The Dealer Playbook
The Dealer Playbook

Episode · 7 years ago

Alan Ram: BDC Tips to Create More Business


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 ;)

Connect With Team DPB

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Check out Michael Cirillo's blog here.

Check out Robert Wiesman's blog here.

Connect with Michael Cirillo on Twitter here.

Connect with Robert Wiesman on Twitter here.

Hey, this sound Ram and you're listening 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 now your hosts, Robert Weissman and Michael Cirillo. Hey, there, what is going on? 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 and authors for you today's automotive professionals. My name is Michael Cirillo. I'm joined by 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 about it now for the last I don't know, three four episodes. I want everybody to be aware of this, this really cool project that you and I are working on, and I want them to find out about I want you guys 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 be letting a lot of people know about this cool project that we're working on that's gonna really transform your career in the automotive industry. So I want you guys 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. We like to give you know, relevant information that hopefully will help you guys listening in 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 proactive training solutions and we got his take on some things that you could be doing to 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 business for a while, Ram man I like to call them, which was probably my 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't really have any experience, I know, with his you know, products, basically his training. I know a lot of a lot of the guests in 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, through reading some of his posts articles accester, you know, I've gained that the guy really, you know it's got a grasp and understands what's going on and has different take on certain things that that others don't. So that's what we want 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, you know, on every session, but we leave it up to you tune it in, to figure out Ay, it's this something that that's going to fit into 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 going to leave it to you guys to decide. You know, like we say all the time, I mean we probably say this in some way, shape or form on every episode. The proof of ability is in results and and you know, and that's the cool thing about this stuff is. It's it's free 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. All right, everybody, we are sitting down with the man himself. He's the president and founder of Allan Rams proactive training solutions, and I bet you can't guess his name. You guessed it, Helen Ram man. Thanks so much for being on the show with us today.

Hey, thank you very much for having 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 a lot on your mind and a lot of valuable information that you want to drop on the audience here, those of you listening in. So I have a question here and I want to just kind of see where it goes. But I know you know, in the spirit of of really trying to help dealerships improve what they've got going on so that, in turn, they can sell more vehicles or products and services. In your observation, Alan, what are some things that you've noticed that could use immediate improvement for the betterment of the dealership? That's a great question and there's so many ways I could go with this. You know, the the most they say that people, those that are 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, and I quit a lot, I like using sports analogies and fitness analogies if I wanted to get in shape. Somebody wants to get in shape, they want to lose weight. You know, the first thing they shouldn't think of his Oh, diet pills, the for the way to approach that is eat right and exercise, and unfortunately that's that tends to sound like work to people and that's why they're still a pretty good market for diet pills and those types of things. And I think the dealers what we need to do is a we need 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't see much of it a lot of dealerships, and we have to hold our people accountable for their performance. And you know, it's business one hundred and one, but training, processes and accountability is missing. Some of the things that are missing from a lot of dealerships and that's where I think that a lot would benefit. So, you know,... make a good point on the accountability thing and I think there's also you know, when you have accountability mechanisms in place, that's just it empowers people to become better and greater at what they do. So, from your standpoint, what are what are some accountability mechanisms that can be put in place? You know, let's say the trainings happened and people are kind of understanding how to do their job. How do we hold them accountable? Well, you know, every dealer should just about every dealership in two thousand and fifteen has calm monitoring. And one of the questions I ask. I speak a lot of dealer twenty room meetings and I'll go around the room and I'll ask these dealers how many calls do you get? And most of the time it's anywhere to let Zen, fifteen, twenty, maybe twenty five on the highside, thirty real sales calls. And then I asked them the next question. I ask, okay, so you know make calls, you get. You have called monitoring. Correct, you have. We've got called monitoring. Are Your managers listening to every single call that comes in? And I'm telling you, Ninety five percent of the time the answer 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 they say 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 sell cars. You know we're here to sell cars. What activity could we, as managers, be engaged in that it would yield a higher benefit, of higher result than listening to customers that just called the store that want to buy cars 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 more productive, that would be more productive than listening to my real calls as they come in and again quickly resolving missed opportunities to do business. And some of the 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 but an x amount of time. They should be on the recording listening to that and 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 says that one sold. Sir. Okay, great, thanks, Click and of call. Now the manager can quickly resolve that missed Opportunity Number One by coaching the salesperson, because if I'm a manager, that's my job is to coach my sales team. But pick up the phone and call that customer and there's you know, and I hear the excuses. I hear like Oh, they're too busy. Well, we need to prioritize what managers do. Give me, and I challenge dealers all the time, give me an activity, give me something that they could be doing throughout the day that's more productive than that than listening to customers. That want to buy call cars today, listening to those calls come in and quickly resolving those opportunities. They get too many calls. That's nonsense. They get ten, fifteen and twenty, maybe twenty five calls a day. And here's another thing I found. The more calls the dealership gets, the higher the volume of calls, the more MA managers they typically tend to have on on staff.

So we get too many calls. Isn't an excuse. They're too busy. Again. What? What? What are they doing? The these call monitoring solutions, whether it be called bright or whatever the dealership might have. Also they sort the calls out. If a cat calls coming in for service or parts or sales, it should go into the appropriate bucket and if it's not going into the appropriate bucket, that's that's a call monitoring issue that needs to be resolved. But I should be able to listen to my own sales calls. There's nothing, there's nothing I could be doing throughout the day that's going to directly affect our business more than that. And then you, obviously you use this information from the calls you listen 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 is it is an alternative to this. You know, dealers, we've got this mentality of you know, you think about this and I call it, you know, something sometimes as BEDC mentality, and not all BEDC's. I'm not ANTIBTC, but there are good ones in there are bad ones, just like restaurants. Right. And you know, a lot of times a mentality is our sales people listen our sales people, they suck on the telephone, they're terrible. You know, the solution is, let's hire another group of people to do what our sales people should be doing. Our sales people don't listen to us, let's hire someone else. That's not the solution. The solution is train your sales people, put some processes in place and then hold them accountable. Say, the same mindset, the same weak mindset, applies to this. Some of this, this call monitoring. My managers won't do it. I can't get my managers to listen to calls. First off, if you'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 thing is, though. So now we buy all these things that enable our managers not to do their jobs. We... these services that grade, critique, score monitor our calls for us. Okay, so here's the problem with that. Now your managers don't think that. They definitely know they don't have to do 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 the call is graded and we receive that grade. First off, if your managers are too lazy to listen to the initial sales call, they're going to be too lazy to open up the email and listen to the quote unquote, coached call or graded call or scored call. Okay, there we can. We can 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 be three, four days later, we get this call and we can now listen to this missed opportunity. The problem is that customer bought a car two days ago. Yeah, gone, so not. Now I'm finding out that billy didn't ask for a name and number on Tuesday or Joey missed the chance to 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 talking about managers having their call monitoring opened and again they're not getting this volume of calls. That is prohibitive. Okay, I've got a dealership that I did actually did a sales meeting at this morning, ABC Nis on. A lot of people, anyone in the niss on world would know this dealership. They do a great job. They've got a strong general manager there. And when he got to this dealership, and it's a top twenty five in the country Nissan dealership volume wise, he said every hour he paged his managers into his office and he said every hour they listen... the sales call. So they got three sales calls, that our they he listened to three sales calls with his managers. If they got five, they listen to five and then he'd be 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't sound 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 or four 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 when I question question him on it, he said, Hey, what do we have that we could be doing that's any more productive than listening to these customers that 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't need to be opening up an email or seeing a score a week from now. I need to know that customer that called in at ten am this morning is going to be out somewhere buying a car at four PM. If I'm only opening up my email, catching up on email tonight or opening up my email, you know six o'clock, it's already too late. They're going to be out somewhere else buying your car. You know, and and the thing I love about what you're what you're talking about. You know, in this example, this you know whoever they are. ABC Nson, is that? You know? We hear this all the time. Look, this kind of stuff has to happen from the top down, but you see how what effect that has in a real situation when you know, from literally the top down, the general manager, the dealer principle, has shown invested interest and take him the time to sit with his managers review the calls in, at least they now know what his expectations are and they can they can then take that 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 discussed this last week on another show. I...

...was debating. I was debating someone they 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've got the quotes right here. The tech for the life of us, figure out who that would be. Yeah, the phones are huge process leak in our industry and sales managers aren't the answer. And then he actually said, if I 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, fluent English and they understand the parameters of phone call and what's going on, they summarize that call, they plug it into the software and it alerts the dealership that hey, you just had a botched opportunity. So now that that took it to a whole new level. We don't even have someone in this country they can monitor calls. We have to send it, and these are his words, 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's why I need managers listen to the calls versus anybody else, whether it's in this country are out of this country. It's because the goal of a sales call, what do you think? Most people think the goal of a sales call 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 him what'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 in a point with that doesn't show up or a customer that won't set up an appointment that comes in any way and...

...buys? Obviously the customer that comes in therefore the goal of a sales call. We make the mistake of teaching salespeople that 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. I can't tell you how many times I'll see a call that's been scored as an appointment or a salesperson that puts it in the crm as an appointment, and you listen to it and you can tell, yeah, the customers set up an appointment, 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 showing up. Well, sometimes customers will set up appointments because it's the quick this way off the phone. So if I can hear that, I can hear in 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 to get 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. I get paid for selling cars. So there is no there's there's no shortcut to this. So okay, that all the benefits. And and again we can make all the excuses that we want for managers are busy. That's a bunch of crap. Okay, yeah, they're busy. Everybody should be busy, but there is nothing. If they're too busy to do this, we need to reprioritize their day. What are we doing that's any more important than listening to calls? And the other thing when we when salespeople know that the managers are listening to calls, of course they tighten up their game because they know you're listening to him. So, you know, I don't believe in enabling people to be weak. At some point we have to have expectations for people to do their jobs. Versus sales people, they just suck on the phone they're not 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 do it. Yes, they will, but somebody a funny story another dealership here in Phoenix where I work. I...

...visited them last week and I was talking 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 and the 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 listened up 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 so busy. 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. So that that's the problem. So many things are optional in the car business and that 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 that every 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 that they're selling a couple extra cars every month from something like that. There's an extra cars over there. They sell a lot of that place sells a cut a lot of cars. And and but again it's they he did it when they were setting the culture for three, you know, two, three, four weeks. I think it was three four weeks. He did that where he'd bring them all in. Now it's automatic. Now he knows every single call is listened to, buy his managers, because it's the culture and and the thing called the thing I really like about this is at the end of the day they always just blame their website provider for everything. Man, we suck on the phone, it's our website providers fault. Yeah, you know. So you know, I hear what you're saying here. I think this is going to resonate well with with those you listening. And I mean at the end of the day it's like it's like that old saying that I that I've that I use frequently. It's look...

...shortcuts always turn into long cuts if you'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 their business. But I just think, you know, along with what we're talking about, 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 to become better at, you know, having people visit your store and closing those over the phone and and and, you know, just becoming better at setting appointments 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 invested interest coming from the top down. Absolutely okay. So let me ask you this just in winding down here. You know, we talked a lot about a lot about the phones and and and a lot of people listening in our car sales professionals, you know, worldwide now at this point. What are some things, things that you can suggest to them to kind of tighten up their game? What are the things that I can suggest? You know, they have to realize that the car business has really changed. Okay, it really has. The number one, point three seems to be getting a lot of attention. And then what that number represents? The number of dealerships that a 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 shopping one point three. So if you're the second place that that customers planning on going to, it's too late. You're going to you're going to miss that customer. 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 time we don't, we miss a card deal. So it's it's not just about the phones anymore. They it is all about the phones. Yeah, we see this all the time. I mean you know, even from our own metrics that we gather through our platform, we see that phone, phone calls will outnumber any webform lead by, you know, seven to one. That, yeah, I mean it's crazy and it to me from, you know, being there when I was in the show room, and this is a few years ago even, but I always thought that the phone Lee the phone up, was the hottest prospect because, like walking into the store is one thing. You could have been killing time rating for somebody to get out of the nail place across the street or whatever. You could send in an Internet lead, but just like shopping around. But when you take that action to pick up the phone and dial in, there that's a serious but that's a buyer, especially this day and age when so many people were seeing increasing numbers of people who are afraid to use the phone. They don't know how to use it. They they know that there's APPs on it and games and social 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 phone to call you. Yeah, absolutely. And again a big problem is a lack of training. You know, you walk into most dealerships on a Friday morning and they're not training their people on the phones. Are doing a walk around presentation. A lot of the training that we see in the automotive industry seems to focus on those in person, live skills and you know, a lot 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's impossible training our sales people. I'm not asking what they've done and come to find 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 eight hours. That's kind of like me going to a baseball game and expecting to come out there a good baseball player.

You got to have it's training as a process. You have to educate your people, you have to simulate with them. That's, you know, just like baseball teams right now. They take their spring training and they take batting practice every day, they take fielding practice 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 when they don't do their job, there's a consequence. But in the car pass it done seem to be that there's always a consequence. The kind of things I hear, Oh that's that's bill, Bill is going to do. Bill's been 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 and consequence. So that's kind of why I like. pitchers usually suck at hitting in the National League because they're spending all their time practicing pitching instead of taking batting practice, I would imagine. Yeah, absolutely, who was that? We were talking to once and they said practice doesn't make perfect, it makes consistent. Do you remember? Anyways, I think that's it. Right. If you practice the phones you know the right way, then you consistently you become consistent at handling the phones right way. If you practice the phones the wrong way, which I mean whether you know, no matter how we look at 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, and that's how you've become consistent at it. So fit consistently bad. And by if you guys can't figure out who said something, just Aus Vince Lombardy in there. Yeah, there you go. He said pretty much everything right and you don't have to worry about. It became mean go out to date because he'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 we use his and him and as an example all the time. I mean every football season. Right, gentlemen, this is a football you'd start from square one 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 to you need to be focused on you need to make sure that your team is trained or that you're trained, and that and that you are becoming consistent at doing the right things and that there's an accountability mechanism in place that's not there to, you know, make you feel inferior or whatever. It's there to make 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 valuable power bombs that you've dropped today. I for those listening in, how can they 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. I was hoping you'd say yeah, just send me an email or and what's the 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 not good at remembering them. Also, this will be in the show notes. Absolutely make sure it's Allan Rams proactive training solutions. Love it. Thanks so much for being on the show with us today. Hey, thank you very much for having me. This was great. No problem, man. Thank you all right. And that was sessions forty six has guest Mr Alan Ram Ram man. Michael, what you think, man? You were hitting a tongue twister 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 calm monitoring thing. It's a crucial piece. No matter no matter how you look at it, no matter what debates or whatever's going on out there, I think everybody can come to the consensus that call monitoring is essential for success to help train, help improve processes. Now, you know he's got some valid points. The thing that I will say is, look, you've got to try this if you want to see if, if what Alan talks about or whatever whoever else talks about this stuff out there, works for you, you need 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 stood out to me was, you know, he talks about a couple of managers in this episode that take the time to sit with their management team and review some 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, and that that I mean, that becomes a great opportunity for you to outline what your expectations are and to provide some training and yeah, and I think not to cut you off, but I think that that's where they're there can be some confusion. Is because there is the training aspect of call review, of listening to the the playback of the calls, and then also it's that like real time, like capture, you know, put fires out and save a deal or an opportunity by going in and see hearing it mishandled. And if you're you're checking on them at a, you know, certain periods of the day, 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 at it, definitely, but great session was. Was Happy to have Alan on. Hope to, you know, definitely will bring them back in the future for other topics because he has a, you know, wide knowledge base that, you know, we'd love the tap...

...into for you here. So so that's about it. I mean that's it. Let's wind this thing down. So listen, for those of you listening and man, would love to hear your comments and feedback. Let's get a discussion on triple w dot, the dealer playbookcom forward, slash or forty six. That's how you can get hooked up with this episode. We'd love to hear from you. Would like to engage 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 websites and 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. And then the last thing is, you know, do us a pretty please little favor and San and give us a review on itunes or stitcher. We'd love to get your feedback. It helps us so much. So again, triple w dot the dealer playbookcom forward forty six. We look forward to hearing from all of you. We love the feedback we get so far. So grateful you're listening in. Until next time, we'll talk to you later. See You of.

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