While some dealers will hire a salesman with no experience, most prefer candidates to have prior experience in a sales position. Dealers want salespeople who are good communicators and have a demonstrated talent for customer service, so experience with face-to-face customer interactions is a plus. Regardless if a salesperson has prior sales experience or not, most dealerships require their new employees to complete a training program. In the training program, you’ll learn the specifics of that dealer’s operating procedures. Other topics discussed include features of different car models and the culture of the business.
Take a business course in sales. Look for a business course that focuses on sales and selling techniques at your local university or college. You can also take a business course in sales online. Taking a business course can help you prepare for car sales and get more comfortable selling a product to customers.
This isn’t to say we should seek to eliminate emotions altogether. “Emotions are critical to how we negotiate,” says Lee Miller, author of UP: Influence, Power and the U Perspective–The Art of Getting What You Want. “Traditional negotiating theory said that the goal of being a good negotiator is to take emotion out of the negotiation and find the best objective solution. The only problem is it ignores human behavior. You can’t take emotions out of negotiations. And there’s no one objective solution–it depends on how each party sees things, which depends in part on what they’re emotionally attached to what they’re motivated by.”
You also need to be able provide vital information that the customer might be looking for. Do you have resources available to better help the customer (like a FAQ section)? Do you have a payment calculator or an appraisal tool? Do you have a live chat option?
Eye contact creates a connection, and when you’re purposely or subconsciously avoiding that contact, it creates a disconnect with customers. There’s a happy medium, though, because too much eye contact can seem too intense and condescending. Aim to make eye contact about 30-60% of the time during a conversation — more when listening, less when speaking.
Chevrolet’s Silverado saw a 17.6% year-to-year increase in the US, while it’s other truck, the Colorado, fell off the map. Ford’s Escape and Explorer are nearly identical except in size and price. Yet, the Explorer (the larger and more expensive of the two) has seen sales rise 27.4% while the Escape has dropped 5.7%. Where’s the brand preference in that? Rebranding automobiles puts the brand preference front and center.
The best strategy any salesperson can employ is to maintain good contact with leads to nurture them to become conversions. This can be difficult unless you are hyper-organized and never forget anything. For the rest of us, I recommend a cloud based customer relationship management tool like SalesOptima.
You can also bring in previous customers to give their feedback on different vehicles, for instance, or identify influencers in the industry and collaborate with them to produce or promote your content.
While shopping for a car, I was amazed by the knack car salesmen have for setting the tone of the conversation. As I lobbied for a lower price, better financing, or even free floor mats, I was met not just by a counter-offer, but an emotional response as well. He would appear upset by my gall, seemingly perturbed by my “unfair” demands. Had I offended him? Did I cross an invisible line? Well, in this case, it’s more likely that he was exaggerating, hoping I’d retreat. “People tend to like human interactions to be pleasant,” says Pham, “so negotiators will inflate their emotions hoping the other party will seek closure.”
Your CRM is probably tracking the original source of traffic, such as Google or AutoTrader or others. Unfortunately, sales-based analytics says, we don’t necessarily care where all the traffic’s coming from. We care about the 50 people who bought a car this Where did they come from? Knowing that answer radically transforms your marketing efforts. It will also help justify your budget and strategy to managers and bosses.
The median of all salespeople is something like 18k supposedly. For a car dealership, the percentage CG plus F&I can mean an average around 54k+. If you sell at a well run BMW or Audi dealership, the numbers can be in the 70-80k range for very talented and hard working salespeople. On the same note, if you work at a jimmybob’s junkyard type place that has 10 to 12 cars on lot at a time, you’ll likely not clear very much at all. Beware poorly run lots, look for one with employees that have been there 10+ years and know their stuff.
Many Opportunities in Automobile Sales Jobs and Careers Have you been considering a car sales career or any of the other automotive car sales careers? http://carsalesprofessional.com/automobile-sales-careers/
I am about to start training for car sales. I am currently their internet sales assistant and feel I’m ready to take the plunge. I’ll be on the floor rather than in internet so one of my big concerns is creating a client base. I dont want to be one of the guys that stares out the window waiting for an up. What are some ways to be pro-active about networking and finding leads without stepping on the internet dept’s toes? Also it may be helpful to know that my brand (subaru) is somewhat of a targeted market…at least here in the Southeast US. firstname.lastname@example.org
Hi! I am brand new to the car business and would love any help anyone wouldn’t mind sharing! I don’t have a client base as I am coming from furniture sales and while our store is pretty busy, its hard to get my foot into it! Thanks so much!
Soft selling an indecisive customer is almost sure to fail. Going over again the highlights from the test drive is a good place to start. The best place to be with this sort of customer is the negotiation desk or your equivalent. The line that sells the most cars on my lot is “aren’t you interested in what it would actually cost?” Don’t fear the harder sell to noncommittal customers, its chances aren’t the best but it’s a lot better than letting them walk off the lot and never return.
The sheer number of OEMs (and suppliers) in many segments has in the past prompted hasty partnerships and investments. Poor decisions have been made in an effort to avoid falling behind competitors rather than to maintain a logical, suitable path for growth. In many cases, an OEM would hear about a hot market and establish a plant or distribution arm there, only to find out that its models and brands were not a good fit for that region. Auto makers often expend too much energy — and money — on vehicle design and components of vehicles that have little impact on customers’ decisions. (That’s why when an auto maker exits a disappointing market, as GM is hoping to do through the proposed sale of its European operations to PSA, industry returns on capital tick up.)