What the infographic does well is give fans a desire to become more engaged fans. The whole idea of making it a bit competitive is to show how fans can be more engaged with BMW by liking more BMW fan pages and showing how engaged a person is with BMW content on Facebook. More engagement equals higher scores.
Tim, great comment. you are 100% correct. If you concentrate on what the customer really needs in a vehicle, and you supply them with a lot of the things they want, but do not necessarily need, they will perceive value and will follow through with a purchase.
Address the customer by name to give a personal touch, and you’re halfway there. Of course, this all helps if you have a way to gather their information in the first place. Add an option on your website for a newsletter signup and encourage your customers to leave their details when querying one of the cars on your site by live chat. Check out this article for tips on building your email list.
This probably depends on your credit. If you have good credit and can get a low rate, or if they are running a 0% financing deal, and you’ll be able to pay off the loan before APR kicks in, then financing is a good option. If you have no/bad credit, you could get stuck with a really high rate, which means you’ll be paying a lot more than you really should. Here’s a little math for you to do to decide how much you can finance.
In December of 2015, the all-new Nissan 2016 TITAN was to hit the market with the first update since its 2004 introduction. After years of trailing behind its competitors, this completely reinvented TITAN had a lot to prove in the full-size pickup segment.
Oliver Wendell Holmes said, “The great thing in life is not where we stand, but what direction we are moving.” No matter what business you work in, a “business as usual” mindset will insure your competitors are making more money than you are. If you don’t stand out from the competition you may find yourself stood up by your Now more than ever you have to focus, improve, and possibly even change what you do to attain, retain, and maintain customers.
The most interesting thing about Tesla — the niche luxury electric car maker — is the role of marketing in selling electric cars that cost $100,000 or more. Many people have tried to change the auto industry over the last 40 years and none have succeeded. The process of buying a car is essentially the same as it was a generation ago. And the process has remained unpopular for decades: the typical car dealer receives just 2 or 3 stars on Yelp.
These numbers almost outweigh the positive sales and earnings results. They paint a picture of a sector that is a less attractive or less lucrative place to invest than other industries. This assessment suggests that there will be relatively few winners in the auto industry during the next five years and beyond. Those that do stand out will be the companies that harness their limited capital resources in creative ways, to navigate a still-unfolding and unfamiliar landscape.
@ Babalaas- I have to agree with your assertion that being a car salesman is not all about cheating a consumer. I think the ratio of good and bad car salespeople roaming dealer lots across the country is about 50/50.
Automobile salespeople explain features of vehicles to potential customers and help them find a vehicle that meets their criteria and preferences. Salespeople need to spend many hours standing, and night and weekend hours might be necessary. In addition, working in car sales usually requires spending time outdoors. Automobile salespeople need to be persuasive and charismatic. Occasionally, they’ll have to deal with difficult customers, which may be stressful. The median annual salary for an automotive retail salesperson was $39,763 in January 2016, according to PayScale.com.
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Sean Epstein is Head of the SAP Private Equity team in EMEA and runs global merger and acquisition (M&A) transaction programs at SAP. His team develops strategic partnerships with private equity funds, institutional investors, and family offices and helps drive customer success during M&A. Prior to SAP, Sean was an executive advisor and general manager at CEB and has held a variety roles in merchant banking, strategy consulting, and venture capital in San Francisco, New York, and London. He is frequent speaker, guest lecturer, and ad hoc writer covering topics such as technology innovation, M&A, and private equity. He has an MBA from Columbia Business School and a bachelor’s degree from the University of Virginia. He and his wife have three children and reside in Arlington, Virginia.