Why we're different
- All coaches have held senior positions within the industry
- All have a successful proven track record
- Large PLC and owner driver experience
- Successful projects on a worldwide basis with many different manufacturers, premium as well as volume
- Integrate well and understand market conditions and cultures
- All coaches work closely with manufacture teams and has established strong relationships
- High level of productivity in terms of delivered days
- All projects delivered on time and within budget
- Comprehensive “toolbox” of best practice examples
- Experienced in manufacturer programmes and reporting channels
- Work on a confidential basis where required
Full Dealer Operational Review
- Full dealership operational review to a prescribed template
- Produce and agree detailed action plan to include KPI and financial objectives, with the dealership management team, manufacturer and their field managers
- Provide implementation, coaching and follow visits to monitor progress
- Handover to manufacturer field team to continue focus on action plan
- Provide examples and implement best practice from RDA toolbox
Electrification Readiness
- Review current operation for future electrification readiness
- Establish areas for improvement to set template
- Complete action plan with Dealer OEM
- Coach dealer and field team
- Carry out follow up visits
- Maximise on transition from fossil fuel customers
- Change in sales process and training
- Service process and changes
- Parts department maximisation
- Additional revenue streams
Department Operational Reviews
- This is similar to the full dealership review process but is targeted to specific departments (if only 1 department is under performing)
New car sales process & sales funnel management
- Maximise on existing opportunities
- Review sales process
- Review current performance and identify opportunities
- Review sales funnel KPI performance (enquiries, test drives, offers and sales)
- Sales Management process training and performance management
- Sales team coaching
- Pay plan reviews
- Sales meeting structure and team motivation
- Sales team activity/database prospecting/referrals (sales from service)
Used Car Planning & Performance Improvement
- Return on used car investment and Key KPIs
- Planning
- Stock profiling
- Stock management
- Stock turn
- Overage policy/disposal
- Preparation policy
- Used car management specifics
- Used car specific focus
- Presentation-actual and online
- Use of new technology
- Digital media
Customer satisfaction & retention programmes
- Results analysis
- Dealership process reviews
- Customer feedback analysis
- In-dealership improvement teams
- Preparation of action plans
- Implementation of best practice
- Coaching
- CSI/VOC or manufacturer equivalent
- Repeat business/ referral processes
- Reminder process
- Loyalty clubs
- Second hand overs
After sales sell up retention programmes
- VHC process review/Management second facing
- Service advisor sell up training
- Service plan conversion rate review/coaching
- Extended warranty marketing and coaching
- Pay plan review
- Incentive programme-Sell up/retention/CSI
- Increase parts sales
- Secondary profit centres – Tyres & wheel alignment, oil upgrades etc.
- Peer pressure motivation
- Daily sales meetings and progress reviews
Sales executive recruitment, induction & training
- Encourage new talent into the industry
- Group recruitment days
- Maximise candidate engagement
- Full induction process and sales training – reduces new starter down time
- Time & cost efficiency for busy dealership management team
- Training programme developed for each new starter with group/manufacturer training
- Increases staff retention/repeat sales
- Refresher training for existing sales executive – “zero to hero”
Management training & best practice
- Dealership Management development programme.
- Transition from shop floor to management positions – succession planning
- Key systems and process
- Real Control Points
- Staff monitoring and appraisals
- Forecasting & planning
- DOC (Daily operating controls)
- Asset management
- Debit control
- Accounts reviews
- Key KPI and what drives them
- Motivating others
Manufacturer field team training/visit reports & agendas
- Understanding of KPIs and how to improve them.
- Balance sheet and financial understanding and implications
- Structured agenda driven visit
- Measurable and defined action plans
- Strategic shared vision
- Retail savvy proactive field team
- Add value and educate dealers and their management teams.
- Build process based foundation for future developments or recognise potential changes of operator.
- Drive dealer activity
- Develop long term planning not month end madness ethos
- Visit report and action plan templates
Prospecting/New & Used Sales Events
- Customer target selection
- Event and strategy planning
- Telephone training/coaching with specific word tracks
- Incentivise and motivate the sales team
- Track conversion rates
- Full support throughout the event
- Full evaluation review
GDPR
- Overall compliance with legislation
- Analysis of non compliance
- Audits of all processes impacting on GDPR
- Data mapping to ensure compliance with processes
- Breach handling
- Support tools to enable updates & records of process adjustments
Customer Retention Centre (CRC)
- Complete customer contact strategy
- Promotes seamless customer journey
- Efficient and professional lead handling
- Improved customer retention through better customer relations
- Improves sales team selling efficiency
- All opportunities into the business are recorded and tracked to a conclusion
- Install lost opportunity process
- Consistency in all customer contact channels
- Improved efficiency of service advisors
- Accuracy of KPI information
- Increase in profitability
- Increase in customer retention/satisfaction
Digital Marketing & Social Media
- Online presence
- Out of hour response/live chat
- Social media
- Marketing tracking
- Media response
- Use of videos
- Reviewing effectiveness of marketing campaigns
- Media response and results
- Used car marketing
- Response times
Dealer turn round/crisis/interim management
- Identifying potential problem dealers
- Assessing key turn round areas
- Assessing management and team capabilities and short falls
- Recruitment and re-structure plans where required
- Implementing turn round action plan
- Working closely with Manufacturer/NSC teams
- Liaising with funders and key stake holders
- Cost reviews
- Interim manufacturer/NSC support for the business until new partners can be found
- Provide implants/senior management on long/short term basis
Pre and post acquisition assistance
Group and expanding dealer growing pains coaching.
- Work closely with NSC teams to identify potential targets
- Work with sellers to prepare business's for sale
- Work with buyers to identify suitable opportunities
- Integration into existing groups post acquisition
- Reviewing management and reporting process of enlarged groups
- Financial implication and balance sheet management (of enlarged group)
- Develop coaching plan for the business
- Group staffing structures
- Communication channels
KPI Induction/KPI Understanding Training/Monitoring
- Identifying key KPI’s for business/manufacturer
- Establishing bench marks
- Key KPI influencers
- KPI calculations
- Dealer management team understanding
- Clear self help improvement plans
- Monthly tracking models
- Relationships between key KPI’s
Cash management /balance sheet reviews & action
- To review each KPI in detail to ensure understanding by the field team of the effects on P&L but also as importantly on the balance sheet of the operation
- A full Balance sheet and cash flow (Liquidity of balance sheet and funding)
- Balance sheet review linked to KPIs with working improvement examples
- Return on capital employed within the business
- Return on sales
- Liquidity ratio
- Cash, Stock and Debt management
- Daily operating controls and forecasting
Composite/BMI training/evaluation/operational usage
- Ensure composite matches management accounts
- Ensure full understanding by management team
- Relationship to KPIs
- Establish bench marks for target setting (country average/top 25%)
- Financial implications to business
- Relationship to balance sheet
- Return on capital employed
- Liquidity ratios
- ROS
- Cash and stock debt
Common Reporting Platforms
- Ability to pull information automatically from varies sources
- Ensure data accuracy
- Provide bespoke reporting by department
- Reduce admin function
- Increase management efficiency
- Live time results tracking
- Sales and purchasing functions
- Sales funnel monitoring and reporting
- Compatible with majority of dealer systems
Toolbox best practice examples
- KPI self-help documents
- Visit reports
- Action Plans
- Marketing plans
- Lead and enquiry trackers
- Meeting agendas
- Individual target setting and review documents
- Individual roles and responsibilities.
- Sales process
- Used car management
- After sales sell up
- CSI and customer retention