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

Jeff Kershner introduces Zipwhip, a cloud-based texting service that enables customers to text existing dealership landline and toll-free numbers through web, desktop, or mobile applications. He highlights the service's impressive user interface and claims of TCPA compliance, while acknowledging ongoing industry discussions about texting effectiveness and regulatory concerns. The post suggests Zipwhip as a potential solution for dealers looking to expand customer communication channels while maintaining legal compliance.

# Summary Clay Toporski, newly hired as Internet Sales Director, raises concerns about DealerSocket's limitations—specifically the lack of automated task creation for BDC teams on day one of lead receipt and no auto-assignment functionality. Chris Leslie provides a practical workaround by suggesting the use of Day 0 templates combined with manual spot-checking to ensure consistent lead handling on the critical first day.

# Summary Automotive dealers discuss industry benchmarks for internet lead conversion, specifically the progression from lead-to-appointment, appointment-to-show, and show-to-sold rates. A Harley-Davidson internet manager shares concrete metrics (34% lead-to-appointment, 75% show rate, 49% close rate, equaling 15% overall conversion), while other dealers emphasize that effective benchmarking requires segmenting by vehicle type (new vs. used), channel (phone vs. internet), and comparing rep-to-rep performance metrics like gross profit per unit to identify coaching opportunities.

# Summary Jerry Thibeau seeks input from sales managers about their daily responsibilities for an article, prompting discussion about whether industry best practices (like listening to all sales calls) are realistic given managers' already overwhelming workloads. The thread reveals skepticism that managers have time for these additional duties, with participants suggesting that dealerships often ask managers to do too much administrative work instead of focusing on coaching and developing their sales staff.

# Summary A dealer proposes adding the word "very" to email templates to increase sincerity, while other forum members debate whether this tactic is effective or risks sounding robotic and over-the-top. Responses range from skeptical to humorous, with most agreeing that overusing superlatives backfires and that genuine human connection—through storytelling and actual care—matters far more than inserting intensifying adverbs. The thread ultimately suggests that the *what* (meaningful content) trumps the *where* (strategic word placement) in crafting effective dealership emails.

A Vinsolutions CRM user reported two issues: vehicle prices not syncing to their website and missing email read receipts. The pricing problem was resolved through support, but the read receipt issue persisted; other users suggested checking DMS override settings and noted that similar problems can stem from admin-level setting changes, though one dealer reported their read receipt functionality was working normally.

A Sales Manager at a Toyota/BMW dealership seeks advice on switching from Naked Lime Marketing's outdated CRM and website to DealerSocket, frustrated by poor service and high upgrade costs from their current vendor. The community consensus emphasizes treating the migration as an opportunity to streamline processes rather than simply copying old ones, with strong agreement that staff should not have fallback access to the legacy system to ensure adoption, though keeping it running in the background for data verification purposes during transition is prudent. Key advice includes being diligent about data migration (especially notes and history), involving upper management in process redesign, and recognizing that CRM success depends ultimately on people and processes, not software alone.

# Summary A BDC manager at a dealership using VinSolutions CRM is frustrated with desk managers who refuse to properly use the system, leaving showroom visits open, failing to capture customer data, and reverting to pen-and-paper when the CRM doesn't work perfectly. The thread discusses whether this is a training/process issue or a fundamental leadership/attitude problem, with experienced professionals offering advice ranging from involving managers in process design to recommending the poster leave for a more progressive dealership. The key insight is that CRM implementation fails when management lacks desire to improve and ownership doesn't enforce accountability—as one commenter put it, "You are replaceable, but our CRM isn't."

# Summary Robert B. seeks advice on BDC structure, specifically whether to run a pure call-center model focused on traffic generation or a hybrid model where some reps handle leads cradle-to-grave. Responses highlight that hybrid setups can be problematic—Jerry Thibeau advocates for a training pipeline where reps rotate through BDC duties, while derrickwoolfson warns that hybrid models often fail because sales reps and BDC staff work inconsistently, with reps undermining the BDC's efforts if not managed strictly. The emerging consensus suggests that BDC structure requires strong management discipline and clear accountability metrics to prevent sales teams from compromising lead-generation efforts.

A dealer is seeking contact information for a VinSolutions representative on the DealerRefresh forum. The post is a straightforward request with no follow-up discussion or responses documented, offering no resolution or key insights beyond the initial inquiry.

Blake Arbogast reports that a recent Dealersocket upgrade broke their RV and boat dealership operations because the system requires VINs to function, but many RVs and boats lack VINs and instead use model numbers—preventing inventory searches, trade entries, and marketing by make/model. After describing the specific issues affecting their multi-franchise group, Blake connects with Dealersocket support who identifies a potential workaround, while community members encourage him to contact Hunter Swift directly if needed and suggest posting on DealerSocket Connect for vendor visibility.

# Summary The thread discusses how poor dealership performance often stems from weak leadership rather than underperforming salespeople, with contributors emphasizing that managers who resist implementing proven processes or training programs should be replaced. Multiple responses highlight that compensation structures (pay plans) and manager training are critical levers—dealers must align incentives with desired behaviors and ensure managers themselves have the leadership skills to execute company initiatives. The overarching insight is that dealership success depends on strong leadership at the top creating accountability, establishing clear expectations, and removing obstacles, whether that means retraining ineffective managers or replacing those unwilling to lead.

A small, independent appointment-only dealer seeks budget-friendly appointment setting software recommendations tailored to the automotive industry. Responses suggest Salesforce's entry-level CRM plan ($25/month) as a scaled-down alternative to full-featured auto industry solutions, with one respondent also offering direct assistance. The thread highlights that affordable CRM options exist for dealers who don't need comprehensive dealer management system features.

Tony G seeks best practices for transforming his internet department into a true Business Development Center (BDC), asking whether a call center is necessary and if external consultants can help. Responses emphasize that the distinction between a call center and BDC is largely semantic—both can serve the same function depending on staff roles and goals—and that success depends more on execution, leadership, and staff buy-in than on finding the "perfect" strategy or hiring consultants. The thread's key insight is that building an effective BDC is conceptually straightforward, but the real challenge lies in management, alignment, and getting the entire organization to execute consistently.

# Summary A solo BDC representative questions whether her dealership should adopt the "reverse TO" model, where customers meet with desking managers before being handed to salespeople, contrary to her preference for customers to work directly with knowledgeable salespeople. Experienced managers in the thread defend the reverse TO approach, citing improved appointment completion rates, smoother negotiations, and enhanced customer perception when managers personally confirm appointments and build value upfront.

# Summary Dealers debate whether BDC teams should respond to leads submitted after business hours, with the original poster rejecting pressure from OEM reps to achieve unrealistic response times (like 5 minutes at 3AM) and questioning the ROI of auto-responder services. The consensus favors quality, relevant responses during normal business hours over artificially fast but generic replies, though some participants suggest strategically staffing weekend/after-hours coverage or using AI platforms like Conversica to engage leads meaningfully when humans aren't available. A vendor also notes that lead age dramatically impacts contact rates, suggesting dealers should reconsider their acquisition strategy if they're receiving older leads.

A dealer considering switching from IMagicLab ILM to Dealer.com CRM (DDC) receives positive feedback from multiple users who praise its simplicity, ease of staff training, and improving integration with Dealertrack's DMS, though service integration remains in development. The original poster decides to make the switch after expressing frustration with IMagicLab's lack of support, and other respondents confirm DDC as a solid alternative to problematic ILM platforms. The key insight is that Dealer.com CRM is viewed as a reliable, user-friendly option that works well within the Dealertrack ecosystem, particularly for dealers frustrated with IMagicLab.

A Ford dealer seeks advice on migrating from Reynolds to DealerTrack as their DMS while implementing DealerSocket for contact management, after Reynolds claimed DealerSocket integration wouldn't provide accurate revenue data. HunterSwift from DealerSocket directly refutes this claim and offers to demonstrate that their system works reliably with Reynolds, while another vendor confirms DealerTrack's clean data transfer and positive user experience. The dealer appears satisfied with the responses and plans to follow up with HunterSwift directly.

Robert B. seeks advice on finding an established BDC operation to observe while implementing a new BDC department at a Chrysler/Dodge/Jeep/Ram dealership, as requested by his dealer principal. Forum members offer practical suggestions including connecting at industry shows, contacting CJD District Sales Managers for referrals, and offering direct assistance, while also noting that much valuable information can be gathered remotely through the community rather than requiring in-person shadowing. The thread suggests that networking within the industry and leveraging online resources may be just as effective as physical observation for understanding BDC best practices.