The Dealer Playbook
The Dealer Playbook

Episode · 6 years ago

Alan Ram: BDC Tips to Create More Business

ABOUT THIS EPISODE

Welcome and thank you for dialing into “The Dealer Playbook” Podcast session number 46! So glad you are here. 

In this latest session team DPB sits down with President/Founder of Alan Ram Proactive Training Solutions, and he dives into a topic he has been very vocal and passionate about “call monitoring in your dealership”.

In today’s automotive market there are several different categories of leads and opportunities to sell a car. 

Hands down the hottest lead is by far the incoming phone call. A phone up. If someone is picking up the phone and dialing your number they are a serious buyer. 

Now not only is a phone up the hottest lead, it is also the most mishandled lead/opportunity. 

Call monitoring is something in 2015 most every dealer has access to and there is more value in your call recordings than just training purposes. 

Alan Ram dives into the real time sales opportunities being missed by management not monitoring the calls daily. 

Here is a quick preview of this session.  

Accountability Factor:

Accountability empowers people to become better and greater at what they do. Alan dives into the importance of sales management being held accountable to listening to all inbound phone recordings daily, and through out the day.

Alan says with every thing you can be doing to sell more cars why would you not listen to inbound calls that happened that day maybe even within the last hour and maybe even call that customer back to try to quickly resolve missed opportunities. 

Managers Do Not Have The Time :

Alan dives into that dealerships really only get 5,10, maybe 20 phone ups a day. With that being said there is no excuse why management should not be monitoring all these calls daily.

There is nothing more productive to sell more cars a manager could be doing with their time than listening to fresh phone calls and then diving in to try to convert the opportunity. 

Setting A Appointment Is Not The Goal Of A Phone Up:

How often does a caller set an appointment and doesn’t show up? Exactly! 

The objective of a call should be to get the caller into the store and turn them into a buyer not a appointment. 

A caller will sometime set a appointment just to get off the phone so if management is listening in daily they can get a feel from the call and know by the way the call flowed if they are really going to show up for the appointment. At that point they can call that customer back and increase the possibility of this caller coming in and becoming a customer. 

Get In Touch With Alan Ram 

Call Alan Ram’s office direct - 866-996-4665

Alan Ram’s Facebook 

Alan Ram’s Proactive Training Solutions Website

You Know The Drill, Now It's Your Turn

The whole team at DPB can not thank you enough for all the support and love you have been giving us.

Whether you loved it, hated it, want more of it, or want something different , we want to hear your voice.

Sound off below with your thoughts, opinions, suggestions, questions, etc. and lets keep this conversation going.

See you next time ;)

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Hey, this sound Ram and you'relistening to the dealer playbook podcast. You're dialed into the dealer playbook podcast,where it's all about winning auto dealer strategies that deliver proven results. And nowyour hosts, Robert Weissman and Michael Cirillo. Hey, there, what is goingon? You're listening to the dealer playbook podcast, episode forty six,where every single week we're interviewing and having conversations with elite trainers, speakers andauthors for you today's automotive professionals. My name is Michael Cirillo. I'm joinedby Mr Robert Weisman. How you doing, man, you what's up, brother? Now much just getting ready to pound out some pretty cool things.I'm excited to tell everybody about you know I've been. I've been talking aboutit now for the last I don't know, three four episodes. I want everybodyto be aware of this, this really cool project that you and Iare working on, and I want them to find out about I want youguys to find out about it. Hit Up triple w dot the dealer playbookcom. There's a link to join our newsletter, and that's where we're going to beletting a lot of people know about this cool project that we're working onthat's gonna really transform your career in the automotive industry. So I want youguys to find out about that, go check it out. But you know, today we're sitting down with a really cool trainer. He's very well spoken. There's been a lot of controversy going on lately in the industry, which, of course, here on the DPB we don't really subscribe to. Welike to give you know, relevant information that hopefully will help you guys listeningin out and and you know what, our guest today brings up some cool, really valid points. We sat down with Alan Ram from Alan Rams proactivetraining solutions and we got his take on some things that you could be doingto improve processes, especially when it comes to the phone inside your dealership.Robert, how did you get tagged up...

...with with Alan, with the Rant, with Ram? Yeah, well, just is Ram being around the businessfor a while, Ram man I like to call them, which was probablymy favorite key man action figure back in the day, was the ram man. But just from being around the industry, I mean I didn't, I don'treally have any experience, I know, with his you know, products,basically his training. I know a lot of a lot of the guestsin the past or people that I've learned from a lot, but you know, I've seen about there. He's respected and just, you know, throughreading some of his posts articles accester, you know, I've gained that theguy really, you know it's got a grasp and understands what's going on andhas different take on certain things that that others don't. So that's what wewant to do here on DPB is bring you, you know, not necessarily. I've said it before. How you know, Michael or myself think that, you know, I don't agree with everybody's information that they've delivered, youknow, on every session, but we leave it up to you tune itin, to figure out Ay, it's this something that that's going to fitinto what you're doing to grow your business in a dominate yeah, absolutely.I mean, you know what, lots of good points here. We're goingto leave it to you guys to decide. You know, like we say allthe time, I mean we probably say this in some way, shapeor form on every episode. The proof of ability is in results and andyou know, and that's the cool thing about this stuff is. It's it'sfree information for you to help you take your career to the next level.So let's jump into our sit down with Alan Ram here we go. Allright, everybody, we are sitting down with the man himself. He's thepresident and founder of Allan Rams proactive training solutions, and I bet you can'tguess his name. You guessed it, Helen Ram man. Thanks so muchfor being on the show with us today.

Hey, thank you very much forhaving me. I'm excited. We're excited to have you, you know, and we're ready to just jump into this because I know you've got alot on your mind and a lot of valuable information that you want to dropon the audience here, those of you listening in. So I have aquestion here and I want to just kind of see where it goes. ButI know you know, in the spirit of of really trying to help dealershipsimprove what they've got going on so that, in turn, they can sell morevehicles or products and services. In your observation, Alan, what aresome things that you've noticed that could use immediate improvement for the betterment of thedealership? That's a great question and there's so many ways I could go withthis. You know, the the most they say that people, those thatare successful, do the things that those that are not successful won't do.And I see so many shortcuts in the car business, you know, andI quit a lot, I like using sports analogies and fitness analogies if Iwanted to get in shape. Somebody wants to get in shape, they wantto lose weight. You know, the first thing they shouldn't think of hisOh, diet pills, the for the way to approach that is eat rightand exercise, and unfortunately that's that tends to sound like work to people andthat's why they're still a pretty good market for diet pills and those types ofthings. And I think the dealers what we need to do is a weneed to train our people to do their jobs. That's that's number one.Put some make sure we have processes in place, because that's something I don'tsee much of it a lot of dealerships, and we have to hold our peopleaccountable for their performance. And you know, it's business one hundred andone, but training, processes and accountability is missing. Some of the thingsthat are missing from a lot of dealerships and that's where I think that alot would benefit. So, you know,...

...you make a good point on theaccountability thing and I think there's also you know, when you have accountabilitymechanisms in place, that's just it empowers people to become better and greater atwhat they do. So, from your standpoint, what are what are someaccountability mechanisms that can be put in place? You know, let's say the trainingshappened and people are kind of understanding how to do their job. Howdo we hold them accountable? Well, you know, every dealer should justabout every dealership in two thousand and fifteen has calm monitoring. And one ofthe questions I ask. I speak a lot of dealer twenty room meetings andI'll go around the room and I'll ask these dealers how many calls do youget? And most of the time it's anywhere to let Zen, fifteen,twenty, maybe twenty five on the highside, thirty real sales calls. And thenI asked them the next question. I ask, okay, so youknow make calls, you get. You have called monitoring. Correct, youhave. We've got called monitoring. Are Your managers listening to every single callthat comes in? And I'm telling you, Ninety five percent of the time theanswer is no. It's well, no, we listen to some,we definitely don't listen all of them. I wish we listen to them all. We might listen to ten, twenty percent of them, but and theysay it like that's okay and and it's not okay. They think about this. If, if we did in fact come to work every day to sellcars. You know we're here to sell cars. What activity could we,as managers, be engaged in that it would yield a higher benefit, ofhigher result than listening to customers that just called the store that want to buycars today, listening to those calls and quickly resolving missed opportunities to do business? I can't think of many things.

If I'm called a sales manager,I can't think of many things that I could be engaged in that are moreproductive, that would be more productive than listening to my real calls as theycome in and again quickly resolving missed opportunities to do business. And some ofthe excuses that I hear for why it doesn't get done are absolutely ridiculous.They're nothing more than excuses. So you're saying that not. I mean obviously. So boom as phone call comes in, salesperson handles it, what have you. That directly after the manager should be, you know, in butan x amount of time. They should be on the recording listening to thatand then even proactively maybe calling that customer back or doing yeah, absolutely,if I hear call comes in and I hear the the customer ask, Hey, you guys have a two thousand and ten Ford Edge on your website.I want to find out what could I buy it for cash? Salesperson saysthat one sold. Sir. Okay, great, thanks, Click and ofcall. Now the manager can quickly resolve that missed Opportunity Number One by coachingthe salesperson, because if I'm a manager, that's my job is to coach mysales team. But pick up the phone and call that customer and there'syou know, and I hear the excuses. I hear like Oh, they're toobusy. Well, we need to prioritize what managers do. Give me, and I challenge dealers all the time, give me an activity, give mesomething that they could be doing throughout the day that's more productive than thatthan listening to customers. That want to buy call cars today, listening tothose calls come in and quickly resolving those opportunities. They get too many calls. That's nonsense. They get ten, fifteen and twenty, maybe twenty fivecalls a day. And here's another thing I found. The more calls thedealership gets, the higher the volume of calls, the more MA managers theytypically tend to have on on staff.

So we get too many calls.Isn't an excuse. They're too busy. Again. What? What? Whatare they doing? The these call monitoring solutions, whether it be called brightor whatever the dealership might have. Also they sort the calls out. Ifa cat calls coming in for service or parts or sales, it should gointo the appropriate bucket and if it's not going into the appropriate bucket, that'sthat's a call monitoring issue that needs to be resolved. But I should beable to listen to my own sales calls. There's nothing, there's nothing I couldbe doing throughout the day that's going to directly affect our business more thanthat. And then you, obviously you use this information from the calls youlisten to to spill back into some some some form of training right, absolutely, absolutely, on the on the spot coaching. And here's something interesting isit is an alternative to this. You know, dealers, we've got thismentality of you know, you think about this and I call it, youknow, something sometimes as BEDC mentality, and not all BEDC's. I'm notANTIBTC, but there are good ones in there are bad ones, just likerestaurants. Right. And you know, a lot of times a mentality isour sales people listen our sales people, they suck on the telephone, they'reterrible. You know, the solution is, let's hire another group of people todo what our sales people should be doing. Our sales people don't listento us, let's hire someone else. That's not the solution. The solutionis train your sales people, put some processes in place and then hold themaccountable. Say, the same mindset, the same weak mindset, applies tothis. Some of this, this call monitoring. My managers won't do it. I can't get my managers to listen to calls. First off, ifyou're a dealer and you say I can't get my managers to do it,you're the problem is probably you. Okay, that's number one. The second thingis, though. So now we buy all these things that enable ourmanagers not to do their jobs. We...

...buy these services that grade, critique, score monitor our calls for us. Okay, so here's the problem withthat. Now your managers don't think that. They definitely know they don't have todo it because we've hired a service to do it for them. Now, after the fact, we get a report, we get a scorecard,we get an email telling us we miss the call or the call is thecall is graded and we receive that grade. First off, if your managers aretoo lazy to listen to the initial sales call, they're going to betoo lazy to open up the email and listen to the quote unquote, coachedcall or graded call or scored call. Okay, there we can. Wecan keep the laziness going. The solution is have your managers do it initially. But so now maybe an hour later, two days later, sometimes might bethree, four days later, we get this call and we can nowlisten to this missed opportunity. The problem is that customer bought a car twodays ago. Yeah, gone, so not. Now I'm finding out thatbilly didn't ask for a name and number on Tuesday or Joey missed the chanceto ask for an appointment right here. Better like next time, Joey.I don't need to know about that two, three days later, four days later. I need to know about it throughout the day. And I'm talkingabout managers having their call monitoring opened and again they're not getting this volume ofcalls. That is prohibitive. Okay, I've got a dealership that I didactually did a sales meeting at this morning, ABC Nis on. A lot ofpeople, anyone in the niss on world would know this dealership. Theydo a great job. They've got a strong general manager there. And whenhe got to this dealership, and it's a top twenty five in the countryNissan dealership volume wise, he said every hour he paged his managers into hisoffice and he said every hour they listen...

...to the sales call. So theygot three sales calls, that our they he listened to three sales calls withhis managers. If they got five, they listen to five and then he'dbe farming them out of the managers. Tommy, call that customer right there. What are we doing talking about one Centra Bill? Call that customer.Back that that sounds like that. Yeah, it's an appointment, but it doesn'tsound like that guy's really planning on coming in. Call them back.And when he was setting the culture at the dealership for the first three orfour weeks, that's what he did. Every hour he pages managers in.Now it's automatic. The managers listen to every single sales call. And whenI question question him on it, he said, Hey, what do wehave that we could be doing that's any more productive than listening to these customersthat called this up that want to buy cars today? There is nothing,and I don't want to know about it. At eight o'clock tonight. I don'tneed to be opening up an email or seeing a score a week fromnow. I need to know that customer that called in at ten am thismorning is going to be out somewhere buying a car at four PM. IfI'm only opening up my email, catching up on email tonight or opening upmy email, you know six o'clock, it's already too late. They're goingto be out somewhere else buying your car. You know, and and the thingI love about what you're what you're talking about. You know, inthis example, this you know whoever they are. ABC Nson, is that? You know? We hear this all the time. Look, this kindof stuff has to happen from the top down, but you see how whateffect that has in a real situation when you know, from literally the topdown, the general manager, the dealer principle, has shown invested interest andtake him the time to sit with his managers review the calls in, atleast they now know what his expectations are and they can they can then takethat down to where the rubber meets the road. Yeah, it's you know, and it's funny. These some of these other solutions. I actually discussedthis last week on another show. I...

...was debating. I was debating someonethey who's the CEO of a company and he has a call monitoring solution.Okay, he actually said. What did he say? Hang on, I'vegot the quotes right here. The tech for the life of us, figureout who that would be. Yeah, the phones are huge process leak inour industry and sales managers aren't the answer. And then he actually said, ifI can take someone who is in India, and let me clarify,this is not me saying this, this is him saying this during a debate. If I can take someone who's in India and they speak fluent, fluentEnglish and they understand the parameters of phone call and what's going on, theysummarize that call, they plug it into the software and it alerts the dealershipthat hey, you just had a botched opportunity. So now that that tookit to a whole new level. We don't even have someone in this countrythey can monitor calls. We have to send it, and these are hiswords, not mine. We're we've got company sending these calls off to India. Really, now, here's the thing we also need to look. Here'swhy I need managers listen to the calls versus anybody else, whether it's inthis country are out of this country. It's because the goal of a salescall, what do you think? Most people think the goal of a salescall is, gentlemen, and they set up an appointment. Right, yeah, yeah, yeah, and it's not to set up an appointment. Okay, and I actually educated this gentleman on that as well. I asked himwhat's a goal of a sales call? He said it's to set the appointment. No, it's not, because how many appointments don't actually show up?Okay, so which would we rather have? A customer who we set up ina point with that doesn't show up or a customer that won't set upan appointment that comes in any way and...

...buys? Obviously the customer that comesin therefore the goal of a sales call. We make the mistake of teaching salespeoplethat the goal of a sales call is to set up an appointment.And No, it's not. It's to get that customer in the door.So, as a manager listening to the call, I can hear. Ican't tell you how many times I'll see a call that's been scored as anappointment or a salesperson that puts it in the crm as an appointment, andyou listen to it and you can tell, yeah, the customers set up anappointment, but I can tell by the way this gentleman said it,by the way the guy set up the appointment just to get off the showingup. Well, sometimes customers will set up appointments because it's the quick thisway off the phone. So if I can hear that, I can hearin the customer the way they're saying it in their voice inflection. Yeah,this guy in planning on coming in. He just set up that appointment toget off the phone. I can still call that customer back. Yes,would it be scored as an appointment by someone else listening to the call?Yeah, it would be. But I don't get paid on scoring. Iget paid for selling cars. So there is no there's there's no shortcut tothis. So okay, that all the benefits. And and again we canmake all the excuses that we want for managers are busy. That's a bunchof crap. Okay, yeah, they're busy. Everybody should be busy,but there is nothing. If they're too busy to do this, we needto reprioritize their day. What are we doing that's any more important than listeningto calls? And the other thing when we when salespeople know that the managersare listening to calls, of course they tighten up their game because they knowyou're listening to him. So, you know, I don't believe in enablingpeople to be weak. At some point we have to have expectations for peopleto do their jobs. Versus sales people, they just suck on the phone they'renot going to do it, let's hire somebody else to do it.No, train them and hold them accountable. Managers, they're not going to doit. Yes, they will, but somebody a funny story another dealershiphere in Phoenix where I work. I...

...visited them last week and I wastalking about this in the own or looked at his managers and asked, hey, how many calls are we getting a day? Manager said about pen andthe get. The owner asked, are you guys listen to the calls?And the GM actually said I haven't listened to a call in a year,and the salesmanager said, yeah, I really don't. Yeah, I listenedup to him once in a while. I try to, but not really. And the owner asked why, and the reason it wasn't because we're sobusy. We're being overrun with customers. We're just working so many car deals. They just didn't think about it. They thought it was optional. Sothat that's the problem. So many things are optional in the car business andthat shouldn't be optional. It sounds like it's probably compared to what you said. You're the ABC niece on that. I bet that. I like thatevery hour technique bring them in bang out. So will be three, two,three to four five Max, depending on the volume, like you said. But that gives your real time that you can I mean I guarantee thatthey're selling a couple extra cars every month from something like that. There's anextra cars over there. They sell a lot of that place sells a cuta lot of cars. And and but again it's they he did it whenthey were setting the culture for three, you know, two, three,four weeks. I think it was three four weeks. He did that wherehe'd bring them all in. Now it's automatic. Now he knows every singlecall is listened to, buy his managers, because it's the culture and and thething called the thing I really like about this is at the end ofthe day they always just blame their website provider for everything. Man, wesuck on the phone, it's our website providers fault. Yeah, you know. So you know, I hear what you're saying here. I think thisis going to resonate well with with those you listening. And I mean atthe end of the day it's like it's like that old saying that I thatI've that I use frequently. It's look...

...shortcuts always turn into long cuts ifyou're looking for I think so many people, especially in this this digital age,in the technical age, so many people are looking for automation in theirbusiness. But I just think, you know, along with what we're talkingabout, they're looking for automation in the wrong areas. And and you know, it makes sense what you're saying. I mean, if you want tobecome better at, you know, having people visit your store and closing thoseover the phone and and and, you know, just becoming better at settingappointments and all those sorts of things, you need to invest real time.It doesn't make sense to automate that process when you need to have that investedinterest coming from the top down. Absolutely okay. So let me ask youthis just in winding down here. You know, we talked a lot abouta lot about the phones and and and a lot of people listening in ourcar sales professionals, you know, worldwide now at this point. What aresome things, things that you can suggest to them to kind of tighten uptheir game? What are the things that I can suggest? You know,they have to realize that the car business has really changed. Okay, itreally has. The number one, point three seems to be getting a lotof attention. And then what that number represents? The number of dealerships thata customer shops in person before buying a car in two thousand and fifteen.So it's not they're not rolling into four or five dealerships anymore. They're shoppingone point three. So if you're the second place that that customers planning ongoing to, it's too late. You're going to you're going to miss thatcustomer. So the car business is really become about conversion, conversion of opportunities. And, you know, we really need to take every opportunity seriously,whether it be a phone opportunity and Internet lead, a Web chat opportunity,we need to convert quickly and aggressively because,...

...hey, every time, every timewe don't, we miss a card deal. So it's it's not justabout the phones anymore. They it is all about the phones. Yeah,we see this all the time. I mean you know, even from ourown metrics that we gather through our platform, we see that phone, phone callswill outnumber any webform lead by, you know, seven to one.That, yeah, I mean it's crazy and it to me from, youknow, being there when I was in the show room, and this isa few years ago even, but I always thought that the phone Lee thephone up, was the hottest prospect because, like walking into the store is onething. You could have been killing time rating for somebody to get outof the nail place across the street or whatever. You could send in anInternet lead, but just like shopping around. But when you take that action topick up the phone and dial in, there that's a serious but that's abuyer, especially this day and age when so many people were seeing increasingnumbers of people who are afraid to use the phone. They don't know howto use it. They they know that there's APPs on it and games andsocial media, but they don't really know how to use it as a phone. So imagine how powerful it is if they're actually using it as a phoneto call you. Yeah, absolutely. And again a big problem is alack of training. You know, you walk into most dealerships on a Fridaymorning and they're not training their people on the phones. Are doing a walkaround presentation. A lot of the training that we see in the automotive industryseems to focus on those in person, live skills and you know, alot of what dealers end up buying. That's called training. Isn't really training. You know, it with they they get to the point where they think, Oh, you can, we can train our people. We we it'simpossible training our sales people. I'm not asking what they've done and come tofind out that what they did wasn't even really training. It's, you know, they send somebody off to a seminar to listen to somebody talk for eighthours. That's kind of like me going to a baseball game and expecting tocome out there a good baseball player.

You got to have it's training asa process. You have to educate your people, you have to simulate withthem. That's, you know, just like baseball teams right now. Theytake their spring training and they take batting practice every day, they take fieldingpractice every day. It's spring training and throughout the season. So they simulate. But then they're held accountable and how many statistical categories? And then whenthey don't do their job, there's a consequence. But in the car passit done seem to be that there's always a consequence. The kind of thingsI hear, Oh that's that's bill, Bill is going to do. Bill'sbeen here for twenty years. Bills going to do what he's going to do. Like it's okay, I like that. Baseball and now, Oh yeah,golf, anything. It's all by education, simulate in a stability andconsequence. So that's kind of why I like. pitchers usually suck at hittingin the National League because they're spending all their time practicing pitching instead of takingbatting practice, I would imagine. Yeah, absolutely, who was that? Wewere talking to once and they said practice doesn't make perfect, it makesconsistent. Do you remember? Anyways, I think that's it. Right.If you practice the phones you know the right way, then you consistently youbecome consistent at handling the phones right way. If you practice the phones the wrongway, which I mean whether you know, no matter how we lookat it, if you're using the phones is a wrong way right now,you are actually kind of practicing the wrong way to use the phone, andthat's how you've become consistent at it. So fit consistently bad. And byif you guys can't figure out who said something, just Aus Vince Lombardy inthere. Yeah, there you go. He said pretty much everything right andyou don't have to worry about. It became mean go out to date becausehe's not going to get in trouble. And well, Egury and it's all. You bring it up. It's funny you bring him up, because weuse his and him and as an example all the time. I mean everyfootball season. Right, gentlemen, this is a football you'd start from squareone and you'd make sure that everyone was...

...on the same page. And that's, you know what, that's absolutely what you listening in. You need toyou need to be focused on you need to make sure that your team istrained or that you're trained, and that and that you are becoming consistent atdoing the right things and that there's an accountability mechanism in place that's not thereto, you know, make you feel inferior or whatever. It's there tomake you powerful and there to make you great. So, Mr Ram Allen, thanks so much for being on the show today. We've got some valuablepower bombs that you've dropped today. I for those listening in, how canthey get in touch with you? Call my office. I'm a phone guy. So we've got we've got a lot. I was I was waiting. Iwas hoping you'd say yeah, just send me an email or and what'sthe what's the number to your office? It's we're in are in Phoenix.It's four eight hundred six five nine, four six hundred and six five.And we have an eight hundred number, which is eight hundred and eighty six, nine and ninety six. Is that correct? Eight six? I'm sorry, eight hundred and sixty six. I never use the eight hundred number myself. It's eight hundred and sixty six, nine ninety six, four, six, six five. I just called from my cell phone, so I'm notgood at remembering them. Also, this will be in the show notes.Absolutely make sure it's Allan Rams proactive training solutions. Love it. Thanks somuch for being on the show with us today. Hey, thank you verymuch for having me. This was great. No problem, man. Thank youall right. And that was sessions forty six has guest Mr Alan RamRam man. Michael, what you think, man? You were hitting a tonguetwister there, Dore. You just session sessions forty six is yeah,man, you know what really really valid points? I think you know.Ultimately, I think there's a great divide...

...when it comes to this whole calmmonitoring thing. It's a crucial piece. No matter no matter how you lookat it, no matter what debates or whatever's going on out there, Ithink everybody can come to the consensus that call monitoring is essential for success tohelp train, help improve processes. Now, you know he's got some valid points. The thing that I will say is, look, you've got totry this if you want to see if, if what Alan talks about or whateverwhoever else talks about this stuff out there, works for you, youneed to ultimately do just that, find out if it works for you.So I like a lot of the things that he said. Something that stoodout to me was, you know, he talks about a couple of managersin this episode that take the time to sit with their management team and reviewsome calls, and I think no matter what your process is for Call Monitoring, I think that right there is still a crucial universal piece that should work, no matter what the management if you're sitting down with your managers, andthat that I mean, that becomes a great opportunity for you to outline whatyour expectations are and to provide some training and yeah, and I think notto cut you off, but I think that that's where they're there can besome confusion. Is because there is the training aspect of call review, oflistening to the the playback of the calls, and then also it's that like realtime, like capture, you know, put fires out and save a dealor an opportunity by going in and see hearing it mishandled. And ifyou're you're checking on them at a, you know, certain periods of theday, what have you like. There's deals to be had there. Yeah, you mean, so there's there's there's a couple different ways to look atit, definitely, but great session was. Was Happy to have Alan on.Hope to, you know, definitely will bring them back in the futurefor other topics because he has a, you know, wide knowledge base that, you know, we'd love the tap...

...into for you here. So sothat's about it. I mean that's it. Let's wind this thing down. Solisten, for those of you listening and man, would love to hearyour comments and feedback. Let's get a discussion on triple w dot, thedealer playbookcom forward, slash or forty six. That's how you can get hooked upwith this episode. We'd love to hear from you. Would like toengage with you there also a couple of a couple other things. Man,would love to give you this free gift that we go on on our websitesand awesome ebook that's going to help you take things to the next level.So all you got to do is subscribe and get your free gift. Andthen the last thing is, you know, do us a pretty please little favorand San and give us a review on itunes or stitcher. We'd loveto get your feedback. It helps us so much. So again, triplew dot the dealer playbookcom forward forty six. We look forward to hearing from allof you. We love the feedback we get so far. So gratefulyou're listening in. Until next time, we'll talk to you later. SeeYou of.

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