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Powersports Business March 2010 Powersports Business approached three companies: Yamaha Motor Corp, American Suzuki Motor Corp and Pied Piper Management Co to identify ‘elite' dealerships nationwide, and to find out what these elite dealerships do differently.
While both Yamaha and Suzuki shared data from traditional customer satisfaction surveys used to measure dealership performance, Pied Piper shared data gathered from PSI “mystery shoppers,” who act as fact gatherers to measure which sales process behaviors happen in a dealership, and which do not.
Pied Piper provided a sample of four ‘elite' dealerships as determined by consistent, superior PSI scores above 115.
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Powersports Business March 2010 Powersports Business approached three companies: Yamaha Motor Corp, American Suzuki Motor Corp and Pied Piper Management Co to identify ‘elite' dealerships nationwide, and to find out what these elite dealerships do differently.
While both Yamaha and Suzuki shared data from traditional customer satisfaction surveys used to measure dealership performance, Pied Piper shared data gathered from PSI “mystery shoppers,” who act as fact gatherers to measure which sales process behaviors happen in a dealership, and which do not.
Pied Piper provided a sample of four ‘elite' dealerships as determined by consistent, superior PSI scores above 115.
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Powersports Business March 2010 Powersports Business approached three companies: Yamaha Motor Corp, American Suzuki Motor Corp and Pied Piper Management Co to identify ‘elite' dealerships nationwide, and to find out what these elite dealerships do differently.
While both Yamaha and Suzuki shared data from traditional customer satisfaction surveys used to measure dealership performance, Pied Piper shared data gathered from PSI “mystery shoppers,” who act as fact gatherers to measure which sales process behaviors happen in a dealership, and which do not.
Pied Piper provided a sample of four ‘elite' dealerships as determined by consistent, superior PSI scores above 115.
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Powersports Business March 2010 Powersports Business approached three companies: Yamaha Motor Corp, American Suzuki Motor Corp and Pied Piper Management Co to identify ‘elite' dealerships nationwide, and to find out what these elite dealerships do differently.
While both Yamaha and Suzuki shared data from traditional customer satisfaction surveys used to measure dealership performance, Pied Piper shared data gathered from PSI “mystery shoppers,” who act as fact gatherers to measure which sales process behaviors happen in a dealership, and which do not.
Pied Piper provided a sample of four ‘elite' dealerships as determined by consistent, superior PSI scores above 115.
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Powersports Business Blog February 2010 Henry Ford once said, "If I had asked my customers what they wanted, they would have asked for a faster horse."
What about your customers? Do you call your customers to ask them about their sales experience in your dealership? If so, good for you, since the very act of following-up with customers will sell incremental motorcycles. However, don't make the mistake of taking customer feedback for gospel when it comes to measuring how your salespeople are selling, and then deciding how to improve the sales process used by your dealership. | |
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Powersports Business Blog January 2010 At your dealership the workday begins with thousands of customers who already know your dealership, already know your products, and are without question the most likely source for new sales at your dealership.
Yet, these customers will tell you that it's very unusual for them to ever hear from one of your salespeople.
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Powersports Business Blog November 2009 A courteous, knowledgeable salesperson isn't enough.
The most successful salesperson is an enabler, a cheerleader, an ally in supporting and justifying the purchase of a motorcycle.
Customers who work with an excellent salesperson will nearly always describe that salesperson as helpful. "Helpful," that's the key word, whether the salesperson is helping the prospect choose between two different models or picking up the phone to call a prospect to share some news and invite them back into the dealership. | |
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Powersports Business Blog October 2009 Most dealership owners have figured out that they need to sell their dealership to customers and not just sell the products carried by their dealership.
On the other hand, the facts say that most salespeople are focused solely on selling a product and not the dealership.
In fact, when we recently measured nationwide how often a motorcycle salesperson gave compelling reasons to buy from their dealership, we found that it happened only 34% of the time.
Two times out of three there was no mention of why buying from this dealership was a better idea than buying somewhere else.
The focus was solely on product.
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Powersports Business Blog August 2009 Visit the most successful motorcycle dealerships and in nearly every one you will find an F & I manager.
For good reason too given the incremental profitability an F & I manager generates.
Some dealerships with F & I managers take it a step further and forbid their salespeople from making any mention of financing.
After all, the possibility of mistakes and litigation today makes it dangerous for anyone other than the experts to talk about financing.
Really? Is that the best approach? | |
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Powersports Business Blog July 2009 A motorcycle buyer arrives at a dealership interested in buying a certain motorcycle, but when he speaks with a salesperson, the salesperson mentions advantages of another brand instead, in the end convincing the shopper to buy a different motorcycle.
How often does this scenario happen?
How often does a shopper asking about a Honda CBR ride off the lot on a GSXR, or vice versa?
The facts say that industry-wide, salespeople try to push 13 motorcycle shoppers out of every 100 to a brand different from the one they requested. For some brands it happens as much as 45% of the time (Aprilia), while for others it happens less than 5% of the time (Ducati, Harley-Davidson). | |
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