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Answer These 4 Questions & Increase Sales

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It takes more than great prices and great products to win over customers today! The number one opportunity in your business right now lies in improving your communication. You may have a great message, but if that message never gets through to your customers, it doesn't matter.  There are four questions customers ask before they fully engage. How these questions are answered ultimately determines how your message is received and if it is received at all. To be clear, these questions have nothing to do with the features of your products. They are much more personal; yet, they are the same for everyone. These influential questions are:  Why listen? Who cares? So what?  and  Why now?   Your customers may not come right out and ask you these questions directly, but that doesn't mean they're not asking them. The best communicators listen beyond the words, understanding that sometimes the words don't even matter. When you can answer these questions with confidence, connection, and congruency, everything changes! The business of our business is people, and it's the way that we treat each person and the way that we communicate personal value which matters most. Why Listen? The first question your customers are asking is: why listen? They want to know why on Earth they should listen to you. Here is the good news: you do not have to be the best at what you do; you do not have to be the smartest; you do not have to be the most talented, and you do not have to spend weeks establishing credibility or building trust. All you have to do is be likable. If they like you, they'll listen to you!  The 1st Law of Influential Conversations is:  Style is more important than substance initially.  Face it, we all like people who are just like us or how we'd like to be! Your customers are no different, and they all communicate in their own way. When our customers perceive us to be different from them or how they'd like to be, our message loses its influence. The best communicators tailor their style and approach by quickly identifying keywords and phrases that most resonate, by taking special care to speak in a tone, volume, and tempo that is most pleasing, and by using an adaptive body language to create the most familiarity and alliance. Moreover, the best communicators ensure that their words, voice, and body language are all communicating the same message.  When we tailor our style to each customer, it not only puts us in a position where our customers want to hear what we have to say, but it is also the only way to truly acknowledge, respect, and enjoy their differences.  Who Cares? The second question your customers are asking is: who cares? They want to know that you understand them. Without a little empathy, we are flat-out handicapped in getting our message through to our customers because people don't care what we know if we don't know them! It's not enough to have all the facts. It is their feelings, not your facts, that drive their behavior.  The 2nd Law of Influential Conversations is:  Their feelings dominate your facts.  Your customers are all led by six emotional motives. To feel important, to feel independent, to feel responsible, to feel secure, and to feel loved. The best communicators make each deal bigger and more meaningful to their customers by skillfully skipping the small-talk and asking really good personal questions, which help them learn, lead, and leverage what's most important. If we want to bring value, add value, and become persons of real value to our customers, we must align our messages with what really drives our customers.  When we discover the feelings that are motivating our customer's behaviors, we can position our messages so that they're not just received, but so they hit home and make perfect sense.  So What? The third question your customers are asking is: so what? Customers want to know how your product impacts them and their lives specifically. We all want to be able to lead others to take action and do business with us. Unfortunately, the only way anyone does anything is if they want to do it. It's not enough to provide your customers with reasons to buy. Your customers have to personally own the reasons to move forward. After all, customers buy for their reasons, not ours! The 3rd Law of Influential Conversations is:  Their words matter more.  Their words matter more because when they say it, they take ownership of it! It's all about taking what you know needs to be said, and guiding your customers to seek it, see it, and say it. The best communicators don't pitch. Instead, they paint pictures that help customers see themselves needing their product, they tell stories that allow customers to see themselves enjoying their product, and then they ask key questions that help customers articulate exactly why they should be buying their product.  When we help our customers experience exactly how our product impacts them and their lives, then our customers will be able to articulate exactly why they should move forward. Again, when they say it, they own it! Why Now? The fourth question your customers are asking is: why now? They want to know why a decision should be made now, versus later, or not at all. One thing is for certain: our customers will not take action until they want to take action. Urgency is not found in your customers simply watching or listening to someone or something. Urgency is created when your customers interact and experience something that is meaningful and exciting. Is your process fast, fun, and interactive? The 4th Law of Influential Conversations is:  Interaction fuels action.  The best communicators leverage the momentum that is produced through interaction to create an environment where their customers want to move forward. Nothing inspires action more than genuine interaction, but genuine interaction can only happen when both you and your customers are completing a task together. This could be filling out a survey together, completing an application together, experiencing a product together, or selecting various options together. What's important is that whatever action you're taking, you're taking it together!   When we work with our customers and not just work for our customers, the whole deal becomes something that has mutual purpose with urgency, and everyone will want to see it through. The number one opportunity in your business right now lies in improving your communication. It's not enough to have a great message. We have to communicate in a way in which our message gets through to our customers. Answering the influential questions above with confidence, connection, and congruency, changes everything! When more customers know why they should listen to you, when more customers feel that you understand them, when more customers understand how your product impacts them specifically, and when more customers clearly see why they should act now, more sales are sure to follow. 
Why Should I Buy From Your Dealership? 4 Popular Products To Consider Offering

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So, you want people to buy your cars.  Let's say I'm your customer. As a car dealer, you know why you want me to buy from your dealership... So you can stay in business, hit your factory monthly goal, or finish number one in your zone, district, or country. That part is easy. But can you tell me why I should choose your dealership? What exactly do you have that others don't? Can you make me an irresistible offer? When the time comes for you to articulate your 'Why Buy From Us' story — be it on your website, or the sales floor — are you doing it successfully? After all, there's a lot of competition out there. The market today is full of consumer choices. There are new car dealers, used car dealers, Carvana, Vroom, and many more players. Many of these competitors will have almost everything that you do — be it great service, friendly sales staff, or appealing inventory. This makes for a very competitive market. A successful dealership needs a strong value proposition. Having a strong 'Why Buy From Us' message will make it easier for car buyers to choose your dealership over your competition. This story needs to be crystal clear — if it's too long, your customers will tune out. If it's not competitive enough, they'll go with the better option.  But how do you make the best offer, while still making the most money? Here's where I can help. My job is to help car dealers make more money while maintaining high customer satisfaction and retention. A good 'why buy from us' story needs to have a concrete offering — otherwise known as a product package. To help you make your story more competitive, I want to share with you the most popular 'Why Buy From Us' products. When it comes to choosing which one to add to your arsenal, there's no right or wrong choice. Each product addresses a different concern — you should know your market and which option makes the most sense. The most popular 'Why Buy From Us' products 1. Vehicle Return Program  The uncertainty caused by COVID-19 is real and has a detrimental effect on car sales. Many consumers are afraid of losing their jobs or being furloughed, creating hesitation in buying a new car. A Vehicle Return Program allows your customer to walk away from the car deal in case of job loss. During these trying times, this program can give your customers the extra confidence they need. If you can give them that security, they'll be more likely to choose your dealership. 2. Lifetime Engine Guarantee    Consumers know how expensive car repairs are. The most expensive of all is to repair or replace an engine. Lifetime Engine Guarantee covers the engine for as long as your customer owns the car and performs all scheduled maintenance at your service department. This is a win-win in terms of marketing and service retention. 3. Dealer-Owned Pre-paid Maintenance   You have two choices; either sell factory Pre-paid Maintenance or your own. Dealer-Owned Prepaid Maintenance is only good at your service department, which is good for you. With that in mind, you need to make it more enticing for your customers. The best approach is to give away the first year and upsell to three or five years in the finance department. 4. Combo Products  Preload 6 months of a combo product and upsell to a longer-term in finance. There are numerous combo products available — tire and wheel/key replacement/paint and fabric protection/paintless dent repair. Most consumers already understand and value these products, so the upsell shouldn't be an uphill battle.   How to deliver your 'Why Buy From Us' story A clear cut 'Why Buy From Us' story is the most effective marketing and customer acquisition/retention message. Make sure that it is properly displayed on your website (home page), and in the showroom.  It should be quick to explain, and easy to understand. It is mission critical that all of your staff are properly trained. Salespeople have to know what is included with the purchase of the car, finance managers have to know how to upsell, and service advisors have to know how to process a claim.   At the end of the day, your goal is to stand out from your competition and increase your market share. Not having a clear 'Why Buy From Us' message simply means you are ceding market share to your competitors, and that is something you cannot afford in 2021!
Preparing Your Dealership for Post-Pandemic Operation

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The 2020 coronavirus pandemic and its subsequent lockdowns have forced the automotive sales industry to get creative to keep the — frequently proverbial — doors open. From video calls to solo test drives at a customer’s home to complementary service appointment vehicle pickups, the customer experience looks much different now than it did just a few months ago. For most dealers, moving some parts of the sales experience online will be the new normal for at least the rest of the year. Whether you haven’t had the capacity, bandwidth, or the know-how to create these new contactless customer experiences, here’s how you can create the groundwork to run them smoothly.  Social distancing dealership appointments Depending upon the regulations in their region or state, many dealerships have had to deal with permanently closed salesrooms, while some have been able to sell cars by appointment only. When setting up private dealership appointments, treat the appointment like you would any other business meeting — it has a start time and an end time. It’s not a great experience if your first appointment is running behind, and the next customer arrives to find that there are a lot more people in the dealership than they’re comfortable with. Also, schedule a gap of time in between your appointments for sanitization practices. Wipe down surfaces and door handles. Offer masks, gloves, and hand sanitizer to your customers as a courtesy, especially if the customer will be touching cars on the showroom floor. Virtual appointments If you can’t open your doors for customers, you can schedule virtual video calls and record walk-around videos of vehicles the customer is interested in. This is our most popular contactless solution dealers are adding to their vehicles on CarGurus. You can run these on your smartphone or set up a computer with a webcam on your showroom floor.  It sounds painfully obvious, but make sure the car is clean. Vacuum the floors and fabric surfaces, wipe down the dashboard and clean the windows. If you’re recording a video walk-around to send to a customer, make sure your dealership’s contact details — such as phone numbers, email address, and website — are clearly displayed next to the video in the email or on your website if it is hosted there. Limit the video length to no more than two minutes to hold their attention and cover all the details and condition of the vehicle in the commentary. If you already know some details about the potential buyer, such as having three kids or a dog, make sure you personalize your description to match their needs. It will help them see themselves in the vehicle, even if they can’t actually get in the driver’s seat yet.  Free test drive at home Test drives are the bread the butter of car sales, and you can still do them if your dealership doors are closed with free test drives at home. Like private dealership appointments, you need to schedule the appointment with a start and end time. Set a limit on how long and how far a customer can test drive the vehicle. Make sure to calculate the time it takes for you to drive the vehicle to their home, the test drive duration, and the drive back to the dealership in the total appointment time.  Help your customers feel safer by wearing gloves, a face mask, and using hand sanitizer and offer these items to the customer when they’re in the vehicle. You can also use plastic steering wheel covers, floor, and seat covers, and plastic on the center console to keep contamination to a minimum. Contactless purchase Of all the contactless services dealers are offering right now, contactless purchasing will most likely stick around longer than the others. Buyers are open to it: according to an April 2020 CarGurus survey of 722 car buyers in the U.S., the percentage of car buyers open to buying online jumped up from 32% before the pandemic to 61% in April 2020.  Before you get started moving offline paperwork online, check with your state regulations. Some states require physical signatures for automotive sales if that’s the case, overnight the contract to the customer with a prepaid return envelope so that they can mail you the signed documents right back at no cost to them.  Free home drop-off Many dealerships were offering vehicle delivery even before the coronavirus pandemic started. To run a smooth home drop-off, many of the same rules that apply to home test drives apply here. Schedule a delivery window with the customer, come prepared with personal protective equipment for yourself and the customer, and designate an assistant to follow you in another vehicle so that you have a ride back to the dealership. If you can, have the customer sign the paperwork in advance through contactless purchasing or try to limit your physical contact with the customer when handling the paperwork.  Regardless of which new customer experience you’re putting in place at your dealership, the most important thing is to communicate these changes to your customers early and often. Explain the precautionary steps you’re taking to keep them safe in detail. They’ll thank you with their repeated business and brand loyalty when they need servicing or another vehicle in the future. 
Be a PRO in Your Dealership

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Webster's Dictionary defines a Professional as "a person engaged in a specified activity as one's main occupation rather than as a pastime." The world of Sales especially requires this desire because it takes time to build relationships, referrals, and longevity in the business. Throughout my career I've developed a discernment for people that just wanted a JOB versus those trying to establish a career and be a PRO. We all know the immediate paycheck will certainly not keep people invested that are just searching for a pastime. I've found that a true PRO possesses a combination of the following traits. So I challenge you to ask yourself - What is your PRO Level? PROfessional It all starts with you. Be the employee that shows up 15 minutes early every day instead of 15 minutes late. Take pride in your appearance because comfort exudes confidence. Whether it's a three-piece suit, skirt and heels, or a pair of jeans, pullover and boots. Just make sure you walk in dressed to impress and not wrinkled from the bottom of the laundry pile. Comb your hair, do your makeup if that's your thing and trim up those beards gentlemen. Avoid the gossip circle at the water cooler and bring up the people around you instead of putting them down. Be the leader that everyone looks to as an example, instead of the person they all hide from and avoid. You have a responsibility as a PRO to serve the clients walking in the door and the employees around you. My friend, Tony Dupaquier of the Academy, defines a PRO as "Performing at the Highest Level Possible." PROactive in the PROcess Get involved early in the deal. My process starts with the trade appraisal. I want to know the W's of the trade purchase–What they are trading, When did they buy it, Where did they buy it, Why are they trading, and Who is on the registration. The answers to these questions can quickly speed up your process and address the customer's concerns immediately. The more information you know upfront, the faster you can accurately complete a transaction. Then move to the sales desk. Find out how they are desking this deal and what other pertinent information you will need when addressing the customer. Are they shopping us with another dealer? Are they financing or paying cash? Were they shown 84 months or given on the road numbers? Are they a potential lease customer? Did the process create an opportunity for the F&I department? When your approval comes with stipulations–did you verify them before contracting? Paying attention to the smallest of details can speed up contract funding, pay traded vehicles off in time, and reduce floor plan fees. PROcure & PROtect Procuring the sale of the vehicle while protecting the dealership is the main purpose of the finance manager. Our number one job is to get that vehicle signed, sealed, and delivered no matter what the method of payment or number of products they buy. Even if that means taking the dreaded zero profit deal. But most importantly we need to do it the RIGHT way–ethically and legally. If your deal ends up in a courtroom can you defend it and protect the dealership? Are the documents properly disclosed and signed? Did you present every option to every customer? I've read a lot of comments on social media groups about finance managers only motivated by maximizing their pay plan. But I encourage you to take a different perspective - we are here to provide a service to the customer and the dealer. If you do that at a PRO level, the profit will follow. My friend Marv Eleazer explains it perfectly by saying "A PRO always does the job with excellence placing the customer and dealer needs ahead of his own." PROducts Product knowledge is a key component to being a PRO. It is difficult to explain the advantages of a product's coverage to a customer if you don't understand it yourself. Read your contracts, read your contracts, read your contracts. Believing in your product takes that principle one step farther. You may be able to "sell" anything, but are you matching the right products to the right customer, or are you just "selling" to make profit? A true PRO would never sell a product to a customer that doesn't need it. I saw a quote once that said: "Don't sell a product, provide a solution to a problem." This has always stuck with me when presenting a menu and explaining options. Work with your service department, make the service writers and vehicle technicians your best friends. They have the most hands-on experience with the coverage, so use them. Create testimonials and monetary spiffs for leads that come from that department. PROduce No matter what your beliefs, judgments, or preconceived notions of a customer–an F&I Manager has a critical role in producing an A+ customer experience. My friend Justin Gasman of McCaddon Buick, GMC, Cadillac stated: "A PRO is someone who has focused intensity and sweats the details while being mindful of the timeframe and expectations that come with the career." Stop judging based on credit score, income and trade. Sit down and have a conversation with the customer that has been brushed off by three other stores down the street. Listen to their story and get the information you need to truly help them. If you can produce a happy customer - they will listen and trust your advice when presenting their options. A bad customer experience can create higher chargebacks, costing the dealership and you money. A disgruntled customer can also affect your long term business with bad reviews. The online world of business reviews and survey information is consistently growing. In a media of FREE advertising, we can't afford to get it wrong. PROfit In recent years, the automotive industry has recognized a shift in dealer profit from the front end to the back end of a car deal. With mounting competition, educated car buyers, and legal ramifications, the Finance Office is rapidly becoming a major profit center for today's dealerships. Profit is a very serious term in this industry, and how we make it has changed drastically. That profit can also come at a substantial cost to your employees. Long hours and crazy schedules consistently disrupt the balance between work and personal life. Essentially, we are losing profit, by killing ourselves to make profit. Now don't take me the wrong way, I know we all have bad days. So how do we make small changes in order to increase our PRO level? We start with ourselves. In the midst of the chaotic moments, remind yourself to BE A PRO! It is easy to get frustrated, throw in the towel, and yell at everyone in your direct path. I never said being a PRO would be easy. Nevertheless... If you want to increase your PRO level - Be PROactive in the PROcess, PROcure the sale and PROtect the dealer, know your PROducts, create PROfit and PROduce a positive customer experience and relationship that will create repeat business.
8 Tips to Consider Before You Drop the Price...

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Have we forgotten, or worse, have we failed to teach new sales managers some of the methods in selling aged inventory outside of having to discount the price? The perspective in our industry over the past ten years is that the only way to sell an aged used car is to drop the price until it sells. While it can be an effective strategy; it costs the store gross profit, and is not the only strategy that a sales or inventory manager can use to help sell aged inventory. Situations like this require managers to step back in time–before the power of the mighty internet–and remember the methods used to move aged inventory without dropping the price. Here are a couple of offline and online tips that I use when trying to move an aged piece of inventory other than dropping the price. Drive the car. While a simple tip; it is often overlooked or not executed due to all the tasks and stressors Sales Managers encounter during the business day. With all those daily tasks and management duties rarely does the aged inventory get driven to see if something is wrong with the unit. Does the vehicle need tires? Is it dirty from sitting on the lot over 60 days? Did the reconditioning team miss something? Whatever the issue may be, take personal responsibility for getting it fixed. Put the aged inventory piece on one of your lot's "hot spots." A good sales manager should know the best drive-by spots on the physical lot. Make sure to park aged inventory pieces on the "hot spots" to ensure drive-by traffic gets a good look at the unit. Merchandise the unit with stickers and signs to help increase interest from drive-by customers. Make sure to use bright colors. Also, it is a good time to reprint the vehicle window stickers and buyers guides to make sure they are clean and professional. Pay salespeople spiffs on aged inventory units. It is pathetic that some stores pay a measly $50 mini to a salesperson who spends hours with a customer to move an aged piece of inventory. More likely than not, commission-based salespeople are going to attempt to move a customer off an aged inventory vehicle to increase their gross. Salespeople might also conclude that aged inventory might have something potentially wrong with the vehicle. Therefore, why would they want to spend hours of their time for a mini and know that the inventory has the potential for a dissatisfied customer in the future? One way to combat this inherent problem is to reward salespeople with a rolling top 5 aged inventory list. If the unit is aged, allow a 50% paid commission or, if the vehicle is being sold below cost, reward the salesperson with a large minimum commission of $500 for each aged sold inventory piece. Make it worth the salespeople's time to sell aged inventory and it will help. Use banners and photo overlays to make the unit stand out online. A simple highlighting of a special feature that isn't always easily seen from the first picture; this simple method can go a long way to increase clicks on a car. Re-photo the vehicle. So many times, the vehicle images are taken while it was snowing, or the leaves on the trees are changing. After 60-90 days the season has changed. Take time to go out and retake the photos and update the vehicle's images. Change the first image of the vehicle online from the exterior image to an interior image. The interior shot has shown to get more clicks as it sparks curiosity. Previous online viewers of the vehicles may see it with a fresh set of eyes. Re-write the vehicle description. Highlight the vehicle features, pricing, and also the work that was completed to make your unit stand out above the rest. Margin compression is a reality in the market today; however, as a dealer, you can take additional steps to market your vehicle inventory better and maintain more gross. It takes time and effort; nonetheless, in the long run, the gross profits are worth it.
The Sales Funnel & The Shape of Water

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Between a busy career and a larger than average family, I don’t get much time to indulge in a good movie. As it so happens, one of my best friends is a self-confessed cinephile. So when he demanded me seeing Guillermo del Toro’s The Shape of Water when it came out, I thought I had to make the time sacrifice. In a word, the movie was weird. But, do you know what’s even weirder? Our convenient use of the phrase “sales funnel,” and the complete ignorance of the shape water. The chances are that if you’ve read any of my work (thank you!), you know I tend to stray into the neat and organized land of science. If you visit this sacred space very often, you’ve learned that water cannot be compressed under normal circumstances. It’s one of the reasons why it carves canyons over time or can be used as a jet to cut the hardest steel. If you don’t believe me, take a kitchen funnel and put it under your faucet running wide-open, the bottom of the funnel with constricting the water to controlled flow. If the top of the funnel is filling faster than the bottom of the funnel can flow, water will overflow over the top of the funnel. Cue Bill Nye’s outro music.  Now imagine your inbound sales opportunities (leads, chats, calls, and even walk-in traffic) are that water and your sales personnel (sales/BDC/hybrid/janitor/whatever) is the funnel. The only way to increase the pressure is to increase the volume of investment at Tier 1, 2, and 3 levels. Without increasing the throughput of the bottom of the funnel, spending on more opportunities at the top just creates spillage that’s mopped up by the competition. That’s right: the fire hydrant flow of advertising money you’re pumping into increasing traffic can end up in a competitor’s pocket.  That said, this analogy doesn’t fully tell the tale. When we’re introduced to the sales funnel, it’s often courtesy of a CRM vendor, sales trainer, or agency. They present a hypothetical situation that conveniently assumes there is empty space around the sales funnel. From the same void that opportunities pour in, the flow of sales miraculously flows out into infinity. Except it doesn’t.  An accurate way to look at a sales funnel is to take your kitchen funnel and submerge it underwater. The water and hamburger particles surrounding the funnel is not comprised of a magical infinite space, but nearly all of the people outside of your target audience. Those people who have recently purchased a vehicle, aren’t interested in buying a vehicle, cannot afford a vehicle, along with those who aren’t tuned into your advertisements, are all interspersed with actual buyers. Don’t forget the Amish. If the faucet is placed properly, water will still flow through the funnel. It just takes much more pressure to make it do so.   Now, it might feel like the sales funnel parallel should just be washed down the drain. We have opportunities spraying over the top, and the flipping funnel is underwater anyway. Maybe it should. But, there are three different ways we can modify the sales funnel to make it work more efficiently.  Balance the Upper Flow The first, and arguably the easiest way, is to balance the flow at the top of the funnel to minimize overflow. There are a multitude of ways to accomplish the objective, making this a sensible solution. Any combination of trimming back on SEM and retargeting, right-sizing the inventory, moving to zip codes and away from distance radii, reducing third-party lead duplication, optimizing advertising channels, streamlining calls to action, and much more, can all minimize overflow. Equally as important, it’s a far more efficient use of an increasingly scarce profit margin. Which leads to the second solution. Increase the Flow at the Bottom If the flow is to remain strong at the top, the next solution is to increase the flow at the bottom. This is tricky because the bottom of the funnel is largely comprised of people. That’s right. Those guys and gals who have been around for 20 years, or just five minutes. The ones who can’t turn on a computer or stop texting their significant other. The biological entities that get sick and need time to sleep. If you’re relying on a sales funnel, you’re also relying on a bucket brigade of people to make it flow. So how do we address that? Investing in human capital.  Relying on human capital to increase flow requires many things. Before anything, it means having AND  retaining staff that is trainable. I’m sure you guessed that the next element is training. But, it’s not just training, it’s the right training. Training that’s congruent with the needs of the staff and management, as well as that which can also resonate with the markets those people serve. Finally, it means a commitment to ongoing training to follow the ebbs & flows of the market, available inventory, technology, and consumer behavior. When a business can consistently control the bottom of a funnel, it can effectively control the top.  The Semi-Closed Loop (or the Sales French Horn) Controlling the top of the funnel isn’t just about reducing empty opportunities or increasing throughput. The third solution is to quit relying on the funnel altogether. By understanding the sales funnel doesn’t exist in a vacuum, but is submerged under a largely ambivalent audience, creating a semi-closed loop is the most effective way of reducing waste. By capturing the customers leaving the bottom of the funnel, and gradually redirecting them to the top, the need to overspend on acquiring opportunities isn’t as necessary. Moreover, the cost incurred acquiring customers is reduced to a bare minimum.  It’s a semi-closed loop because there’s always ways to increase incremental sales. If we follow the steps above, we can control the flow of highly targeted opportunities to mix into the top of our funnel. We can increase the throughput of those opportunities with dedicated processes or skilled personnel to properly convert those incremental opportunities into retained customers that are nurtured back into the loop. A sales french horn doesn’t have the same ring to it, but it might help you get the picture.  While the sales funnel may be an overly simplified path to purchase, understanding the flow of opportunities is crucial to understanding both sales and marketing efficiency. If too many opportunities are spilling over the sides, and into the competitions funnel, consider cutting the flow. If the personnel responsible for converting the top of the funnel into revenue, maybe it’s time to reinvest some of that wasted spend into increasing the abilities of that staff. In order to make the most of captured opportunities, examine ways to retain and redirect the flow of sold customers into the top of the sales pipeline. The shape of water doesn’t have to be weird. With controlling the flow, and a little bit of plumbing, you can shape it to your advantage.