DATAQuestions regarding data and the Business Development Center (BDC) are amongst the most frequently asked questions I receive. Lets face it, poor data totally defeats the purpose of a BDC. When it comes to computers, everyone has heard the phrase "garbage in, garbage out." In a BDC it's no different. The following are issues that should be considered, implemented, and controlled to ensure accurate data entry and departmental communication.
Proper & Consistent Input-I recommend you have a planning session with all persons who enter data into the system used for the BDC. Additionally, a training session should be held regarding the data that is entered into your in-house computer. This becomes increasingly important when you are planning to do daily downloads from the in-house computer to the system used for the BDC. I have yet to see a dealership that has had a truly clean database in their in-house system. While the in-house system may not be your database of choice, poor data entry only compounds the problem. Ironically, this is the easiest to control. Generally, the problem is caused when the person entering the data fails to check to see if a customer is already in the system. Very often this occurs in the service write up area. Care should also be taken regarding the actual name of the customer. As an example, a customer named "James Robert Doe" may be in your system as: James Robert Doe, James R Doe, Jim R Doe, Jimmy R Doe, JR Doe, or J Doe. This problem gets worse when we add periods, remove the middle initial or name, use nicknames or a spouse's name. As you can see, it is possible to have one customer in your database over a dozen times due to the lack of consistency of input. To solve this problem I suggest you instruct all personnel to enter a customer using his or her formal name. If a nickname needs to be remembered, it should be entered into a note or comment field. The address field should only be used for a customer's formal address. Directions and helpful insights should be entered into the comments or notes section.
Data Transfer between Departments-Prior to the installation of the BDC, a planning session should take place with all managers and the BDC manager to discuss the data needed to successfully operate the BDC. Accurate and detailed information, such as service RO's, showroom traffic, and actual delivery data is imperative. If you want the BDC to follow up service customers, they may need a copy of the RO. Depending on the system you use there may be an alternative. Regarding showroom follow-up, detailed traffic logs, up sheets/cards, or worksheets may work. Follow-up of deliveries can be accomplished with limited information. However, if extensive data collection is a goal (I recommend it should be), the BDC will need access to either the entire deal or copies of certain documents.
Daily Management Forms and Data from the BDC-Each manager affected by the data collected in the BDC should have the opportunity to review the daily forms/reports that will be provided to them. Equally, a dealership policy should be put in place to ensure proper usage of these forms/reports.
SALESPEOPLEThe use of salespeople in the BDC continues to be highly debated. Many proponents of the use of salespeople in the BDC believe dealerships will save considerable sums by using the salespeople rather than hiring additional people for the center. On the other hand, opponents generally believe the salespeople bring too much negative baggage to an environment which should remain as pure as possible. Many opponents state that using salespeople in the center could actually cause disruption and result in additional costs.
The problem in all this is that both sides appear to favor a cookie cutter approach. I believe each store is different. As a result, what works in one store may not work in another. I suggest that a careful review of the store, physical layout, and personnel be performed-essentially a planning session prior to the development of the actual plan to create the BDC. With regard to salespeople working in the center, the primary mission of this planning session is to determine its practicality. The actual determination to have salespeople working in the center should be made only when the dealership is convinced that the salespeople are trained to do so and are capable of performing in a truly consistent fashion. The manager of the center should have total control of every individual during the time they are working in the center. This includes the salespeople. Salespeople working in the center should be required to conduct themselves in accordance with the standards set for the center. Additionally, salespeople should not be automatically eligible to work in the center. They should have to pass the same tests as those individuals hired exclusively for the center. The opportunity provided to a salesperson to work in the BDC should be regarded as an earned privilege, not simply a rite of passage. Salespeople should be spot checked, as should BDC personnel, on a regular basis to ensure the standards of the dealership are being met. When implemented properly, salespeople can provide value to the BDC. However, the best utilization of a salesperson's time in the BDC typically differs from salesperson to salesperson. As a result, careful thought is necessary when formally deciding each salesperson's exact activities.
TECHNOLOGYCareful management of the dealership's database is critical to the success of the BDC. To accomplish this, the use of a computer and the proper selection of software is absolutely necessary. The good news is that this does not have to be terribly costly. Actually it can be rather inexpensive. In most dealerships, this can be accomplished with a combined hardware and software expense under $1500 with no required monthly hardware and software support. Here are certain features that should be part of the software you acquire:
PC-based-The purpose of having a PC-based system is the ease of use and the excellent ability to typically exchange data.
User Logs-Your system should be capable of telling you who was on the system and for how long.
Scripts-BDC personnel should have a script in front of them when they call customers. This script should be visible on the computer screen and the answers should be entered immediately into the computer. Each question that is asked of the customer should be simple to answer, and the system should allow for the entry of customer comments. Additionally, answers to the scripted questions should be kept in the system's history files with comments, if any, from the customer attached directly to the question that was originally asked. An important feature that should be part of the script process is a time log. The purpose of this is to enable the BDC manager to review the performance of those individuals making the calls. The manager should be able to see the questions that were asked of the customer, the answers to those questions, comments from the customer, and the amount of time it took to handle the call. This feature will enable the manager to see gaps between calls, as well as calls that took too little or too long.
Fields-The types of data you wish to collect should not be restricted. If you want it you should have it. If the software is not capable of giving you what you want, keep shopping.
Security-The software should be designed to allow significant levels of security. Password protection for access to the database is a good form of security. However, I do not feel it goes far enough. For example:
· You may want the sales manager to have access to the database, be allowed to edit records, but not be allowed to delete a customer without the general sales manager's approval.
· You may want salespeople to have the ability to see the database and not be able to edit or delete.
· You may want salespeople to have access to their customers only.
· You may want salespeople to have access to their customers with no edit rights at all.
Security should be a major concern when purchasing your software.
Customer Lookup-Be sure that the software provides enough search fields for quick and easy access to a customer in your database.
Growth-Software should be selected with growth in mind. Is the system network capable? If so, what will this cost?
Letters-The software should be capable of instant letter writing, specifically, merging a customer's name and address into either a preset letter or a non-formatted letter, enabling the BDC personnel to send letters whenever needed. Additionally, all letters should be logged in a history file. When a customer is viewed on the screen you should be able to see each correspondence activity that has ever occurred with that customer.
Reports-the system you select should be capable of providing you with relevant reports.
Import of Data from the Mainframe-This is important to some dealerships. To most, however, it is not. A major concern in this area is the fact that so many dealerships suffer from poor data entry. Bringing this data automatically into the system used for the BDC has the possibility of contaminating the new database. Please note that it typically it takes hours and sometimes days to clean up a database taken out of a dealership's mainframe.
Naturally there are a number of other issues that should be considered when acquiring a computer and software for the BDC. The above is simply a response to the most frequently asked questions. Perhaps the most important aspect is the fact that technology costs have fallen. As a result you have the ability to equip your BDC properly without crippling the budget.
Forrest Scott is President of Dynamic Marketing Strategies, Inc.
Green Pea Diarys