little collateral damage as well. Many salespeople lean on it solely to trigger future activity, and lose site of the personalized follow-up. Consider allocating some of the marketing budget for cards, envelopes and postage.
Just so you know, The Mar-Kee Group practices what we preach. Our office sends out dozens of blue ink hand-written cards every day.
This isn’t about asking someone to buy anything. This is about touching people to convey that they are important to you, and not just viewed as a future transaction. If all people hear from a salesperson or dealership is the “special opportunity to save big” email messages, that’s not massaging relationships very well.
If you need more traffic and business right now, and had 50 - 100 cards going out every Monday through Friday over the last couple of years, your current reality might be more attractive.
Why don’t more salespeople do the personalized calls and cards every day? Here are some possibilities:
Well, you know it’s inevitable. Eventually some in your dealership will leave, either voluntarily or involuntarily, but will exit nonetheless. Instead of just allowing people to ride off into the sunset, why not invest 5 to 10 minutes with them on the off-chance that you could learn a little something? You may be surprised at how many people with experience in your workplace possess valuable information that you could put to good use.
This is important because another reason to incorporate exit interviews is to increase the chance of ending on a good note with the person leaving. Remember, they’re consumers too!
1. Take time to review the exit interview form. The first thing on it is the employee’s reason for leaving. You really don’t want to spend a lot of time here but it’s good for the company records, nonetheless.
2. Ask the employee how can customer satisfaction be improved? To trigger some input you may have to give a few examples and remind them it’s not just in the department they worked in.
3. Ask the employee how can employee satisfaction be improved? This may trigger discussion on employee treatment, training issues, quicker deliveries, pay plans, support from service and an assortment of other comments that you can filter through later. Remember, when you want more information, ask them to expand on or clarify why they feel this way.
4. Ask the employee how can profitability be improved? That is – any suggestions they may have that could generate income and or control expenses.
5. Ask the employee what’s their take on the overall dealership image & ask for suggestions. Ask them to identify pros and cons of working for your company. This will reveal areas you are doing well in and uncover needed improvements, if applicable.
Most of the time, the General Manager or Dealer would handle the sessions. However in the event they are not available or hey, maybe they were the problem; you will want Plan B in place. Plan B must be a qualified manager or two who understands the true importance and purpose to execute this meeting as designed.
Preface all meetings with a statement like: “Tom, we are always looking for ways to improve our operation and we value your opinions. This should only take 5 to 10 minutes and we would like for you to be candid and share your viewpoint in a few areas”. Then proceed using your form. You don’t want to rush through this, but anything over 5 to 10 minutes is probably overkill. Sometimes you may need to let them off the hook by saying that if they can’t think of anything right now, to please feel free to keep a copy of the form and email or mail it back after they have had a chance to think about their answers.
With these exit interviews, some will complain, some will provide valuable insight, and on occasion, you’ll get some real doozies. Sometimes you will discover some perceptions that may be shared by other employees that you can act on. Exit interviews can uncover extremely valuable information so don’t overlook this 5 to10 minute opportunity to strengthen your dealership. I used this when I was a GM. It captured some great ideas and indeed many employees exited on a more favorable note.
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