I am a General manager at a Hyundai dealership in florida. I came from Atlanta and was brought in to turn a underperforming store around. The dealership has not met the minimum expectations of the manufacture and or the owner. I have been on the job since feb 17 2017. We finished at 100% market effective for the month of feb 2017 and we exceeded 100% market effective for March 2017 and are well on our way to exceeding the manufactures expectations in April My plan is comprehensive and insures market growth, retention and Exceeding the expectation of our customers. I plan to use what I call the \”focus 5\” approach some of the items have a date of implementation others even tho they may be in say step 3 or 4 but may be implemented with or near other items sooner, 1- people: my initial plan is to take the existing team and work ground level with them hand in hand to earn trust and to show them they always where the right people for the job, the lack of past success was a in store leadership issue not a personel issue. I want to honor and reward those who stayed the course and make sure they have the first shot at the rewards. I just promoted one team member into the finance department and have a solid plan on promoting the second team member into Finance within the next 60 days. These moves along with patiently hiring the right new team members will build unity and trust that has been lacking. Once units begin to increase we will move to step number 2 which is training and development. The thorough training curriculum will consist of weekly walk around and product presentation conducted by a new product specialist each week. This will be engaging as well as challenging as I will be the moderator. Weekly product quizzes for the entire group pre pared by a different team member each week. We will maintain a strict non negotiable policy of 100% in regards to the mandatory product training as outlined by hyundai. We will roll out Cardone university May 1st and each sales persons compensation plan will have a required training minimum. I also am adding an additional adjustment tied to the sales persons pay requirng bluelink activation and capturing the emails of our customers effectivce April 1st. The accountability that has already begun will continue to get more demanding throughout the year running parallel with the growth of the store in order to reach our full potential. step 3 of my plan is processes in all departments. Process\’s are the life blood of our business and will be the focal point as we move forward. Process examples including but nit limited to the \”needs analysis\” or what others call the guest sheet, Trade evaluations done each time with the customer, uniformity in the presentation of figures, service walk and introduction, proper delivery, after sale follow up the day after purchase, scheduling of the first oil change and driving the customer to respond to the manufacture survey as well as doing a review on the sales person and the dealership. We will also be launching a new department specializing in nurturing our service customers into new car buyers, this department will be up and running by May1st and will consist of a non confrontational soft sell approach using realtime and accurate data i.e. Appt details, RO, Vehicle trade value and how all of that makes buying a new hyundai make that much more sense. This department will consist of 2 people who will be more like customer service personal than sales people. They will reach out the day before the customers scheduled appt and will introduce themselves while letting them know we have real interest in their current vehicle. The following day when the customer arrives in service we will meet with them, make sure they are comfortable and begin the process if the customer has interest. Step 4 is to \”tune in\” Dial in the leads, BDC, team member and customers interaction, focus on what compels customers to buy and what compels each team member to operate at optimal levels. The BDC will be a crucial piece of our business plan as the BDC will take all incoming calls for Sales and Service, the BDC will also be working all incoming leads 24hr a day 365 days per year with a target response time of 10 minutes or less and answering with a quality response responding to the customers questions asked at the time of the call or lead submission. The BDC will be implemented on our before May 1st. The last step is \”total market domination\” this step started long before anything else as I like to look at operating a successful dealership / business as a chess match where you have to be many moves ahead of your opponent. I spend hours daily shopping our own store, hyundai competitors, other make competitors to learn what others may be doing well so we can fine tune and emulate or to find out there weaknesses so we can work to expose them. the more we sell the more money we earn to spend in advertising the bigger foot print we hav
