CRM, ILM, Chat, Desking, Emails, Phone, SMS

# Summary Automotive dealers are stuck with aging CRM and DMS systems (many originally coded in the 1990s-2003) that poorly integrate with each other, creating operational inefficiencies that the industry has accepted as normal. Participants debate whether meaningful change can occur, with some arguing that entrenched players like CDK and Reynolds manage products as cash cows while blocking innovation, while others counter that startups broke through similar logjams before but face the modern challenge of achieving critical mass against dominant competitors. The underlying consensus is that real CRM innovation requires solving fundamental architectural problems and integrating disparate systems—not just adding features—but dealers lack the knowledge and training to even demand these solutions.

# Summary Automotive professionals share innovative tools for engaging leads and responding to customer inquiries, including AutoiPacket (detailed vehicle information packets), CarFilmApp (personalized video responses), and Quotible (interactive SMS quotes with 88-92% delivery rates). The discussion highlights a recurring challenge: most third-party engagement tools lack native CRM integration, requiring manual workarounds to maintain records. The key insight is that despite integration friction, tools with strong engagement metrics (like AutoiPacket's 60% open rates and Quotible's delivery rates) justify the extra administrative effort.

# Summary Automotive dealers discuss iOS 13's new feature that automatically sends calls from unrecognized numbers to voicemail, exploring how this will impact outbound sales calling and follow-up processes. The consensus is that dealerships need to shift away from reliance on phone calls and adopt alternative communication methods like texting, ringless voicemail, and email, while also being prepared for lower call-activity metrics and fuller voicemail inboxes. The thread reflects broader industry concern that unknown caller blocking will significantly disrupt traditional phone-based sales workflows, making multi-channel communication strategies essential.

Tony Howard seeks user feedback on five CRM systems (eLeadOne, Dominion Vision, DriveCentric, Momentum, and OpLogic) to replace his Reynolds DMS/CRM setup. Community members emphasize that CRM selection should prioritize ease of use for daily sales operations and meaningful quality metrics over advanced features, with DriveCentric emerging as a recommended option based on positive user experiences. Key evaluation criteria highlighted include lead distribution flexibility, task scheduling/workflow execution, and how well the system supports customer communication rather than just reporting capabilities.

Steve Stauning warns dealers against implementing arbitrary activity metrics (like 50 calls/day or 2 appointments/day) as a quick fix for underperforming sales teams, arguing that such targets are counterproductive when imposed through fear-based enforcement rather than addressing root causes. The post suggests that while poor sales activity is a real problem, mandating unrealistic quotas with threats of termination creates artificial metrics that don't translate to actual sales results and can backfire on dealership culture and performance.

# Summary Automotive professionals debate what constitutes a meaningful web lead close rate in 2019, with the core insight that close rates are inherently manipulable metrics that must be broken down by lead source, vehicle type (new/used), and defined stages to be meaningful. Contributors emphasize that the real metric should be *efficiency* (what percentage of total market opportunities you capture) rather than a simple lead-to-close percentage, and that dealers should focus on exclusive lead sources (like dealer websites at 15-22% close rates) combined with strong processes for appointment setting and show rates. The thread reveals industry consensus that there's no single "good" close rate—only ROI-focused goals tailored to each dealership's specific lead mix and market conditions.

# Summary Trent Rogers, a sales manager with BDC/Internet Manager experience, opens a discussion soliciting best practices and lessons learned from 2019 across customer engagement channels (email, phone, SMS, CRM). He kicks off by highlighting the underutilized power of text messaging in customer follow-up, suggesting the automotive industry has traditionally over-relied on phone and email while overlooking SMS effectiveness. The thread invites BDC and internet managers to share what worked, what failed, and improvement strategies for 2020.

# Summary Recent iPhone updates default to silencing calls from unknown numbers, making it significantly harder for dealership BDCs and sales teams to reach customers by phone. The discussion emphasizes that dealers must adapt by mastering voicemail delivery (since unheard voicemails often go straight to transcription), diversifying communication channels to include SMS and email, and ensuring clear, compelling messaging that transcribes well—essentially making every touchpoint count since traditional phone calls are becoming increasingly unreliable.

A vendor questions why dealers use managed chat services when conversion rates are extremely low (less than 1% of chats result in sales), presenting data showing only 51% of chats generate leads and just 30% of qualified leads set appointments. Respondents identify two key issues hampering chat effectiveness: dealers' reluctance to provide pricing information upfront, and the broader industry trend of asking customers for contact details before answering their questions, which causes customers to disengage before a sale can occur.

• Poll

# Summary Baron Ringler asks the DealerRefresh community for expected daily call volumes for BDC reps handling 20-25 additional e-leads monthly beyond industry standards, with about 55-60 scheduled calls resulting from follow-up schedules. Alex Snyder suggests a baseline of 8 calls per hour (56+ calls daily) based on his experience at Checkered Flag, while ChrisR counters that quality metrics should be prioritized over quantity targets to prevent reps from gaming call volume numbers. The thread highlights a key tension in BDC management: whether to enforce strict call quotas or focus on quality interactions that actually drive conversions.

Paul, a former NJ dealership sales rep, is seeking feedback from dealers on the viability of a managed live chat service for capturing website leads, which he notes is already successful in Europe. He poses five questions about dealers' current lead sources, website tools, lead importance, and pain points with web chat management to gauge U.S. market demand for his solution. The thread appears to be in its opening stage, requesting community input before the conversation develops.

Christine120, a new BDC agent without a sales background, seeks advice on improving her follow-up techniques, email templates, and phone scripts to convert more leads into appointments. Multiple industry veterans provide resources and guidance, with key insights including: identifying lead sources to understand hangup patterns, streamlining processes for high lead volumes (380+/month is unsustainable without automation), and aiming for realistic targets of 125 new leads per agent monthly plus follow-up work. The thread reveals that manufacturer leads from Hyundai USA and Nissan USA may have higher abandonment rates, and that successful BDC performance requires both better systems and automation rather than pure manual effort.

# Summary The thread discusses the decline of the traditional "Up Bus" sales model that once brought steady weekend foot traffic to dealerships, with the original poster nostalgically contrasting the high-energy sales environment of the past with current industry practices. Replies suggest the automotive industry continues to cling to outdated sales processes despite changing consumer behavior, with one respondent arguing these methods are now irrelevant given how customer expectations have fundamentally shifted. The overarching insight is that dealerships need to modernize their approach rather than forcing customers into legacy sales models that no longer match market realities.

A dealer asks for recommendations on GAP insurance products and what differentiates them in the market. The thread quickly derails into off-topic joking about Gap clothing brand jorts, with only one substantive response mentioning that high-end dealers should focus on selling wheel and tire packages. No genuine discussion of GAP insurance products or their comparative value takes place.

A manager seeks advice on handling personnel challenges within a diverse team, likely regarding performance management constraints. Brittany suggests implementing group training sessions and gamification strategies to motivate and engage staff, arguing that while performance-based decisions may be limited, setting goals and creating competitive elements can still drive improvement.

RossS seeks a lead validation service that integrates with DealerSocket to help internet agents identify fake phone numbers and emails in real-time. After exploring various options—including automotive-specific vendors like Foureyes and myautoIQ—he finds that most lack the specific functionality needed or don't integrate seamlessly with his CRM, so he pursues a non-automotive company that has the technical capability but faces the hurdle of DealerSocket integration approval.

# Summary Forum members debate best practices for first quality responses (FQR) to automotive internet leads, with AndreiSmith advocating for a structured 6-point approach including 10-minute response times and personalized details, while Alex Snyder challenges the necessity of ultra-fast responses and argues that substance matters more than speed. The discussion reveals tension between corporate generic response templates and customized, customer-focused communication, with participants noting that customers are overwhelmed by numerous generic dealer emails lacking meaningful content. The key insight is that quality and relevance of the initial response outweigh response speed, and dealers should focus on providing specific information (vehicle availability, pricing rationale, salesperson introduction) rather than generic follow-ups.

The thread discusses the critical importance of responding quickly and with high-quality information to automotive internet leads, referencing the principle that being "first" is essential to winning sales. The original post argues that dealers are experiencing declining lead conversion rates (averaging around 5%) because they delay their best sales tactics until late in the customer conversation, rather than making a strong first impression immediately. The key insight is that First Quality Response (FQR) timing and quality directly impact a dealer's ability to convert skeptical shoppers before competitors engage them.

A newly returned BDC manager at a small dealership seeks advice on rebuilding the department with limited resources and tools, asking about current trends, conversion benchmarks, and compensation structures. Experienced contributors emphasize that dealerships should focus on their specific situation rather than industry averages, pay BDC staff for activities within their direct control (like appointment shows rather than sets), and structure incentives to discourage low-quality appointments while managing sales manager resistance. The thread also notes emerging trends like centralized multi-location BDCs and increasingly competitive lead response times, suggesting the industry continues evolving despite fundamental sales principles remaining constant.

# Summary Alex Snyder recants his 20-year criticism of CRM email deliverability, arguing the real problem isn't whether emails reach inboxes but the quality and timing of dealer responses—specifically the need for a "First Quality Response" on initial contact rather than generic auto-responders. The thread consensus emphasizes that dealers should measure response quality (e.g., percentage of emails replied to) rather than vanity metrics like open rates, and that dealerships need a dedicated "lead champion" sending valuable, personalized first responses to win customer trust.

# Summary Dealers are training customers to ignore their emails by asking for phone numbers before answering questions, sending generic automated responses, or providing irrelevant vehicle options instead of addressing the actual inquiry. The consensus is that effective lead response requires personalization and genuine value—answering customer questions directly in the first email—rather than the impersonal, template-driven approaches most dealerships use. The root cause is that non-frontline staff often handle email tracks without understanding what actually resonates with today's shoppers who are drowning in low-quality dealership communications.

A dealer is evaluating Dealertrack as a CDK replacement DMS while considering whether Cox Automotive products (Dealertrack, Vin Solutions, V-Auto) would integrate well together. The post seeks community input on this consolidation strategy and asks for alternative DMS options before committing to a decision.