Issue link: https://read.dmtmag.com/i/379417
3 want to focus on, and where you want to make improvements," she said. "They don't come in and mandate and dictate that you're going to do it their way. That's probably been the biggest change I've seen from when we worked with other companies. You would get a trainer who says 'You have to do it this way.' Sometimes I've gotten a lot of resistance from my staff because it doesn't work in our environment or floor plan or whatever. RpmOne is really good about saying if you don't want to do it this way, let's sit down and discuss another way that we can accomplish the same thing within your structure. We've really liked the way they go about that." Those suggestions and recommendations from the RpmOne dealer development team have led to increased sales in both units and F&I, Coleman said. "We're definitely up in both," she said. "In F&I, they've done a great job with their tracking program. It's a very, very nicely done spreadsheet, but we focus more on the average contract per person as much as we do the dollars per unit sold. We're striving for a ratio of two contracts and I would say when we started it we were at 1.5. I know that now we're averaging 1.85, and we're getting close to that 2.0." RpmOne staffers, Coleman says, have been well received by her dealership's employees, mostly because they get reenergized, reinvigorated and simply want to sell more following their meetings. "They're good about coming in and taking guys off the floor, getting them in a room and really keeping it engaging and entertaining and giving them stories that they can relate to," Coleman said. And for those times when a scheduled meeting with RpmOne needs to be canceled due to increasing store traffic or any number of other issues that arise, Coleman simply makes a call to request training on a different date. Coleman estimates that RpmOne trainers come to the store at least every other month. "They're very easy to work with, very accommodating. They've delivered above and beyond. I think if we needed them more, they would be glad to come. They're just very sensitive to not wanting to come in and disrupt things when we're busy," she said. "One time when they came in for training we were so busy in both stores that they only got to spend quality time with about three of our sales staff. So they said they would come back in a couple of months when the season slows down to do the training all over again and make sure that they get everybody." Training of sales and F&I staff reaches into various approaches, but Coleman says RpmOne's videotaping of role-playing by F&I team members has helped with their presentations to customers. "They do spend a lot of time on that, because they want to make sure that the F&I people really get down an F&I presentation that works for them," Coleman said. "And once again, they don't mandate that you say it this way. They want you to say it in your own words and it's not scripted. They want you to believe in it and be sincere with the customer, but they also want you to practice it over and over again so that it is second nature." A proprietary F&I log from RpmOne gives its dealer partners another tool in developing a stronger sales team, and store profitability. For Coleman specifically, a contract ratio feature in the log has proven to be ideal for her stores. "We had our own Excel log, but theirs just takes it to the next level. It's great because it summarizes everything, so for an entire year, I'll be able to go on it and see how many contracts I did with each finance company, what my average reserve was per finance company. By salesperson, we can use the log to join the two departments together and make sure the salesperson is incentivized and maybe has a spiff because we can look at who was the best salesperson for back end products for that month. It's a really nice tool, and one that I fought for over the years because I said 'We have our own log, how could yours be different than ours?' Finally one day I said OK we'll try it, and I regret that we weren't on it sooner. We've been on since April or May and I just love it. Similarly, the RpmOne IQ System provides an array of business tools across the dealership. "We use it for every deal, because it also helps do legal disclosure. We have all of our finance people go through the process and print out a menu. We do the menu selling from the IQ system, and the menu does a really good job of having a waiver and making sure that every customer is presented every product. I used it not too long ago. I had a customer who thought he had bought GAP. He had bought GAP on a previous purchase, but he came back in and said he was positive that he bought it on the more recent purchase. I was able to pull out that menu and show that no, he did not choose GAP, he chose prepaid maintenance instead and that he had waived the GAP. Fortunately my finance person followed through." RpmOne's contract ZIP report also gets used extensively by Coleman, particularly to sell back end products to customers who aren't financing or don't have enough room in their approval. "They can put a monthly down payment down and finance it over 18 months, and we use the IQ system to manage that," she said. Coleman, in fact, is so high on the contributions by RpmOne to her dealership that she'd like the Virginia Motorcycle Dealers Association form a partnership with the company as well. 3 want to focus on, and where you want to make improvements," she said. "They don't come in and mandate and dictate that you're going to do it their way. That's probably been the biggest change I've seen from when we worked with other companies. You would get a trainer who says 'You have to do it this way.' Sometimes I've gotten a lot of resistance from my staff because it doesn't work in our environment or floor plan or whatever. RpmOne is really good about saying if you don't want to do it this way, let's sit down and discuss another way that we can accomplish the same thing within your structure. We've really liked the way they go about that." Those suggestions and recommendations from the RpmOne dealer development team have led to increased sales in both units and F&I, Coleman said. "We're definitely up in both," she said. "In F&I, they've done a great job with their tracking program. It's a very, very nicely done spreadsheet, but we focus more on the average contract per person as much as we do the dollars per unit sold. We're striving for a ratio of two contracts and I would say when we started it we were at 1.5. I know that now we're averaging 1.85, and we're getting close to that 2.0." RpmOne staffers, Coleman says, have been well received by her dealership's employees, mostly because they get reenergized, reinvigorated and simply want to sell more following their meetings. "They're good about coming in and taking guys off the floor, getting them in a room and really keeping it engaging and entertaining and giving them stories that they can relate to," Coleman said. And for those times when a scheduled meeting with RpmOne needs to be canceled due to increasing store traffic or any number of other issues that arise, Coleman simply makes a call to request training on a different date. Coleman estimates that RpmOne trainers come to the store at least every other month. "They're very easy to work with, very accommodating. They've delivered above and beyond. I think if we needed them more, they would be glad to come. They're just very sensitive to not wanting to come in and disrupt things when we're busy," she said. "One time when they came in for training we were so busy in both stores that they only got to spend quality time with about three of our sales staff. So they said they would come back in a couple of months when the season slows down to do the training all over again and make sure that they get everybody." Training of sales and F&I staff reaches into various approaches, but Coleman says RpmOne's videotaping of role-playing by F&I team members has helped with their presentations to customers. "They do spend a lot of time on that, because they want to make sure that the F&I people really get down an F&I presentation that works for them," Coleman said. "And once again, they don't mandate that you say it this way. They want you to say it in your own words and it's not scripted. They want you to believe in it and be sincere with the customer, but they also want you to practice it over and over again so that it is second nature." A proprietary F&I log from RpmOne gives its dealer partners another tool in developing a stronger sales team, and store profitability. For Coleman specifically, a contract ratio feature in the log has proven to be ideal for her stores. "We had our own Excel log, but theirs just takes it to the next level. It's great because it summarizes everything, so for an entire year, I'll be able to go on it and see how many contracts I did with each finance company, what my average reserve was per finance company. By salesperson, we can use the log to join the two departments together and make sure the salesperson is incentivized and maybe has a spiff because we can look at who was the best salesperson for back end products for that month. It's a really nice tool, and one that I fought for over the years because I said 'We have our own log, how could yours be different than ours?' Finally one day I said OK we'll try it, and I regret that we weren't on it sooner. We've been on since April or May and I just love it. Similarly, the RpmOne IQ System provides an array of business tools across the dealership. "We use it for every deal, because it also helps do legal disclosure. We have all of our finance people go through the process and print out a menu. We do the menu selling from the IQ system, and the menu does a really good job of having a waiver and making sure that every customer is presented every product. I used it not too long ago. I had a customer who thought he had bought GAP. He had bought GAP on a previous purchase, but he came back in and said he was positive that he bought it on the more recent purchase. I was able to pull out that menu and show that no, he did not choose GAP, he chose prepaid maintenance instead and that he had waived the GAP. Fortunately my finance person followed through." RpmOne's contract ZIP report also gets used extensively by Coleman, particularly to sell back end products to customers who aren't financing or don't have enough room in their approval. "They can put a monthly down payment down and finance it over 18 months, and we use the IQ system to manage that," she said. Coleman, in fact, is so high on the contributions by RpmOne to her dealership that she'd like the Virginia Motorcycle Dealers Association form a partnership with the company as well. "They want to come in and improve your entire dealership and make sure the entire thing is healthy and running on every cylinder that it possibly can." General manager Kim Harrison BRANDS: Can-Am, Ducati, EBR, ETON, GEM, Honda, Kawasaki, KYMCO, Polaris, Sea-Doo, Star Motorcycles, Suzuki, Victory, Yamaha, Zero Motorcycles ALSO: Honda Power Equipment, Honda Generators Powersports Business Power 50 dealer: 2013 (No. 2) 10514S-PSB-RPMOne Dealer Case Study.indd 3 8/29/14 10:30 AM