"We increased our sales volume by 43%."
-Nelson Auto Group
In 2017, Robert Nelson and his team at Nelson Auto Group were in search of a more efficient consumer-centric model. They were looking for a top-to-bottom strategy. A strategy that would improve both the customer and employee experience, while also growing the dealership. A trip to Denver, Colorado changed their business.
Case Study:
Nelson Automotive Group
Starting Position
Selling 140 new and used cars every month (2019)
- Successful OEM Gold Cup winning store
- Traditional negotiating multiple-person sales process and F&I department
- Values driven, not satisfied with their in-store customer experience
The Spark
In need of a customer centric experience
- Brandon Murphy, Managing Partner, was in search of a more efficient and customer-centric buying experience
- Looking to grow market share and bottom line
- Brandon’s search led him to A2Z, where he was introduced to the One Person℠ Sales Model
The Goals
Create a best-in-class customer experience
- To provide the best possible customer experience
- Enhance the role of the salesperson
- Retain as many people as possible
- Create new operating efficiencies
- Grow market share
The Approach
A commitment to making change
- Expect a short-term dip in profits
- Improved performance would lead to higher overall profits in the future
- An established vision expressed the need for a full commitment by the dealership
- Initial focus was put on the process change, not on financial results
- Nelson dismantled their BDC and F&I departments with most existing staff reassigned to new roles
Keys to Success
Total dealership transformation at every level
- Leadership – “An absolutely unyielding adherence to the process of change.”
- Intense focus on training, F&I boot camps, role-playing, and launch of Nelson University
- Created new team leader roles to train, coach, and mentor salespeople
- Changed compensation plan to reward participation in the new sales process
- Immediate sales results with comp guarantees during the transition
- Close coordination with A2Z on technology integration and training
The Learnings
A transformation that requires full buy-in
- It’s okay to lose sales and F&I staff who don’t support the change
- Stay committed to the training process, this can’t be rushed
- It’s important to set high expectations for hiring salespeople – it’s now a very proactive job
The Results
In 2020, sales volume increased from
140 to 200 units/mo.
Market share increased from
3.5% to 6%
Warranty penetration increased from
40% to 50%
Much higher and more consistent CSI
“Customers love our new process!”
Accessory sales
Increased by 4X
Vehicle Sales Volume
