Pages from bdc workshop 101 v1b participant
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The document provides guidance on staffing a business development center (BDC). It recommends determining the BDC's hours of operation and calculating staffing needs based on factors like incoming phone calls, internet leads, and follow-up calls per month. It also offers suggestions for infrastructure needs, job descriptions for BDC roles, pay plans for coordinators, and ideas for recruiting, interviewing, hiring and training new staff. The overall document aims to help dealerships properly structure and support their BDC operations.
Pages from bdc workshop 101 v1b participant
- 1. BDC Business BDC Workshop 101 Development Center BDC Staffing Needs In order to assist you in determining the volume of staff you will need, and the types of infra- structure required, the following formula is to be used as a guide. BDC Hours of Operation Decide on hours your BDC will be open. We recommend that the BDC is open during normal business hours. Based on the above, what hours would you like your BDC to be open? __________ am to __________ pm Days: _______ Total hours to be open: _______ (A) Incoming Phone Calls One BDC Coordinator can handle an average of 30-50 incoming calls in one typical eight hour day. Based on the hours you would like your BDC to be open, allowing for busy times of the day, how many Incoming Phone Coordinators will you need? My Incoming Call volume is __________ per month ÷ days open = __________ # calls/day # calls/day __________ ÷ 40 __________ # Coordinators __________ Incoming Phone Coordinators required In a typical month: (B) Internet Lead Volume One non-selling BDC Internet Coordinator can handle an average of 150 incoming leads per month. The volume drops to 60 per month when the Coordinator also functions as the Salesperson and works the deal from beginning to end. Based on your incoming Internet Lead volume, how many Internet Coordinators will you need? My Internet Lead volume is __________ per month # Internet Leads __________ ÷ 150 __________ # Coordinators __________ Internet Coordinators required 113 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 2. Notes: 114 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 3. BDC Business BDC Workshop 101 Development Center (C) RTCM/RCL Lead Volume One non-selling RTCM/RCL Phone Coordinator can make 80 outbound dials per day. Assume an average of 20 contacts when the Coordinator speaks to the Customer and an additional 20 Customer call backs from messages. It takes an average of four dials to connect with the Customer in order to schedule and appointment. 80 dials per day x 5 days = 400 dials per week, or 1600 per month. It takes an average of four attempts to connect with the Customer, 1600 divided by 4 = 400 Customer contacts per month. Based on your available RTCM/RCL lists and any additional lists (such as your DMS, service department, etc.) you may have, how may Outbound RTCM/RCL Phone Coordinators will you need? My Sold Follow-up volume is __________ per month (RTCM+RCL+last month sales) # RTCM/RCL Customers __________ ÷ 400 __________ # Coordinators __________ RTCM/RCL Phone Coordinators required Taking the three Process above, add up the number of BDC Staff you will require. Total BDC Staff required (A + B + C) Infrastructure Below are some infrastructure guidelines. Please keep in mind when selecting your facility location that you will want to plan for future growth. Also, keep in mind that every dealership functions differently and has unique ideas as to their vision of the perfect BDC. Facility and Equipment Room Size Recommendations: As a rule of thumb, allow 20 sq. ft. per person. Per person you will need: • Desk/Cubicle • Chair • Computer • Phone • Phone headset 115 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 4. Notes: 116 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 5. BDC Business BDC Workshop 101 Development Center BDC Manager Job Description • Oversee daily operations of BDC Department • Recruit and train BDC Coordinators • Download Customer lists from Ford and other sources into CRM Solution • Download Customers from DMS on a regular basis • Run daily/weekly/monthly BDC Department reports according to pre-determined metrics and track results • Prepare individual Call Results Report for each Coordinator for measurement • Record and listen to actual Customer/Coordinator calls • Train Coordinators through reviewing recorded and live call conversations and outcome • Determine Customers to contact based on current marketing initiatives • Review performance and develop improvement actions • Interface with other Department Heads • Participate in Dealership Management meetings 117 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 6. Notes: 118 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 7. BDC Business BDC Workshop 101 Development Center BDC Coordinator Job Description • Answer all incoming phone calls according to script and schedule a sales appointment • Log all Customer comments into CRM Solution • Schedule follow-up contact if no appointment is made • Contact Customers using scripts in CRM Solution to schedule appointments for Sales and Service • Confirm scheduled appointments • Post scheduled appointments on appointment board in BDC • Reschedule no-show Customer appointments • Follow-up with Sales Department to determine if appointment was kept and the outcome. Schedule future contact as needed • Purify and update Customer changes in database • Generate letters, postcards, and emails according to a pre-determined timeline to automatically schedule follow-up reminders for next contact • Contact Customers based on current marketing initiatives • Respond to Customer website requests • Contact Internet Customers via email and phone to schedule a Sales appointment • Follow-up on Internet Customer emails according to a pre-determined timeline • Notify necessary departments when an appointment is scheduled • Print a Strategy Worksheet presentation for a Customer appointment • Print Customer presentation based on appointment type • Forward any Customer concerns to correct Departmental Manager and follow-up 119 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 8. Notes: 120 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 9. BDC Business BDC Workshop 101 Development Center BDC Pay Plan Suggestions BDC Coordinator The following assumes a Full-Time BDC Coordinator working 40 to 50 hours per week generating 40 Sales Appointments and 20 Service Appointments per month that are kept. Appointments can be generated through Incoming Phone Calls, Internet Leads, and Sold (RTCM/RCL) Follow-Up calls. Assume that a 50% closing ratio results from the appointments at an average gross of $1,000.00 PVR and and average Service R.O. of $250.00. Hourly wage + bonus per appointment kept + bonus for every sale that resulted from a BDC appointment - $8.50 per hour + bonus for each appointment kept that is logged into the CRM tool + $15.00 bonus per sale generated • $8.50 per hour x 40 hours = $340.00 x 4 weeks = $1,360.00 • $10.00 x 40 appointments kept = $400.00 • $15.00 x 20 sales generated = $300.00 • Total: $2,060.00 per month • Annual: 26,080.00 Hourly wage + bonus per appointment kept + Team bonus for Sales and Service revenue generated from a BDC appointment • $8.25 per hour + $5.00 per appointment kept + 1% of the Sales and Service revenue generated through BDC appointments that is shared by the BDC Team equally - $8.25 per hour x 40 hours = $330 x 4 weeks = $1,320.00 - $5.00 x 40 Sales appts kept + 20 Service appts kept = $300.00 - 20 Sales generated x $1,000.00 PVR x 1%= $200.00 - 20 Service R.O.s generated x $250.00 per R.O. x 1% = $50.00 - Total: $1,870.00 per month - Annual: $23,760.00 Hourly wage + bonus per Reconnect Information completed + bonus per appointment kept • $7.75 per hour + $3.00 per customer reconnect information logged into CRM Solution including completed survey + $5.00 per appointment kept - $8.25 per hour x 40 hours = $330 x 4 weeks = $1,320.00 - $5.00 x 40 Sales appts kept + 20 Service appts kept = $300.00 - 20 Sales generated x $1,000.00 PVR x 1%= $200.00 - 20 Service R.O.s generated x $250.00 per R.O. x 1% = $50.00 - Total: $1,870.00 per month - Annual: $23,760.00 Hourly wage + bonus per Sales & Service appointments kept + “Jumpstart” bonuses held through the month as additional incentive • $10.05 per hour + $5.00 per Sales appointment kept + $5.00 per Service appointment that results in an R.O. + periodic Jumpstart bonuses (see below) - $10.00 per hour x 40 hours = $400 x 4 weeks = $1,600.00 - $5.00 x 40 Sales appts kept = $200.00 - $5.00 x 20 Service appts kept = $100.00 - Total: $1,900.00 per month - 121 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 10. Notes: 122 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 11. BDC Business BDC Workshop 101 Development Center Jumpstart Bonus Ideas The purpose of “Jumpstart” bonus is to add variety and fun to the department while driving our main goal, which is scheduling firm appointments that stick. The competitive nature of the Coordinators creates electricity within the office and avoids the chance that the bonus just becomes part of the daily pay play. To be most effective, this “Jumpstart” bonus should be changed often and appear on random days. • $10.00 bonus for the first appointment set for the day • Scratch-off lottery ticket for every appointment that was scheduled that comes in today • Double Appointment Bonus Day - For every appointment scheduled today that keeps their appointment - double their regular bonus • $1.00 for every verifiable email address obtained. We verify that it is correct by emailing the Customer and Appointment Confirmation, Reconnect Thank You, or other email communication • $20 bonus for first Coordinator to schedule 5 appointments on Thursday for Saturday • Movie Theater Cash - $1.00 for every Customer who calls back from a message that was left. If the callback results in an appointment, $5.00 Movie Cash total 123 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 12. Notes: 124 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 13. BDC Business BDC Workshop 101 Development Center Jumpstart Bonus Ideas The purpose of “Jumpstart” bonus is to add variety and fun to the department while driving our main goal, which is scheduling firm appointments that stick. The competitive nature of the Coordinators creates electricity within the office and avoids the chance that the bonus just becomes part of the daily pay play. To be most effective, this “Jumpstart” bonus should be changed often and appear on random days. • $10.00 bonus for the first appointment set for the day • Scratch-off lottery ticket for every appointment that was scheduled that comes in today • Double Appointment Bonus Day - For every appointment scheduled today that keeps their appointment - double their regular bonus • $1.00 for every verifiable email address obtained. We verify that it is correct by emailing the Customer and Appointment Confirmation, Reconnect Thank You, or other email communication • $20 bonus for first Coordinator to schedule 5 appointments on Thursday for Saturday • Movie Theater Cash - $1.00 for every Customer who calls back from a message that was left. If the callback results in an appointment, $5.00 Movie Cash total 125 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 15. BDC Business BDC Workshop 101 Development Center BDC Staffing Case Studies 127 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 17. BDC Business BDC Workshop 101 Development Center Recruiting and Interviewing BDC Staff 129 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 18. Notes: 130 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 19. BDC Business BDC Workshop 101 Development Center Recruiting and Interviewing BDC Staff When recruiting new staff for your BDC, it helps to understand what's important. In addition to the skills and characteristics listed below, what do you feel is important for a successful BDC staff member? • Phone skills • Detail oriented • Organized • Computer literate • • • • • • • Where can you find people who would succeed in the BDC? 131 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 20. Notes: 132 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 21. BDC Business BDC Workshop 101 Development Center BDC Coordinator Advertisement Fast-growing automotive group seeks a Business Development Coordinators to handle incoming phone calls and contact existing Customer base by phone, mail, and email to maintain and increase Customer loyalty. Applicant must possess the following skills: • Must type 50 wpm • Minimum two years direct Customer service experience • Must be able to work flexible hours • Successful telephone skills • Extensive computer skills Compensation includes hourly wage plus bonus and benefits. Interested applicants should email resume with phone number to BDCFord.com 133 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 22. Notes: 134 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 23. BDC Business BDC Workshop 101 Development Center Recruiting and Interviewing BDC Staff • Preparing your Help Wanted Advertisement • The significance of content that is proven to produce application results • Applicant interview selection - Targeted hiring objectives • How to manage applicant expectations • Interview questions and format - Telephone • Interview questions and format - Face-to-face 135 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 24. Notes: 136 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 25. BDC Business BDC Workshop 101 Development Center Hiring and Training • Using a new-hire kit to set expectations and requirements • Building a training blueprint • Using process maps to effectively train • Streamlining the training process with Ford and vendor resources • Training for: - Incoming Sales Call - Internet Lead Management - Sold Follow-Up 137 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 26. Notes: 138 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 27. BDC Business BDC Workshop 101 Development Center Training and Coaching the BDC Staff • The critical skills set • Creating a training M.A.P. (management action plan) • Training resources • The BDC staff training action plan • Implementing ongoing BDC staff training M.A.P.s 139 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant
- 28. Notes: 140 BDC Workshop 101_v1b_Participant © 2004. The Reynolds and Reynolds Company
- 29. BDC Business BDC Workshop 101 Development Center Training and Coaching the BDC Staff Our job as coaches is to get our players to do what they don't want to do so they can accomplish what they want to accomplish. Who is accountable for: • Using scripts • Providing metrics • Making the confirmation call • Appointment outcome call Can the BDC identify the coordinator's strengths and areas for improvement? Does the training help close the gap between where we are now and where we want to be? Does the pay plan and job descriptions drive our goals? • More quality appointments • More appointments kept • More sales 141 © 2004. The Reynolds and Reynolds Company BDC Workshop 101_v1b_Participant