Issue link: https://read.dmtmag.com/i/379417
6 Thanks to solutions provided by RpmOne's Business Development Assessment (BDA) earlier this year, Seminole Power Sports in Florida has seen drastic improvements in several profit-generating segments of the dealership. Owner Kirby Mullins has been particularly appreciative of the recommendation of an early introduction F&I process, as well as a new "Ticket to Ride" offering that ensures that customers are introduced to every department of the dealership at the time of purchase. Relationship building is simply one aspect of the early introduction F&I process. "We tell our salespeople that if someone comes into the store looking for directions, we want to come out and say 'Hi!' We want them to remember us," Mullins told Powersports Business. "That extends to our business office. After the sales consultant has introduced the sales manager to the customer, the business manager comes out and introduces himself and asks four or five questions to get to know the customer's riding habits and future plans a little bit better." The F&I/business manager then turns to RpmOne's proprietary IQ System to develop a menu that's personalized to the customer. As the customer begins the Ticket to Ride tour of the dealership, the business manager is formulating a personalized menu option. "It allows the business manager to have a relationship that's already started by the time the customer sits down," Mullins said. "It shows that he was listening to the customer while he was on the floor because he's providing a menu of items that are pertinent to the customer specifically. The beauty is that the relationship has already been started, and you're basically offering them stuff they kind of told you they need. It's worked out great." The solutions offered by RpmOne trainers following the BDA have boosted growth in a variety of F&I and sales ledgers. "We're up tremendously in both F&I and sales," Mullins said. "We have doubled our PVR (Per Vehicle Retailed) and tripled our F&I penetration. Our front grosses are up over 25 percent." Sales of priority maintenance are on the rise, too, "which is crucial because it guarantees that the customer will be back in your service department and not to the garage down the street. Everything we do with RpmOne is about the dealership as a whole. So when the customer is on the Ticket to Ride, we make sure he gets that first service appointment. Then products like priority maintenance continue to bring him back. Because of all of their suggestions, we're seeing our CSI scores from the OEMs all trending north, which is great." Mullins forecasted a 20 percent increase in new and pre-owned unit sales prior to the BDA taking place, but that number has been annihilated and is already showing a 38 percent rise this year. Parts and accessories have experienced a 12 percent 38% Increase in new and pre-owned unit sales this year compared to 2013, prior to Seminole's partnership with RpmOne. 6 Thanks to solutions provided by RpmOne's Business Development Assessment (BDA) earlier this year, Seminole Power Sports in Florida has seen drastic improvements in several profit-generating segments of the dealership. Owner Kirby Mullins has been particularly appreciative of the recommendation of an early introduction F&I process, as well as a new "Ticket to Ride" offering that ensures that customers are introduced to every department of the dealership at the time of purchase. Relationship building is simply one aspect of the early introduction F&I process. "We tell our salespeople that if someone comes into the store looking for directions, we want to come out and say 'Hi!' We want them to remember us," Mullins told Powersports Business. "That extends to our business office. After the sales consultant has introduced the sales manager to the customer, the business manager comes out and introduces himself and asks four or five questions to get to know the customer's riding habits and future plans a little bit better." The F&I/business manager then turns to RpmOne's proprietary IQ System to develop a menu that's personalized to the customer. As the customer begins the Ticket to Ride tour of the dealership, the business manager is formulating a personalized menu option. "It allows the business manager to have a relationship that's already started by the time the customer sits down," Mullins said. "It shows that he was listening to the customer while he was on the floor because he's providing a menu of items that are pertinent to the customer specifically. The beauty is that the relationship has already been started, and you're basically offering them stuff they kind of told you they need. It's worked out great." The solutions offered by RpmOne trainers following the BDA have boosted growth in a variety of F&I and sales ledgers. "We're up tremendously in both F&I and sales," Mullins said. "We have doubled our PVR (Per Vehicle Retailed) and tripled our F&I penetration. Our front grosses are up over 25 percent." Sales of priority maintenance are on the rise, too, "which is crucial because it guarantees that the customer will be back in your service department and not to the garage down the street. Everything we do with RpmOne is about the dealership as a whole. So when the customer is on the Ticket to Ride, we make sure he gets that first service appointment. Then products like priority maintenance continue to bring him back. Because of all of their suggestions, we're seeing our CSI scores from the OEMs all trending north, which is great." Mullins forecasted a 20 percent increase in new and pre-owned unit sales prior to the BDA taking place, but that number has been annihilated and is already showing a 38 percent rise this year. Parts and accessories have experienced a 12 percent 38% Increase in new and pre-owned unit sales this year compared to 2013, prior to Seminole's partnership with RpmOne. CASE STUDY NO. 3: Seminole Power Sports CULTURAL CHANGE LEADS TO BOTTOM-LINE PROFITABILITY Seminole Power Sports benefits from Ticket to Ride intro, F&I early intro Location: Sanford, FL 10514S-PSB-RPMOne Dealer Case Study.indd 6 8/29/14 10:30 AM