Best Practices

The importance of data orchestration & connectivity in 2022

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As we progress more and more in the “information age,” and move into what looks like a strong 2022 for automotive, different things become key to our strategy when it comes to creating customer experiences. And we always have these technological “eras” that revolutionized how we think about our marketing and customer communications. It used to be mobile responsiveness, then it was how to apply smart machine learning. Now because of all the information flying around, we’re moving into the next phase of data orchestration and connectivity . This is the missing piece in the accelerated dealer-tech adoption we’ve seen over the past year and a half that will be key to a successful digital infrastructure. Modern retail and machine learning decision-making are mostly just givens at this point. Connecting the data in a meaningful way and minimizing data silos is our next priority as an industry.  What is data orchestration? Data orchestration is the process of taking siloed, disjointed data and connecting it together into one organized, cohesive system. Historically, this has been quite difficult in automotive because the data sources are not built in a way to share information easily. Today, there are new technologies focused on solving this for dealerships to continue the focus on seamless customer shopping experiences.  Let’s discuss why this is so important for automotive.  I cannot tell you how many times I went to a dealership’s website, looked at a specific VDP, filled out a form, and then got an email about a totally different vehicle. Or, other times when I went to a dealership’s website, looked at 2-3 vehicles, and then got retargeted by an inventory specific ad based on my search (sounds promising right?); However, when I click on the ad, it takes me to an oops page (404 page) because the car was already sold and/or taken down from the website even though the ad is still driving traffic to that VDP. I even see back to school Facebook ads running mid-November, which is clearly no longer relevant.  Challenges like these are a function of the information overload we’re facing. There is data and information everywhere and because it’s not connected, it’s creating really poor user experiences. Your dealership needs to invest time and resources into understanding what data orchestration is and how you can implement this at your dealership.  Here are three things you can do to get started: Map all data silos Map out all your customer touchpoints and data sources into one spreadsheet or document. This makes it crystal clear to understand where and how you’re communicating to your customers and how that data is then fed back to your dealership. Once you have this mapped out, you can understand what is extremely siloed and what needs to be connected.   Find a data hub There are a couple softwares that do this well-- find them. Invest in technology that connects your systems and customer touch points so you can create seamless experiences. This part of the process will also probably involve consolidating vendors.  Ever have a lead from a chat that also converted on a trade in? Were you able to see one solid customer journey, or two journeys for the same lead? T hat’s what we’re talking about here: consolidate.  Execution engine  Data orchestration is only half the equation. Once you have connected data, it’s critical you can execute and take action based on insights. For example, are your ads reflecting information from your CRM? Are your email follow-ups based on website activity? Making sure your marketing machine is leveraging the orchestrated data will be key to success in 2022.  While this may have seemed impossible five years ago, technologies outside of automotive have proven the possible and shown us the importance of data orchestration and connectivity. This trend to connectivity and orchestration is playing out all over society in different systems. In the tech ecosystem we've seen the emergence of micro-services and data coordination systems like Kubernetes and Docker. In IoT (internet of things) we've seen IoT opps to connect data from numerous sensors and orchestrate the information. There are endless examples that prove its path to automotive digital is coming soon to perfect the customer journey.   Let’s get started.
10 + 10 = Exposure

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Answers these questions honestly: Do you have a Compliance Management System (CMS) and whose responsibility is it? When was the last enterprise risk assessment to ensure all personal and dealership assets are protected? (Who has looked at the “big picture?”) Who trains the staff about compliance and how often? Has anyone ever done an analysis of your insurance policies to determine if there are any holes in your coverage?   Do you have a process at the dealership to find and fix online consumer complaints? Do employees have a channel and mechanism to bring their complaints to the attention of management?  When was the last update to the Employee Guidebook? Do employees sign a Legal Rights Agreement? Are you using arbitration to settle disputes with consumers? (In practice, do you understand why this strategy is highly ineffective?) Are you prepared for a local media story? Do your employees know what to do, what to say, or who to direct the reporter to? Who audits your websites on a monthly basis to ensure compliance with advertising laws? Who inspects your other advertising?    Does your dealership have work to do?  Any one of these issues could cost you a lot of money.   Remember, it’s not how much money you make that’s important.  What’s critical is how much money you keep! Consider the “what if.”  What if…this were to happen or that were to happen?  How would you handle it? If those ten (10) didn’t stimulate you enough, here are another ten (10): What would you do if a regulator walked into your dealership? Do you have a plan as to how you would handle that situation One very large dealership group with more than eighty (80) stores allowed the Federal Trade Commission (FTC) to survey its customers to ask them about potential dealership wrongdoing.  What would be your thinking here? How would you handle that?  Have you started your work on the new Gramm Leach Bliley regulations?  The deadline is December 9. Unfortunately, the new regulations are complicated enough that you cannot simply write a check for an “app” to be compliant.  Some of your work will require good ol’ fashioned shoe leather.  Is anyone tracking how your waste (oil, batteries, tires etc.) is being disposed of and have you ensured your vendors have the adequate insurance to protect the dealership if it’s not handled properly?  Do you have a recall policy for your used vehicles?  Whether or not the used car is “your brand,” did you know the dealership would likely be liable if a customer were in an accident as the result of an unfixed recall? Have you ever checked to see how your IRS 8300 processes are working?  Are your cashiers receipting in monies with enough detail for you to track the transactions?  (Did you know the fines for non-compliance are up to $3 million and potential jail time?)  Did you recently inspect your Red Flag compliance?  Are your F&I managers just “blowing past” that screen and selling vehicles without paying attention?  This is a critical issue which will help in your defense if you are ever taken to court for selling a vehicle to someone with a stolen identity. As a dealership, are you sending out Adverse Action Notices in compliance with the Fair Credit Reporting Act (FCRA)?  Failure to send these could result in a class action lawsuit to include punitive damages for “willful non-compliance.” Are you selling repossessed vehicles or salvage vehicles without disclosing this status? Does your staff know how to handle an Office of Foreign Asset Control (OFAC) “hit” on a potential buyer’s credit application?  Do you have a procedure in place?   These questions are but a few of the concerns for your dealership when you are thinking about your daily risk.  As one dealer friend of mine advises, “Button up!”. Another says, “Stop everyone from reaching into your pocket!” Practice your “what ifs” and prepare!   In my experience, it’s not necessarily “if,” but “when!” Watch the YouTube video here . Check out Tom Kline's YouTube Channel for relevant information which is at the forefront of sharing preventative measures and insightful actions that you can take today to protect your dealership.
Google Analytics 4 – The Change You Have to Make Happen Now

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July 1, 2023 is the all-important date Google has announced it will discontinue Universal Analytics. At that time, the new Google Analytics 4 (GA4), the new privacy-first version of Google Analytics will become the standard for website measurement.    If you are anything like me, this far off deadline has meant nothing, that is until a recent conversation I had with Dave Spannhake of Reunion Marketing . I realised that this is a huge change in the world of dealership analytic reporting, and the change requires that dealers pay close attention now.  Most importantly, is that if dealers do not have GA4 in place now, then they will lose all your historical data in 2023 when they need some comparison.   Dave is a smart guy and outlined some very important reasons as to why dealers need to be aware and start the migration to GA4 now.  1.   Universal Analytics stops collecting data on 1 July 2023.  According to Google on July 1, 2023, standard Google Universal Analytics properties will no longer process data. You'll be able to see your UA reports for a period of time after July 1, 2023. However, new data will only flow into Google Analytics 4 properties. 2.   GA4 is a complete rebuild with a steep learning curve.  GA4 is a completely new product. It’s privacy-first, designed to fill in the gaps created by restrictions on cookies and identifiers. However, because it’s a complete rebuild, dealers are going to need to learn to use GA4 from scratch. And as many users have been finding, even though GA4 has a lot of features it takes a while to learn.   3.   Dealers need to set up GA4 before it will start collecting data Because dealers rely on historical data they will need to set up GA4 long before they intend to start using it.  If dealers want to make year-on-year comparisons, August 2022 vs August 2023, dealers will need to set it right now.   4.   GA4 Setup is more intense this time. Requiring Google Tag Manager and Google Analytic access. This is a huge hurdle dealers to be cognitive about.  Universal Analytics allows stores to track conversions via Google Analytic Goals.  However, tracking of conversions via goals is no longer part of GA4.   All of the conversions and goal tracking is moving to Google Tag Manger.  The major downfall becomes, that dealers will not have immediate access to tag manager setups on third party plug-ins like chat and trade in tools.  Dave explains, “The majority of website plugin vendors are not properly set up for tracking, including most digital retailing, chat, and trade appraisal leads - creating a blind spot for dealers when tracking website conversion across all key pages” 5.   Google will eventually delete your historical Universal Analytics data. Google has indicated that UA will continue to hold historical data for at least 6 months after July 2023. They have recommended that dealers export their data prior to this time to have access it for longer.     6.   GA4 will ONLY store 14 months worth of historical data   Often as dealers we are looking back further than 14 months at a time to review seasonal trends and or events related to the economy. This will no longer be the case as the new GA4 is only going to store data for 14 months.  This puts the requirement of storing older data on to the dealership.    Some of the benefits of the change for marketers will be that they can now track users across multiple websites, apps, and other digital assets tied to the shoppers journey.   GA4 will also intimately tie Google Tag Manager in with Google Analytics to get a true sense of how the consumer is behaving on dealer websites.  Also, the new platform will be moving to new metrics such as Engaged Sessions and Engagement Rate to really get a better idea of site performance.  While a lot of this seems overwhelming, there is hope and help available to get dealers going. Dave Spannhake, and his team at Reunion Marketing are offering free setups of GA4 as a give back to the industry for the month of July and August.  What better way to have this done for your store than a true digital marketing agency doing it all for your dealership. 
Dealing with Digital Disruption: How to Make Digital Retail Work for your Dealership

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Over the last few years, a combination of advancing technology and changing consumer behavior driven by the pandemic have pushed digital retail to the front of the pack of potential disruptors in the auto industry. OEMs from Tesla to Ford are embracing digital retail, but many dealers are struggling with the new landscape.  To get some perspectives that might help, I recently spoke with Lindsay Ciavattone , CarGurus’ Director of Dealer Relations for digital retail. With a background working at dealerships and an eye on the next generation of digital retail tools for dealers, she’s uniquely positioned to share insights on where digital retail is now, how dealers can choose the right solution, and what you need to do to get the most out of it. Jeremy Sacco: We’ve all been hearing about digital retail for years, and adoption has been slow to catch on. What makes this the time for digital retail to disrupt the old shopping models? Lindsay Ciavattone: Digital retail is disrupting the industry today because the customer is demanding a new experience. Until now, dealers determined the process, and customers had to go along with it. Now, with the increasing level of choice and availability online, and nationwide competition, dealers need to find a way to meet these new customer needs and provide the experience they want. Dealers need to disrupt themselves to serve the customer – before they get disrupted by somebody else. JS: We know that change isn't easy for some dealers, and incorporating digital retail is a significant change. What adjustments do dealers have to make to make sure they're getting the most out of digital retail? LC: Dealers need to understand first that a digital retail tool is just that: one tool in the toolbelt. It’s only as effective as the customer input and how the dealer personnel respond. Some think it’s a magic tool, that it’ll do everything for them, and essentially sell the cars in some new way – and of course that’s not true.  It’s also important to put a consistent lead flow and communications process in place – one that’s simple and holds people accountable. Whether you have one store or 100, process is critical, so your customers and your employees have a similar experience across the board. A great process means you can: Consistently move deals forward – you're not going back to ask questions you already have answers to in your CRM. Focus on removing obstacles that prevent sellers from doing their jobs. Act quickly – customers today expect fast responses, especially for sensitive information like credit applications. Provide a holistic approach to customer communications – phone, video, texting, however the customer wants to engage.  JS: We know that 'one size fits all' never works for dealers - or for shoppers, for that matter. But sometimes it seems like digital retail is implemented in ways that force both dealers and consumers down a narrow path. How can dealers make sure they have choices when implementing digital retail? And that they're providing options to their consumers?  LC: The first step of your due diligence when evaluating a new tool is to make sure the vendor can align with your values, your goals, your corporate structure or individual style – that they can work with you to meet your individual needs. Dealers should choose a vendor who can be their partner and work closely with them, and who can be flexible on implementation – including the ability to add or remove certain features to match your goals, as well as flexibility around integration with other systems. If it’s your first venture into digital retail, it’s important to take baby steps. A staggered rollout, for example: if you have several rooftops, get your digital retail footing in one, then roll it out to more stores. That approach helps if you have employees who may not be excited about new tools – when they see other stores have had success, they’ll be more eager to get on board. JS: If you were a dealer shopping for a digital retail solution today, what would you look for?  LC: A seamless integration with the lowest level of effort. It’s easy to say that, but not easy to find in practice – I'd look for a company that would work with me in a transparent way, that was quick to troubleshoot if necessary, and that provided all the support I needed to get up and running.  The tool itself should be as frictionless as possible, allowing customers to choose which steps of the buying process they do or don’t want to do online. Some customers are comfortable going all the way to putting in a deposit or a credit app, while others are less comfortable and just want to get through finding the right car and booking an appointment, so look for that flexibility.  Finally, as I mentioned above, you want flexibility on your side as well – in which features you implement and how you integrate with your existing systems so you’re able to create that seamless process from start to finish. JS: You’ve touched on that integration piece a couple of times. Can you give a little more detail on how a digital retail tool should connect with existing systems?  LC: If you walk into any dealership and take a look at the F&I manager or any salesperson’s computer, you’ll see 27 tabs open: OEM tools, CRM tools, inventory management, accessories, parts, financing, all kinds of things. A digital retail tool that simply drops customer information into existing dealer systems is ideal – that’s one less thing to open, to learn, to get running. I’ve talked to many, many dealers who are unwilling to work with a partner that requires dealers to use a new system, and I can completely understand that from my past experience working in dealerships. Ultimately, success will come from integrating a digital retail tool that fits into the flow of what you’re already using and allows you to maintain control of the sale.
Seeking and Creating Environments that Honor People: How Sarah Vantine is changing the BDC

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In preparation for our meeting with Sarah Vantine of Quantum5 , we spent time researching the company and reviewing her profile. Anything but ordinary comes to mind. Clear messaging about who she is, what she does, and most importantly, why she does it, sets the tone for a very people-centric conversation; the synergy between Sarah and Quantum5 exceeded our expectations. As Sarah sits in front of an elegant bookshelf, decorated in accolades, she boldly smiles and tells me that she assembled it herself when she was eight months pregnant. What would follow would be two people interacting, truly engaged. By the end of our conversation, I would understand the power of forward-thinking approaches to the BDC, vision boards, and how a dolphin toy on the desk of an employee was the game changer that made it all connect. Balance, Success, Courage and Seeking The word balance, to me, has always kind of been misleading because it implies that you always hold everything in equal measure. The reality of it is that at different points in time, you need to let go of one thing in order to focus on another. You can't physically hold on to all of your work and personal responsibilities equally and at the same time. What allows you to achieve your goals, personal and professional, is having the courage to seek out opportunities in which you can build a support network. There are companies out there where the mission statement is cookie-cutter and may not actually be reflective of the core culture, something you will notice when you consider things like retention of employees. I have sought opportunities that have allowed me to have a level of support and understanding, which has really been the secret to my success. “This was the best thing to happen to me so far in my career.” I am so thankful to be a part of the team that I am with now. Finding Your True North “It's not personal, it's just business.” Ken Herfurth sums it up really well, "it's always personal." In every business, there are always people. There is a person at every single interaction. It is never just business, there are always elements of personal experience woven into the very core of business. When Dave O’Brien and Ken Herfurth, the Founders of Quantum5, approached me, I had, up till this point, really made an effort to create a future within the BDC departments. We really focused on the individuals within the BDC itself. The term BDC is such a loose term for a variety of departments. You may find a dealership that says that they have a BDC department and in reality, they have two people answering calls and transferring them to somebody else; they have no authority, there is no empowerment and their job is quite limited. This leads to people within the dealership viewing them as an expense and someone who will never have the opportunity to move up in the organization. And so, one of the challenges that I always encountered throughout my career was challenging the perception that existed in terms of the BDC and what the BDC was capable of. I focused on putting the human aspect first and by focusing on how I developed my people allowed for the development of better customer relationship and management skills. When Quantum5 came along and I asked them about their reason for building the company, some of the pain points that they highlighted were things I had experienced in my own career and their values really impacted me because my heart was fully aligned. I had the opportunity to do something I really believed in on a larger scale, impacting hundreds of dealers, based on values that really represented my true north. Oftentimes in automotive, training is an event and it is done in a vacuum. And so what often happens is you go to a training seminar or a trainer comes in and you're pulled off the sales floor, you're pulled off the phones, and you're stuck in a room with this person. And then at the end of the training session, you go back to reality. Whatever was covered in that session slowly fades away. So, having the opportunity to take what I was doing in the BDC, like daily check-ins with all of my staff, is also really important to me. Although incredibly time-consuming and at times quite difficult when you're talking COVID and some of the restrictions that happened with face-to-face interactions, we still made an effort to have those one-on-one conversations. We used those sessions to understand what the challenges were and what we needed to adapt and adjust. How could we better serve our clients and build on that culture of creating and nurturing mutual trust? One on one human development directly impacts culture, skills development, and creates a better learning environment. What can we expect at CXAUTO2022? There are three strategies that we are going to unpack in the work session. We are going to talk about enabling multi-channel communication strategies within the BDC and what that really means at the end of the day. There is a lot of technology out there, and there are a lot of conversations around removing the human element by introducing chatbots or a predetermined response menu where the customer selects buttons and that becomes the full engagement experience. The reality is that people want the best of both, a combination of human interaction and technological implements. The customer does not want technology in a vacuum; they want a personal touch and they want to feel like they matter as an individual to the business. One of the biggest opportunities is including the BDC in developing communication skills to deal with a variety of clients. For the client, it feels familiar when a business really takes time to listen to them and facilitate human communication, allowing for their receptiveness to be elevated. The conversation becomes something of value for the client as well as the business. It is important that the BDC is equipped with the skills necessary to understand strategies that are going to lead to success. The second component of our work session will be focused on step-by-step instructions for a dealership to adjust their processes to best suit their customers' needs. An example that I can share comes from one of our case studies. Noises in vehicles are often one of the hardest things for a technician to diagnose. If you don’t have a good strategy to help the customer communicate the issue, it becomes very difficult for the technician to replicate the problem and without the information, they are unable to diagnose it. This creates frustration as the customer ends up having to return multiple times, a clear indication of a pain point within the dealership which is reflective of an existing process not being beneficial to the customer experience. The case study that we will be sharing is that of the Scott Clark Auto Group, who is a brilliant example of what can happen when you truly understand and adjust your process to the customer's needs. Lastly, we will be talking about strategies that really engage and retain the best professionals for your organization. Everyone talks about employee retention. We will be focusing on the human element and understanding what drives employee attrition. The BDC Representative oftentimes feels unappreciated and undervalued, and this is sometimes linked to a lack of training and development, essentially a lack of opportunity to grow within the organization. People are seeking companies that put people first and invest in them individually through teaching them how to interact with people, and how to become a successful person not just at work, but in life. We have some amazing strategies that we will be sharing with dealerships that focus on how to truly gauge employee satisfaction and how to adjust processes in order to retain talent. We dig deep into figuring out and understanding the people on your team. What makes them unique, what are their challenges? How do we best integrate this alongside the department and dealership goals? In BDC specifically, oftentimes we get hyper-focused on how many phone calls are being made. How many customers we are talking to, and how many appointments we are booking. But really, at the end of the day the person behind the scenes has a very complex life and they have their own goals and challenges that may not be obvious or mirror the same as the department’s. And so, the key strategy is to understand and then align the goals to the business. Sarah will be joined by Elizabeth Martin, the Service BDC Manager at the Scott Clarke Auto Group , as they discuss The New BDC: Best Practices to Capture and Upsell Service Business at the upcoming CXAUTO2022 . You can expect great insights based on case studies that illustrate concrete steps implemented to improve retention and continue to build value for customers. The new BDC is driven by innovative management and leadership practices that focus on honoring the individual through training and development and, ultimately, aligning the complexity within people, teams, and departments to achieve business goals. We would highly recommend that you see Sarah live! You can read more about her here
Fixed Operations Marketing: The Revolution

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The Niello Company started 101 years ago in the Fixed Ops Department. “I try to remind everyone of that all the time” Tully Williams, The Fixed Operations Director, laughs. I was projected onto a boardroom smart screen and before me, sat two gentlemen in really good suits, with the company values behind them. They smile and introduce themselves. I meet Tully and David together; they will be presenting at the upcoming CXAUTO2022 in Marina Del Rey this June. Tully’s Story You have extensive experience in Fixed Operations. How did you get started and what has kept you here? I started as an independent technician and I really just enjoy dealing with people. I really love to talk to people and Fixed Ops gives me that; I get to help people out. I love to be in service, greeting the customer; I am training to have my retirement job as a Walmart Greeter. I just want to help people and listen to all the stories and Fixed Ops has a lot more engagement with customers, long term engagement. "People keep me here, customers and employees." What has changed, what has been disrupted? When I started, we hand-wrote repair orders and of course, we now have computers and systems in place. What has been disrupted is the inspection; the electronic part of the inspection of the automobile. With the technician inspection piece, before it was like, my car is broken, fix it. Now we do an in-depth inspection on your car, we take pictures and video, we are marking down all the stuff to give you a list of the specifics and to me, back when I started, that wasn’t even in the realm of operations. The whole thing has changed for the better of the consumer and I believe also better for the technician. As we continue further along this journey, what we are really focussed on is making it easier to do business with us. We are focussed on mobile integration and accessibility; how can we make everything visible on the customer’s cell phone? How do we get them to say yes via their mobile device? There are a lot of people in this space but it is still kind of clunky. David’s Story Can you share your journey within the automotive industry with us? "Joining The Niello Company, working on the retail side, feels like I have completed the triangle" I always wanted to start in DMS so that I could truly understand what dealers prioritize and focus on. In order to become a Lead Installer, you really need to master all aspects of the DMS and I was fortunate enough to achieve that within my tenure at Cox Automotive . I then went over to the OEM side of the business working for Ford Direct , the digital arm of the Ford Motor Company which was just fantastic. In terms of my region, I was responsible for the Pacific NorthWest, from San Francisco up to Seattle and all the way over to Montana, over 193 dealerships and focussing on all aspects of digital marketing. I was working with the regions and the dealers on what they were doing to drive more quality traffic to their websites, what they were doing to convert that traffic into leads, and, then most importantly, what they were doing in terms of lead management. There was an opportunity for us to improve processes in order to harness the potential of the traffic that was being driven to their sites. My performance got the recognition of Chrysler and I then got recruited to work for their biggest business center, which covered six States in the South East. With a little over 360 dealers, that role expanded my responsibilities and I got control over our Tier Two budgets, and then also complete control over the Tier Three spaces as well. We focussed more heavily on Tier Three because that is where we saw the most opportunity. As the National Digital Marketing Manager of Stellantis , a really fantastic experience, I had the opportunity to work with all aspects of an OEM and assist in keeping our dealers afloat during COVID by rolling out our digital retailing strategy. What is different now, how has your focus changed? With the OEM, it's really easy to get focussed on just one aspect of the business. In my role, I was laser focussed on new vehicle sales. There are so many profit centers within a dealership, I can now expand my horizons and create profitability across all departments, there is just so much more to work on to create a healthy and successful dealership.At the start of the pandemic, with Stellantis, the focus was really, how can we save as many employees as possible? When I transitioned over to retail amidst a different kind of crisis, the micro chip shortage, I was presented with a whole new set of challenges, challenges we continue to confront every day. On the Partnership between Fixed Operations and Marketing: What is certainly understood here at Niello, from the top to the bottom of the organization, is that we are all part of the same Ecosystem. That Fixed feeds Sales and Sales feeds Fixed and that is our universal truth; that is something that we hold near and dear to our hearts. On average within the industry, about 3% of the marketing budget is dedicated to Fixed Ops, that is not the case with The Niello Company, we take Fixed very seriously. One thing that makes us unique is that we have a specific Agency that is dedicated to Fixed Operations and the main reason is that we want them to be passionate about Fixed Ops. We need them to focus and to understand that what is important is answering how they are actively helping us to drive more traffic and convert more appointments so we can have more inspections. We take it seriously, we track it every day, and we meet with our Agency three times per month. We start with a past month’s performance review and then we meet in the middle of the month to make sure we are dealing with course corrections: is there anything we are falling behind on and are we hitting our targets And then, most importantly, what are we planning for next month? We are really committed to that and what is really fun about it is that we bring everyone into those meetings. It’s not just our Fixed Ops Director. We have our department heads included, our Service Managers and Parts Managers; they are all on those calls. We are focussing on what they are focussed on. We have that kind of community, the idea of centralized success. Within Fixed Ops, we focus on crafting a clear message and then making it measurable. "The key question is: are we driving appointments into our service bay?" Marketing and Fixed Ops work together really well. We set the message and monitor it through the rest of the month. We do see this happening elsewhere but only at forward thinking dealerships. We have the right platforms to do this, and the right agencies. On Getting Buy-in, across departments and across Stores: We really want the Store to be involved. “Tully and David don’t know what is best for the Stores”; the Stores do. We may have a lot of ideas and we will most certainly share them but essentially, we want the Stores to make those great decisions. And of course, if we disagree, we will challenge that, but to be honest, we know that they know what is best. They also feel very engaged. It's their marketing plan, the Stores’ plan; we are here to support them on implementing and achieving that. On Change: "Are we projecting out what the change is going to be? Are we showing them the benefit?" We don’t force feed anything. Whenever we want to roll out anything, whether it is a new partner or a new region, we sell it to our Stores. We want them to see the value, understand what is expected and say “Yes, we want to move forward, we want to share this success too”. It starts with the culture of the store, behind us are our values. At The Niello Company, embracing change comes from the leadership and that really impacts culture within the Stores. Also, we show the change and we show it in multiple ways. We have these huge television sets in the service shop with all the stats of the technicians in the store, showing them how well they are doing and how great they are. In the sales office, we are talking about stats with the sales people and F&I people. We also push communications internally. "We communicate" The truth is, you can’t be secretive about the stats. We are an open book, transparency is not only important for our customers but for our employees and teams as well. “I want them to take a picture of their name on the screen and show their mother", Tully smiles. What to expect at CXAUTO2022: A high-energy and in-depth discussion on creating better customers through changing the way Fixed Ops services is marketed; through digital customer experiences. They work together to increase their service department value by building trust with their customers before they arrive. David and Tully will share new communication methods as well as their 3 Pillars of Fixed Ops Marketing Success. "All our decisions have to be based on a foundation of clean, visible analytics that every department head has access to" The Niello Company has been around for over a century, and together, Tully and David educated us on Fixed Operations Marketing, with insight that could only be gained through time and energy spent working hand in hand with their Stores. See the duo live at CXAUTO2022 We would highly recommend it! See more about Tully here and David here