Imaginative dedicated team drives sales

When the new owner arrived at a dealership bought out of administration three years ago he was shocked: “It had not been cleaned or painted for five years or so,” he told auditors from MSX International.

There was also a surprise at “the abject state of the facility”. There were orders for 40 new cars for a coming plate change month. “I could see that with the right guidance, leadership and communication, a sales performance in excess of what had ever been achieved in the business before was possible,” the owner told the auditors.

“The sales team responded quickly and achieved sales of 56 new cars in that month. “Their dedication and performance ensured we got off to a flying start.”

Within a year a third salesman was added to make the most of the potential for sales. Each salesman handles a deal from greeting to close, including arranging finance.

“Preventing customers being ushered from one person to another has proved immensely successful and creates a real opportunity to develop a strong relationship built on trust.

“This has also aided the relationship between sales and aftersales.”

In a later plate-change month, the sales team began with seven deals against a manufacturer target of 55. They offered existing customers a new car for the same monthly payment.

Two prospecting evenings were organised and landed more than 30 deals in the final total of 62 sales. The team is encouraged to be imaginative.  A prospect who wanted his wife to see a car was told to take it home for a couple of days to make sure they were in agreement. A sale was made.

Team building leads to happy customers

As the new owners of Romford Mazda, the Shokar brothers resolved to employ or recruit only people who shared their values and business objectives. They knew that to turn the business round every customer needed to feel they mattered, while keeping a close eye on the business potential they represented.

The dealership introduced regularly measured operating methods with defined minimum standards, and with frequent reviews. Checks are made daily on targets and monthly to track against previous years and market conditions. Customers for life are the objective.

The team at Romford Mazda conducts satisfaction surveys on customers, records their
reactions and gains feedback. The company then takes action when scores fall below its required standards.

The business plan sets out to satisfy the objectives of Mazda, the directors, the funders of the business, staff and customers.

Shokar said: “We always aim past the objectives and profit aspirations.

“Our business plan is reviewed weekly, we react quickly when action is required and share information with every member of our team. We ensure our staff receive training and clearly understand the requirements of our business.”

Early on, Shokar encouraged better communication. Processes were introduced and developed by them so that each person had something to work with. Everyone was given clear, defined roles with a full understanding of what their colleagues did and required from them.

“This allowed gaps to be filled when people are away and ensured that the next person could complete their task without having to wait for something,” said Shokar.