Setting Up an Auto Service Business Development Center

Staffing

Our Service BDC does all inbound/outbound service calls. We also have a Sales BDC that handles all inbound/outbound sales calls.

In addition to the calls that they are paid for (see below), our Service BDC reps also follow up on reservation no shows. Our current no-show rate is about 6%, down from a high of 15% that occurred before we changed our reminder emails/texts (which now go out at the time the Customer makes the reservation, the night before their reservation, and the morning of).

Conversica has also proven useful as a data mining/contact tool. Our results have declined, but the volume of reservations that it generates is still very reasonable for the cost. We just wish that it was able to text Customers, as we find that far more effective than emails or calls.

Metrics

• Answer speed: 94% on the first ring. 100% by 3rd ring.
• Abandon rate: Less than 4%.
• Outbound calls/texts per day: Minimum of 120. Texts are better than calls – they get many more responses.
• Reservations per day: Minimum of 20/rep, goal of 30.

Breakdown of reservations

• 50% as the result of outbound calls
• 20% online
• 20% Service Advisors
• 10% combination of email and snail mail

Necessary Resources

• I highly recommend having a call recording system to playback calls and for training– at least 90 days of storage, ability to track calls by extension, ability to forward calls as .wav files, and ability to generate reports that show call length, successful/unsuccessful outgoing calls, and wait time
• Booking system – The same system has to be used by the BDC and by the Service Advisors; BDC reps must be able to leave notes that the Service Advisors can see, and the BDC reps must be able to see recommended services, including quoted prices; the booking system must be able to report on volume by date, rep, show/no show, service(s) performed
• ACD Reports – answer speed, abandon rate, call volume by day of week, date, time of day (to help figure out staffing), wait time (to corroborate with recording system)

Training
We give each of our BDC reps a training manual. It contains our scripts, a phone operation manual, breakdowns of our processes, a reference guide, maintenance service guide and prices, contact list of Motorcars employees, our department’s priorities and philosophy, and a set of flashcards. We use the flashcards as a fun way to train new reps on questions that they won’t likely get very often but should still know the answers to (see below, after Scripts).

We also have up-to-the-minute versions of all of this – plus the schedules of all employees – in the cloud (Google Drive).

A typical new hire shadows the entire team and begins to make outbound calls within 2 weeks, and inbound calls within 4 weeks. Because there is so much to know, we would rather they learn things well, rather than quickly.

Outbound Calls/Lists

• No shows
• Declined services
• Collect updated email addresses, textable phone numbers
• Purchased recall lists
• Sold not serviced
• ToyotaCare (each cycle, plus late, ToyotaCare Plus, and Toyota ServiceCare)

Compensation
We have a daily spiff to drive the next day’s reservations. The spiff is paid out to every member of the team, and starts at a combined total of 70 reservations for the following day:

• Less than 70 reservations = $0.00
• 70 reservations = $12.50
• 80 reservations = $15.00
• 90 reservations = $18.75
• 100 reservations or more = $25.00

The team can see where they are constantly throughout the day by checking the Workbook in Xtime, and I tell them how much money they have in their ‘bank’ every time it goes up. This has proven to be a winning strategy – everyone makes extra calls to get over the next hump.

Outbound Campaigns

Conquests

• $7.50 for Customers 9 to 16 months without service
• $10.00 for Customers more than 16 months without service
• Recalls – Payout per ‘show’ for proactive outbound contact - $5.00
• ToyotaCare - $0.75 for each ‘show’
• ToyotaCare Plus - $20 for each credit card number collected
• Toyota Service Care - $10 for each credit card number collected

Detail Center

• Complete Detail - $12.00
• Interior Detail - $6.00
• Exterior Detail - $6.00
• Pet Hair Removal - $2.00
• Floor Shampoo - $2.00
• Seat Shampoo - $2.00
• Exterior High-Speed Buffing - $3.00
• Engine Clean & Degrease - $2.00
• Rubbing Compound - $5.00
• Steam Clean Dashboard - $2.00
• Ionizer - $3.00
• Add Fresh Air Scents - $2.00

Recommended Services

• Alignment - $5.00
• Battery - $5.00
• Brakes - $5.00
• Tires - $10

Marketing Plan

We have found that our most successful campaigns have several traits in common:

• They are a combination of email, postcards, and outbound calls.
• They are narrowly targeted – not ‘shotgun’ ads. For example, there are 5 different ToyotaCare email templates – one for each of the 5 services – plus one to transition Customers to ToyotaCare Plus and another to get all Customers, regardless of brand or model year, onto Toyota ServiceCare.
• As a rule, our eBlasts and postcards rarely feature pictures of cars. Instead, we use humor, children, single panel comics, puppies, kittens, and images of the folks who work at our stores. ‘Dad’ humor seems to work best.

Scripts

Incoming Call

• Thank you for choosing Motorcars. This is ___________ speaking and I can help you!
• My pleasure, I’ll be happy to assist you with this.
• Please allow me to gather some personal information from you. May I have your home telephone number?
• (If Customer does not appear under the phone number given, let them know, and ask if they have brought vehicle in for service before.)
• (If yes, thank them for being a loyal Customer and try to find them by last name.)
• (If no, thank them for the opportunity to earn their business and create a Customer profile for them in XTime.)
• Which vehicle is your call regarding? (Year/Make/Model)
• (If Honda) What service codes appear on your Maintenance Minder?
• (If Toyota) Your next recommended maintenance service is XXX. Is this the service that you wish to schedule?
• (Check Dealer Daily for Toyota recalls. If there are open recalls, let the Customer know, and ask if they wish to have them taken care of during their visit.)
• Anything else that you’d like us to check out, since it’s coming in anyway? We also offer complete Detail services, if you would like to schedule that at the same time.
• Will you be arranging your own transportation or taking advantage of our shuttle service? (Unless oil change or other Waiter. If the concern is an electrical concern of any kind, it must be a drop off. The Customer’s SA will be able to give the Customer a good idea of how long it will take once the technician has an opportunity to see the vehicle.)
• What day works best for you?
• Let me check our service calendar for a convenient drop off time… We have an opening on ______ (day) at ______ (time) - will that work for you?
• What email address/textable phone number may we send your confirmation to?
• We have you scheduled to meet with your Service Advisor at ____AM/PM on _____ (day). You will be meeting with _______________. Our goal is to complete your visit in roughly XX hours, but your Service Advisor will be able to give you an exact time when they check in your vehicle.
• (If new Customer, explain service drive and shuttle process.)
• Again, my name is ____________and if for any reason you need to reschedule, will you please give us a call?
• Have I answered all of your questions and provided you with excellent service today?
• Thank you for calling and have a great day!

Declined Service(s)

If You Get Voicemail
Hello, __________, this is __________ calling from Motorcars. Please call me at XXX-XXX-XXXX. Thank you! Have a great day.

If a Human Being Answers
Hello, this is __________ calling from Motorcars. Is __________ available?

Hello, __________, this is __________ calling from Motorcars. Your Service Advisor recommended some work during your most recent visit, and I’m calling today to schedule your reservation.

We have an opening today at __________. Will this work for you, or would another day be better?

If They Push Back
I understand. Do you mind letting me know what obstacle we might be able to help with?

If It’s About the Cost
I realize that this might be an unexpected expense. If it will help, we have a special coming up next week on (depending upon which service was declined):
Alignment - $95.96 (normally $119.95)
Brakes - Save $50

We also offer a deferred interest credit card that allows you to take up to 6 months to pay for any work that you have done. It can also be applied to needed parts, such as tires and so on. Would this be helpful to you?

IF IT’S ABOUT BEING WITHOUT A CAR (only applies to brake jobs)
If it will help, I can offer a 1-day rental at no cost to you while you have this work done.

IF YES
Great! What I’m going to do is to schedule your reservation and I’ll add a note to your Service Advisor, so they’ll know about this.

(Make sure you schedule them with the same Advisor who made the original quote.)

IF NO
That’s fine. When you are ready to schedule this service, please let me know. My name is __________ and you can reach me at XXX-XXX-XXXX ext XXX. Is there anything else that we can help you with today? (Pause) Thank you! Have a great day.

No Show Follow Up

Hello, this is _____ calling from Motorcars. The reason I’m calling is that it looks like you may have missed your recent service visit. We understand – life happens.

Would you prefer to reschedule in the daytime, evening, or on a Saturday?

I have 3 times open on __________ … one at __________, one at __________, and one at __________. Which is best?

Great! I have you scheduled on AT . We have you scheduled for . Is there anything else that you wish to add?

Excellent, we’ll see you at ON . Have a great day!

IF THEY PUSH BACK
I understand. When you’re ready to reschedule, just call us back at XXX-XXX-XXXX. We look forward to seeing you again soon!

Recall Script
If You Get Voicemail
Hello, __________, this is __________ calling from Motorcars about an urgent safety recall.

Please call me at XXX-XXX-XXXX extension XXX. Thank you!

If a Human Being Answers
Hello, this is __________ calling from Motorcars. Is __________ available?

Hello, __________, this is __________ calling from Motorcars. Your vehicle is subject to a safety recall by Honda/Toyota, and I’m calling today to schedule this service. This service is intended to improve the safety and reliability of your vehicle, and it’s completely free to you. If you like, we can schedule the recall service at the same time as your next maintenance service.

We have an opening today at __________. Will this work for you, or would another day be better?

If They Push Back
In addition to improving the safety and reliability of your vehicle, Honda/Toyota requires this service to remain compliant with your vehicle’s warranty.

Would an evening or weekend reservation work better for you?

ToyotaCare

If a Human Being Answers
“Hello, this is __________ calling from Motorcars Toyota. Is __________ available?

Hello, __________, this is __________ calling from Motorcars Toyota to schedule your ToyotaCare service. This is a free maintenance service that we provide that includes everything but air filters and wiper inserts for the first 2 years that you own your vehicle. We have an opening at __________ on __________. Will this work for you, or would a little later be better?”

If You Get Voicemail
“Hello, __________, this is __________ calling from Motorcars Toyota to schedule your FREE ToyotaCare service. Please call me at __________ ext. __________ to schedule this service. I’ll be happy to help. Thank you!”

ToyotaCare Plus

If a Human Being Answers
“Hello, this is __________ calling from Motorcars Toyota. Is __________ available?

Hello, __________, this is __________ calling from Motorcars Toyota to schedule your next maintenance service. I see that your ToyotaCare service plan is about to expire/has expired. Would you like to extend your ToyotaCare coverage?

Extending your ToyotaCare will extend your coverage for maintenance for an additional 2 years. This will cover your first major service, which is normally $160. It will also cover 3 additional services after that. Extending your plan will also extend your roadside coverage for an additional 2 years. This covers flat tires, no starts, running out of gas, and they will get you to the nearest Toyota dealership anywhere in the United States.

There are 2 ways that you can extend your ToyotaCare. One is to pay the total amount of $329 plus tax.”

If They Say No
“That’s fine. Let’s go ahead and schedule your next maintenance reservation.” (Continue with service scheduling process.)

When They Say Yes
“Excellent! Let’s go ahead and schedule your service, and then I’ll take your credit card information so that we can extend your ToyotaCare coverage.”

F*ck President's Club

Look, we get it: Salespeople are like puppies - they like to be praised. But they already make more money than almost anyone else in the company. Do they really need another paid vacation, too? And one that's better than anything the folks in the rest of the company will ever be able to afford?

If you're going to tell the non-sales folks that they're equally important, don't make it so obvious that you don't really believe that.

What's that? You include a token few non-salespeople among the celebrants, nominated by their manager or a consensus of managers? Bully for you. Now you're just rubbing everyone's face in the fact that you play favorites, too.

Either pick one person per department or - more sensibly - eliminate this ridiculous expense. Of course salespeople beat their goal. That's their job! Their reward is a fat paycheck!

President's Club is nothing more than a participation trophy for the folks that Management likes. Everyone knows that. They talk about it the entire time you're gone. Instead of working. And they hate you for it, and they hate Sales for it, even though it's not Sales' fault.

It's yours.

The View from the Back of the Room

The next time that you attend a conference or large meeting - especially if a new idea or plan will be introduced - do yourself and your organization a favor and sit at the back of the room. Then watch the other attendees carefully. Some body language is fairly obvious. Some, not so much.

• If they frequently look to the attendees seated to their left or right, it's likely that they disagree with what is being said and are looking to see if their peers agree.
• If they look at their phones... well, this one's pretty obvious.
• If they sit up straight well into the talk or meeting, they are engaged, but the engagement may be positive or negative.
• Are several of them slouching? Engagement is probably low.
• If they fidget and move around as the talk or meeting goes on, they likely feel the material covered is something that they already know and their time is being wasted.
• If there are some who look down a lot and don't appear to be on their phones, it may be due to pent-up hostility.
• If they appear to be doing a lot of writing, and the event is not a class or lecture, it is likely they are completely disengaged and are doing other work.

Eating as Behavior Encouragement

Have a team member who is absent more than you’d like? Buy lunch for everyone on the day they don’t show up, and only that day.

Repeat if necessary (it probably won’t be).

Machiavelli May Have Had a Point

Want someone to improve at a particular KPI? Walk up and thank them for it. Not when they get better - now. Don’t mention the number or whether it’s good or bad - just thank them for it.

The first thing they’ll do is run back to their desk to see what you’re talking about. If the number isn’t terrible, they’ll be sure to improve it, because everyone wants to be a hero - especially in their own eyes.

If the number IS terrible, they’ll assume you were being sarcastic, and that you are watching them like a hawk. Either way, performance will improve. If it doesn’t, they are almost certainly planning to jump ship.

Plan accordingly.

"When I Was at X, We Used to Y..."

Suppose you throw a party, and a friend of one of your guests starts off a conversation like this:

"The last party I went to, they had little Beef Wellingtons on tapas plates. Do you have little Beef Wellingtons on tapas plates? You should really look into that, because they're delicious. They also had this really cool game that we all played; it was a riot! What activities do you have planned?"

How likely are you to invite this schmuck to your next party - or the friend that brought them?

Believe it or not, many folks* who move from one company to another do this exact same thing, oblivious to how rude and condescending they sound. Sure, you want to share your expertise, experience, and problem-solving skills, but you're missing 2 key words from the end of that sentence:

...when appropriate.

It's fine to suggest new ideas. It's even fine to suggest old ideas, if you think you know enough about the issue to understand it from your new co-workers' perspective. Usually, though, we don't. We talk when we should be listening and absorbing. As a newbie, that's your main job. If someone asks for your opinion, fine - but don't mention what you did at your old employer or who they were. At best, it comes off as grandstanding. At worst... well, if you don't know, this article is definitely for you.

Even when you do voice an opinion - when appropriate - it's always best to couch it in a way that leaves room for a conversation. Maybe this:

"I'm guessing that you probably already tried Y. How did that work?"

First, you're giving the other person credit for probably thinking of and trying the obvious solution(s). Second, you're acknowledging their expertise by asking for their observations regarding the result. Third, you're establishing that you don't have all the answers, but you're willing to roll up your sleeves and work on it together.

Popping back to our party guest metaphor, the new employee who does this is the one who runs out for beer/wine when you're low, offers to drive the really drunk guest home, and helps clean up afterward.

Those are the folks who get invited to every party.

*Guilty as charged - but I'm much better now.

Depth Charges

Every task should be done by the least expensive person who is capable of performing that task effectively and efficiently.

In other words, if you are an IT Manager who spends 4 or 5 hours to save the company $200 on its monthly phone bill, you have actually cost the company money... plus avoided doing the job that you are actually paid to do.

In the end, it's all about effective delegation. If you can't do it, you can't look yourself in the mirror and call yourself a manager.