![]() Constant turnover weakens the relationship between the sales department and the BDC. By training them on the basics and role playing telephone calls, we are able to better select candidates. Candidates for a position at Hillside Honda are interviewed, trained and subjected to role playing prior to receiving a job offer. Many people are hired solely on the merits of their interview. Too often BDCs are filled with phone operators instead of salespeople. My first priority was to make sure we had aggressive, self-motivated representatives handling the phones. Incoming Sales Calls and Appointment Setting.Achieving this objective would require attention to the following five components: This goal, while considerable, was very attainable. My first responsibility was to bring the BDC’s penetration to 50 percent. Their pursuit to deliver more vehicles further inspired me so much so that when I was offered the position of BDC manager I accepted without delay. Shuster and I had several conversations about how a successful BDC should operate.Īt the time, Hillside was delivering a substantial number of units per month, but they wanted more. Customers can use metered parking in front of the dealership or they can park on side streets. The last huge challenge is customer parking. Some are a few blocks away others are 10 minutes away. The balance of their 425-unit inventory is stored off-site at multiple storage facilities. This accounts for a total of 35 to 40 units at any given time. The rooftop provides room to showcase 10 to 15 new vehicles along with used inventory, and it also has room to store service vehicles. ![]() They house inventory in the showroom (12 to 15 at a time) and on the roof of the facility. Hillside Honda has no room for expansion. ![]() The store's ability to deliver so many cars while operating under their many selling constraints intrigued me. Within a 17 mile radius of the store are 15 different competitive Honda dealerships. Hillside Honda is located just north of JFK airport in Queens, which according to the census bureau is home to more than 2.2 million people. Through my networking, I was introduced to Joe Shuster, general manager of Hillside Honda, a high volume metro dealership in Queens, N.Y. I wanted more of a challenge and more opportunity for growth. In July of 2006, I decided it was time for a change. Our dealership delivered between 100 and 160 cars per month – respectable numbers considering the market available in Connecticut. Within two years, I was the BDC manager, and leading a BDC proved to be as rewarding as it was challenging. Immediately, I realized it would not be a part-time job for long it was the new career I had been looking for. Four years ago, I accepted a part-time position as a Business Development Center (BDC) representative with a small dealership in Connecticut. ![]()
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