“Our finance product penetration grew from 69% to 110%.”
-Motorwerks
We moved to One Price thirty days before transitioning to One Person℠ Selling using the A2Z platform. Training started 60 days before the launch. Management presented the new sales process, sales staff responsibilities, and new pay plans many times to the sales team.
Case Study:
Motorwerks
Starting Position
2019 Dealer of the Year in Chicago, IL
- A high-performing store part of a five-store auto mall
- Award-winning customer satisfaction
- Online asking prices and final prices were only $347 different
The Spark
Looking to improve the 57-step process
- Customers disliked waiting for several people and spending 2-5 hours to buy a car
- Discovered A2Z through NADA and decided to move to a One Person℠ Sales Model
The Goals
Create a best-in-class customer experience
- Quickly transition to One Person℠ Selling
- Improve the customer experience, efficiency, and the store’s image
- Sell more cars, grow market share
- Raise satisfaction scores while increasing overall pro
The Approach
A commitment to making change
- The first 30 days was a One Price transition
- Training began 60 days before the launch
- Management presented the new sales process, responsibilities, and new pay plans
- Building client-advisor F&I knowledge was a huge focus, with help from the store’s F&I provider
- Managers learned to train in a new way with frequent one-on-ones and build menus for client advisors
- Former F&I managers became team leaders
- During the launch, previous pay was guaranteed while a new pay plan was being assembled
- Large screens were brought in to support team collaboration
Keys to Success
Total dealership transformation at every level
- A detailed implementation plan that included new organization charts, job descriptions, and pay plans
- Upfront training and communications about pay plans early in the process was essential
- Management made a full-bore commitment to adopt the One Person℠ Sales Model
- “Ripped off the band-aid” with no looking back
The Learnings
A transformation that requires full buy-in
- Managers need to keep their focus on training and coaching, allow Client Advisors to problem solve but don’t allow them to train on customers
- Adhere to all of the AZZ steps, avoid taking shortcuts
- Plan ahead, allow 60-days of training before the launch
- Aggressively manage change and turnover – some managers and client advisors won’t want their new roles – let them go
The Results
More happier customers and higher referrals and repeat business.
From April 2019 to April 2020, total sales volume
increased by 17% YOY
The store reduced transaction times by
50% from 2:30 to 1:10
while improving closing rates on showroom ups
New car market share
increased by 9.5% to 10.1%
Lower overhead costs
due to repurposing of F&I manager roles and lower variable compensation
Finance PVR
increased by $400 or 32%
Client advisors love their new expanded role, busy workday and higher pay
Finance product penetration
