Case One

Focus: Sales Increase from Identifying Lead and Shopper Problems

Why: Dealer group believed its lead and shopper experiences were costing it sales and wanted to know the specific reasons why

Actions: Dealer group implemented ROAR activities to:

  • Save individual sales prospects which its dealerships had stopped speaking to
  • Improve sales overall by quantifying the strengths and weaknesses of the dealer group’s lead and shopper processes

Results: Sales increased 2-5 units a month at the dealer group’s stores

Case Two

Focus: Increase service customer retention by identifying reasons for their having stopped dealer service usage

Why: Dealer group wanted to know specific factors causing it to lose service customers’ business

Actions: Dealer group implemented ROAR activities to:

  • Recover individual service prospects who previously had poor experiences
  • Get service appointments from customers still willing to use the dealership
  • Improve overall service business by reducing service customer business loss

Results: Service customers increased by an average of 29 more per month per store from customer recovery, appointment taking, and experience improvement

Case Three

Focus: Increase “add-on product take rate” in finance

Why: Dealer group saw significant differences in add-on take rates across its dealership and wanted to understand why due to significant profit at stake

Actions: Dealer group implemented ROAR activities to:

  • Understand finance process strengths and weaknesses
  • Identify finance process execution differences across dealerships, and specifically on add-on product sales
  • Define steps to improve add-on product sales in the finance process

Results: Dealer group identified reasons for variation in add-on product take rates and increased its add-on product sales by 13%