CallCoach analysis and training increases Serra Chevrolet’s sales, market share
How did Serra — which had traditionally ranked fifth or sixth out of seven local Chevrolet dealers — work its way up to number-two in its market?
For many years, the sales team at Serra Chevrolet in Miamisburg, Ohio responded to phone leads in much the same way as many dealerships. On-the-job training was limited, and sales success was determined by whatever techniques a salesperson could discover by trial and error.
While the dealership had been using a call-tracking provider to capture inbound calls and record conversations with salespeople, it received little assistance when it came to evaluating calls and improving training. "Looking back, we had no consistent training approach. As a result, I'm certain we lost sales opportunities," said Ken Helmbright, sales manager for the dealership.
To improve the dealership's results, Helmbright turned to the performance analysis and training expertise of CallSource. After evaluating Serra's call-review practices and listening to a sample of recorded inbound customer calls, CallSource recommended its CallCoachSM solution. "So few sales managers have the time or inclination to listen to all their calls and show their team how to turn more calls into appointments." said Dr. John Mlinarcik, Ph.D., chief strategy officer for CallSource and creator of the CallCoach solution. "Yet, on average, a phone-up customer is about twice as likely to buy than a floor-up, so training to improve conversion is certainly worth the effort."
Like many dealers, Helmbright was unable to find the time to consistently listen to his call recordings and provide feedback to his sales team. CallSource took on this task so Helmbright could focus on his core competency — managing the business and growing sales.
 CallSource performance analysis experts provided a complete CallCoach report, which scored the effectiveness of each salesperson, based on his or her ability to convert callers to showroom visitors. The analysis revealed which salespeople were effectively opening a conversation and building rapport with callers, versus those who were simply responding to questions.
"Once CallSource began listening to our calls and reporting on the overall ability of our salespeople to convert call traffic into showroom traffic, I quickly recognized there was ample room for improvement," said Helmbright. For example, when a potential customer requested a specific model and color, if the dealership didn't show one in stock, it was not uncommon for a salesperson to tell the customer 'Sorry, we don't have it,' and wait for the next call. "Had we taken more time to listen, ask questions and set an appointment, we might have been able to get the car from another dealer or sold the customer a different model."
But scoring each salesperson's ability to handle phone leads was only half of the equation. CallSource then designed and implemented a two-day training program for Serra that addressed the specific opportunities revealed by the CallCoach call analysis. The training emphasized cross-pollinating successful tactics while not exposing or judging the "underperforming" members of the sales team.
"The CallCoach team created a script and trained us against it, which helped our people better engage customers on the phone and encourage them to visit the dealership," said Helmbright. According to the trainers, the initial resistance to the training turned to enthusiasm when the salespeople began realizing that a few simple techniques for drawing the customer into a conversation immediately improved their appointment-setting skills, closing ratio and personal earning potential.
"The month after we implemented CallCoach, our dealership sold 30 more cars than in any of the previous three months. Remarkably, this enabled the company to increase market share to 18.8% from 11.4% in the dealership's sales district," said Helmbright. Previously one of the lowest-ranked dealerships in the area, Serra rose to second place among local Chevrolet dealers in terms of sales performance.
It's not uncommon for a dealership to shell out as much as $300 in marketing and advertising to attract each customer. "Yet, all too often, potential buyers who call get a short response or the salesperson just doesn't create the opportunity to make a sale," said Mlinarcik. "Too many salespeople focus on responding to questions versus having a conversation and building rapport with the buyer."
In addition to listening to and scoring calls, CallCoach analysts identified opportunities to rescue mishandled leads. These call recordings and the caller's phone number were emailed to Helmbright, who was able to reassign the lead and, in several cases, make a sale. "The CallCoach 'Save a Deal' alerts give us a second chance at the deal," said Helmbright. "In the past, these calls would have disappeared under the radar and the sale along with them."
For Helmbright, the highly customized approach offered by CallCoach was ideal for his needs. "We were able to identify methods and techniques that fit the culture and objectives of Serra Chevrolet and build a focused strategy," he says. Once our sales team began using the techniques and learning how to take genuine interest in the customer's needs, appointments increased and sales followed."
Serra Chevrolet has only begun to tap the potential of the CallCoach performance management solution. The dealership now has an ongoing call review and analysis program, and continues to provide training sessions to its salespeople. "We are equipping the sales team with the skills needed to build phone rapport and convert callers to buyers," Helmbright said. "Professional sales training doesn't just benefit our salespeople and our dealership; it benefits our customers as well."
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