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Why Don’t They Want to Learn?
- Off Topic & Everything Else
- 9 Replies
I’m sitting in my living room right now, possibly feeling a little melancholy. As with any person who lives their business, my thoughts turn to training, which I love more than anything.
To set the stage for my rantings, you should know that I’m not new to the business. I spent 10 years in the dealership as a salesperson and manager, where I won awards for every car line I sold, and won a national walkaround competition for a major manufacturer. I will be celebrating my 20th year in the vehicle sales training business, so I feel I’ve stood the test of time, and know a little of what I’m speaking. Over the past 22 years, I’ve developed successful sales websites for my company (autosalestraining.us), performed numerous large group seminars for manufacturers and major training companies, developed products that have successfully sold around the world, and worked with dealerships to train their salespeople and managers and develop their internet departments. In essence, I love this business and everything I do for the industry.
Throughout my career, I’ve experienced many of the frustrations other trainers in our industry have, mainly on how can we get our salespeople and managers to want to learn more. Now as I begin speaking about this, keep in mind that I have met many salespeople and managers who actually want to learn and are excellent examples for our industry. But as with any industry, the Pareto Principle (80-20 Rule) probably applies. We have 20% of our salespeople who do 80% of the work. So we likely have 20% of our salespeople and managers who I would consider truly professional. So if you are one of the 20%, please don’t take this article personally because it has nothing to do with you.
So my thought begins; why don’t most salespeople and managers want to learn more than they already know?
They resent it when they are sent to training away from the dealership, they won’t buy a sales book or audio with their own money, they won’t go to the library to check out a book, they won’t even search Google for free articles on sales and management. Is it that they already know everything there is regarding their jobs, or do they feel it’s just not important to learn more?
This year I developed a program called, “How You Can Make $100,000 Per Year in Auto Sales.” I created this program because I got tired of salespeople making $40,000 per year in an industry where they were promised an “unlimited income potential.” This program, which I’m very proud of, comes packaged with a 289 page workbook which incorporates selling skills, business skills and internet skills training, and 6 audio cd-roms that talks about “running their business like a business” as well as hours of training on negotiating, closing and handling objections. It is the most complete program I have ever seen and would help every salesperson reach new levels of sales and financial success.
I sell this program in a sales meeting format. We offer a dealership a free 30-minute sales meeting that’s motivating and inspiring. The only requirement for the sales meeting is anyone who wishes to purchase this program, which I currently sell for only $129, the dealership will agree to payroll deduct their investment over the next couple of pays, making it easier for them to acquire.
Now I must admit, I’m proud of the way I present. My training is high energy, my message is real world, and I do have credentials. I’ve been an NADA and RVDA presenter, so I know how to work a room and keep their attention for an entire day. And in 30 minutes, I’ll leave them with enough solid information to at least start thinking about how to earn more money than they currently make, even if they don’t buy the program. So you would think with all this going for me, salespeople and managers who were interested in their careers would want to hear from someone who is a solid contributor to our industry.
When I look out at the group, what do I see? Closed minds, eyes down, salespeople looking at their watches, some even have their backs turned to me, and some even create an excuse to leave the meeting. Don’t get me wrong, I will have some devotees in the meeting that do buy my products; people who smile and nod their heads in agreement, people who are looking at me straight in my eyes, those who take notes and sign the payroll deduct forms before the meeting is even finished, and those who even productively comment on issues I’m speaking of. These are the ones that keep me going and make the meeting worth-while. But what about the other ones? Why would they take such a negative approach to learning? Am I an imposition on their time? Do they think they know more than I do? Do they think they’re already successful that they don’t need to learn more?
As I’m writing up the invoice in the manager’s office for those who purchased the program, I overheard one of the salespeople say as he passed, “If he really knew how to sell, he wouldn’t have to be a consultant!” Is that really the way they see us, as failures rather than successes? Is the adage, “Those that can, do - those that can’t, teach” really the rule?
So as I looked at the attitudes of some of these salespeople, I was wondering what the trickle- down effect could be that may cause them to think that way. So I went back to the initial call to the dealership to setup the free sales meeting. Aside from those managers who treat us rudely or hang up on us, only 10% of the managers we call welcome the opportunity to have their salespeople listen to an outside trainer. Why do 90% of managers turn the sales meeting down? Do they not want their salespeople to learn anything more? Are they afraid we’ll say something that goes against what they believe? Could it be that they don’t believe that training and motivation works? These sales meetings are absolutely free, there’s no financial risk to the dealership. Plus it’s done before the dealership opens, so it’s not even an imposition on their time. If I walk out with a few sales, great. If I don’t, then I know I’ve left them with some good information, and a motivating and hopefully inspiring sales meeting to start their day. That alone sounds like a win-win situation to me!
So, we setup a sales meeting. When I walk into the dealership, I normally will sit with the manager for a few minutes and explain the program so he/she knows exactly what I’m going to talk about. I’ll always ask the manager if the dealership has a policy of splitting the cost of the program with the salespeople as an educational perk. Sixty percent of the dealerships will say no. Why wouldn’t they want to help with a training investment? It really doesn’t cost the dealership that much, and it would show the salespeople that they believe in them enough that they’re willing to help with their education. But some of the reasons I’ve heard include: “Why should I invest it my salespeople when I’m not sure that they’ll even be here tomorrow.” And, “If they want to learn they can purchase it on their own.” Some managers won’t even come to the sales meeting. I wonder what message that sends?
I do some management training for a state automotive association. I wrote the book, “Under New Management: Sharpening Your Skills as an Auto Sales Manager”, but I don’t bring it with me. I simply provide the training workbook. But what I will do is offer all the managers in the seminar a free ebook if they’ll just email me and ask for it. If I have 20 managers in the seminar, only two will email me for the free ebook. 99% of the managers won’t even take learning if it’s free. I’m sure you won’t be surprised to know that most managers have never received any training on how to be a successful leader. So if they don’t believe in education, I would imagine that mentality would trickle down to their salespeople.
Sometimes I ask myself why I continue to stay in an industry that doesn’t want to learn. Well, here’s why. Every so often you get to be a part of a life changing experience. You trained a green- pea that went on to have a successful career. You receive an email from a despondent manager who’s ready to quit. And because of something you said, and the way you made him feel, he took a new approach to his career and continued his good work. Or you get a call from a salesperson that was #6 in the dealership, and because you taught her how to run her business like a business, she is now #1. Or you developed an Organizational Planbook that helped someone become better organized and therefore, increased sales. And the countless many other success stories that keep me wanting to help that one additional person achieve a rewarding career in auto sales.
My job as a trainer was created the moment one of my salespeople asked me a question when I was a sales manager. To respond to that person who made the “consultant” remark, all I can say is I was an excellent salesperson. But being in sales was way too autocratic for me. I’m the type of person who loves helping other people succeed. My degree is in Education and Speech Communication. So after learning the auto sales and management business, training was the next logical step for me. Along with being a trainer, I’m also a writer, product developer and instructional designer. These talents provide a way for me to give back to an industry that has been so very good to me. It’s a career I have a great passion for. It’s the same type of passion I wish for everyone who pursues a career in vehicle sales.
“To be successful, you must always remain a student of your craft.”
So I ask you, why don’t most salespeople and managers want to learn more than they already know?
SALES INTEGRATION: Online Are You Advertising Or Selling?
TY Brian, I haven't read the book, but it looks like I am traveling down Dennis Galbraith's path. It's nice to know that I'm not alone. This dialogue is waayyy out there; few people will be interested in my findings, but, that's never stopped me before 
IMO, these changes are not going to come from the dealers, they'll come from the vendors. Dealers need Vendors to invest time and resources to produce a product that shoppers want. Once vendors have it producing significant results, they'll offer it as packages/upgrades or as entirely new platforms to offer to the dealers.
Now onto the Vendors...
When it comes to the VIN/Trim/Options SNAFU, it all traces back to the Inventory system that all dealers interface with daily. Every day my team deals with the world’s largest automobile inventory hosting company, Homenet. Thru no fault of HomeNet, the VIN/Options data that HomeNet resells us comes from Chrome and Chrome gathers it verbatim from the manufacturers and the manufactures often pass it right from the factory floor. This VIN/Options data is the so full of noise that it's no wonder no web aggregator can produce a clean match up of 2 used Chevy's and compare prices. It takes a mammoth effort to clean it up for retail merchandising use.
There are several tasks to make this VIN/Options info ready for the next level.
Rename the options.
The option names are a mess. For example, 2010 Chevy Suburban has 100 options, here is ONE:
COOLING, EXTERNAL ENGINE OIL COOLER, HEAVY-DUTY AIR-TO-OIL integral to driver side of radiator (Included and only available with (K5L) Heavy-Duty Trailering Package on 1/2 ton models. Included on all 3/4 ton models.)
Where options are generic (e.g. delayed wipers) set default names for all makes, reduce length of Options descriptions where needed.
Create Trim Maps.
If Unit has trim level "LX", then it comes with option 23, option 24, option 56, option 87, etc... Likewise, when out in the field, the majority of Data Entry Persons (DEP) do not know the trims and if vehicle being recorded has year/make/model with option 23, option 24, option 56, then the collection device should assist the DEP to look for option 87. Although its simple logic, this is NOT an easy task to choreograph.
I am a gigantic fan of HomeNet; there is nothing they won't do if it'll improve the platform. I've been pushing HomeNet since 2002 to build us tools to "tame the Options beast".
After a killer PowerPoint presentation I made for HomeNet about this Options SNAFU many years ago, HomeNet added the "Strikeout and Rename" feature in its inventory management area. They also followed my lead and added a feature where I could assign each option to a custom category (i.e. electronics, safety, comfort) AND they added the weighting system to allow us to assign weights to specific options. Weights are a way to identify or label what options are HOT and which are not (Navigation is HOT, Delayed Wipers are not).
The combination of categories and weights are used for many merchandising tasks. Because each option has a category and weight, and the vehicle itself belongs to a segment (i.e. minivan or sports car), you can use the vehicle segment to prioritize the options (minivan buyers don’t care about engine and tranny specs where as sports car buyers do. Sports car buyers don’t care about number of seats, where are minivan buyers do).
We use these features to self-populate window stickers with the highest weighed options, to run our automatic comment Generator in our highlighting of options in bullet lists and more.
Even though we've seen time and time again, early adopters are rewarded, the dealer body as a whole does not drive change; shoppers are thrusting change upon the dealers. Vendors need to use their singular focus and resources to take dealers to the next level.
IMO, these changes are not going to come from the dealers, they'll come from the vendors. Dealers need Vendors to invest time and resources to produce a product that shoppers want. Once vendors have it producing significant results, they'll offer it as packages/upgrades or as entirely new platforms to offer to the dealers.
Now onto the Vendors...
When it comes to the VIN/Trim/Options SNAFU, it all traces back to the Inventory system that all dealers interface with daily. Every day my team deals with the world’s largest automobile inventory hosting company, Homenet. Thru no fault of HomeNet, the VIN/Options data that HomeNet resells us comes from Chrome and Chrome gathers it verbatim from the manufacturers and the manufactures often pass it right from the factory floor. This VIN/Options data is the so full of noise that it's no wonder no web aggregator can produce a clean match up of 2 used Chevy's and compare prices. It takes a mammoth effort to clean it up for retail merchandising use.
There are several tasks to make this VIN/Options info ready for the next level.
Rename the options.
The option names are a mess. For example, 2010 Chevy Suburban has 100 options, here is ONE:
COOLING, EXTERNAL ENGINE OIL COOLER, HEAVY-DUTY AIR-TO-OIL integral to driver side of radiator (Included and only available with (K5L) Heavy-Duty Trailering Package on 1/2 ton models. Included on all 3/4 ton models.)
Where options are generic (e.g. delayed wipers) set default names for all makes, reduce length of Options descriptions where needed.
Create Trim Maps.
If Unit has trim level "LX", then it comes with option 23, option 24, option 56, option 87, etc... Likewise, when out in the field, the majority of Data Entry Persons (DEP) do not know the trims and if vehicle being recorded has year/make/model with option 23, option 24, option 56, then the collection device should assist the DEP to look for option 87. Although its simple logic, this is NOT an easy task to choreograph.
I am a gigantic fan of HomeNet; there is nothing they won't do if it'll improve the platform. I've been pushing HomeNet since 2002 to build us tools to "tame the Options beast".
After a killer PowerPoint presentation I made for HomeNet about this Options SNAFU many years ago, HomeNet added the "Strikeout and Rename" feature in its inventory management area. They also followed my lead and added a feature where I could assign each option to a custom category (i.e. electronics, safety, comfort) AND they added the weighting system to allow us to assign weights to specific options. Weights are a way to identify or label what options are HOT and which are not (Navigation is HOT, Delayed Wipers are not).
The combination of categories and weights are used for many merchandising tasks. Because each option has a category and weight, and the vehicle itself belongs to a segment (i.e. minivan or sports car), you can use the vehicle segment to prioritize the options (minivan buyers don’t care about engine and tranny specs where as sports car buyers do. Sports car buyers don’t care about number of seats, where are minivan buyers do).
We use these features to self-populate window stickers with the highest weighed options, to run our automatic comment Generator in our highlighting of options in bullet lists and more.
Even though we've seen time and time again, early adopters are rewarded, the dealer body as a whole does not drive change; shoppers are thrusting change upon the dealers. Vendors need to use their singular focus and resources to take dealers to the next level.
SALES INTEGRATION: Online Are You Advertising Or Selling?
Since “retiring” from JD Power and Cars.com, Dennis Galbraith has been writing a book titled, Sales Integration.
The book is about online consumer sales with an emphasis on automotive examples since that is both Dennis’ background and an industry he sees poised on the edge of massive change.
In my experience with him, Dennis has always had a gift in looking past the way things are today and by studying how the rest of the world works, concisely capturing and communicating looming macro-trends into actionable steps any industry can take today.
But don’t take my word for it. Below are some examples from the book.
Example #1 ADVERTISING is attracting the shopper, SALES is interacting with them.
When a shopper interacts with vehicle inventory, a website is listening, matchmaking, and demonstrating, just as a salesperson does in the store. These are sales functions, and those who think about them as advertising mistakenly focus on what they want to tell the shopper rather than how to interact with them. Telling isn’t selling and "call or email me" is not ecommerce and not what the consumer wants as an online experience with convenience and transparency.
Example #2 We’re not going to take it any more!
The online shopper is in charge of the sales process. Shoppers spend hours online interacting with the computer with no one in the store even knowing they are in market. Only the shopper decides when they are going to transfer from the online sales process to the offline sales process and how they will do it – by phone, email, chat, or walk-in. The shopper steps into the store with more control than ever. Your competitor's inventory is on the iPhone in their pocket. The point here is that those who learn to work with Internet empowered shoppers will succeed better than those who fight against it. Think you are not fighting against it? Read on. Dennis thinks the whole industry is and isn’t all that aware that they are even doing it, “since it has always been that way" and "we have showrooms full of salespeople so we use the Internet to get consumers into them” still seems to be the prevalent thinking.
Example #3 Customers For Life.
Selling includes delivery and account management. Automotive success is not just a function of how many sales are made today, but how well those sales are managed after delivery. Future sales through parts, service, repeat business, and referral business have always been the sweet spot of profitability in any industry. If it truly is easier and more profitable to keep the customers you already have vs. perpetually prospecting, how does your website stack up in its role of facilitating this? Is your website so functionally useful that your current customers view that as a reason to keep doing business with you? Have you asked them?
Example #4 Workflow, workflow, workflow.
Galbraith’s law of website design states, “Every decision asked of the shopper requires the immediate availability of information to facilitate that decision.” For example, sites asking the shopper to select a trim level on a vehicle without providing a method of comparing the available choices are just daring the shopper to abandon the site.Then of course there is the overall site design question, “Who decided that every Call To Action needed to go on your home page?” Consumers arrive with a purpose and it isn’t to watch your TV commercial. Car shoppers want to see what you have, understand what it will cost them, and determine if you are worthy of being on the short list of dealers they will consider doing business with. Does your home page shove every departmental thought at them at once, plus value your trade, instant online credit approval, a $500 popup coupon, instant chat, and so on? Other than car dealers, what online retailers allow this to be their website design? Do you have any idea what the impact on your total conversion rate is vs. structuring your site around the consumer’s purpose with such “Calls To Action” layered in at the appropriate time in the workflow?
Example #5 Your online automotive merchandising sucks.
Most automotive websites do not do enough to demonstrate vehicles online, new or used. As an example, automotive websites do a fair job of listening to the shopper and matching them with the right model of vehicle, but they fail to provide sufficient online merchandising of the vehicle (i.e. the differences among trim levels or specific vehicle upgrade equipment. Monroney stickers on new vehicles are a legal requirement on the lot. How many websites have them? How many of your used vehicles are not of the correct trim level online (VIN decoders can’t always do it by themselves)? How do your online customers experience the differences is seat fabrics available? How do they see what the moonroof looks like or what the upgraded wheels look like? You can do this for a $200 pair of ladies shoes at Nordstroms, so why not for a car that costs 100+ times as much? Such a lack of serious online merchandising screams “old-school sales practices.” Think you’ll get the chance to show them how great you are with your follow up processes when they get to your showroom? Really? How many online consumers do you lose before you even know who they are?
Anyway, the book - Sales Integration has just been released and should be a good read for anyone in the industry serious about online vehicle sales success. Buy it, download it, read it, love it, hate it, blog it, tweet it, post your thoughts.
It is an online world.
Google Instant. Are we in Trouble?
Gilbert says: "...Joe Pistell’s idea is without merit. I think that is a very narrow and cynical point of view... Most people click in the search bar and wait to see what words come up..."
Gilbert, I'm blushing! I LOVE to look in the face of popular opinion and dare to speak out of place. If you want to call that cynical, ok... I rather like that label.
Now it's my turn with your myopia... ahem, sorry, your observations. Gilbert, you've mistaken anecdotal evidence for fact.
You say "... most people click in the search bar and wait for the words to come up..." MOST PEOPLE Gilbert? You've made an error sir. One in 10 people use the search bar. FYI: http://chitika.com/research/2010/firefox-2nd-most...
Gilbert, you mention that people don't get wrapped around the axle about technical stuff, and I TOTALLY AGREE.
Here is a great sample of the audience that I try to serve every day: Login to view embedded media View: http://www.youtube.com/watch?v=o4MwTvtyrUQ
I love that video. It keeps me grounded and helps me every day when I design solutions to sell more cars.
Gilbert, I'm blushing! I LOVE to look in the face of popular opinion and dare to speak out of place. If you want to call that cynical, ok... I rather like that label.
Now it's my turn with your myopia... ahem, sorry, your observations. Gilbert, you've mistaken anecdotal evidence for fact.
You say "... most people click in the search bar and wait for the words to come up..." MOST PEOPLE Gilbert? You've made an error sir. One in 10 people use the search bar. FYI: http://chitika.com/research/2010/firefox-2nd-most...
Gilbert, you mention that people don't get wrapped around the axle about technical stuff, and I TOTALLY AGREE.
Here is a great sample of the audience that I try to serve every day: Login to view embedded media View: http://www.youtube.com/watch?v=o4MwTvtyrUQ
I love that video. It keeps me grounded and helps me every day when I design solutions to sell more cars.