Question 1

Ways to increase car sales no matter well you’re already doing

1. Increase your availability.

A car dealer’s hours can have a significant impact on their traffic. Car buyers are looking
for convenience and having limited hours can be a huge turnoff. While it’s harder for
smaller dealers with fewer employees to keep up with extended hours, it’s best to be
open seven days a week. You can also increase availability by having your team use
your mobile CRM to stay in contact with clients when they’re out of the office.

2. Analyze your pricing.

Real estate agents perform regular market comparisons and auto dealers should, too.
Car comparison sites are just as useful for dealers as they are car buyers. See where
your dealership ranks, and make adjustments as needed. Because mostpeople make
their car decisions online, you don’t want to scare them away by overpricing your
inventory.

3. Be smart when stocking your inventory.

Pricing is important, but if you notice your inventory is consistently hanging around more
than 60 days, then maybe you’re not stocking the right vehicles. Take note of the cars
customers inquire about and monitor your monthly reports to see what’s selling. You
have a better chance of being profitable when you can reduce your floorplan fees. It’s
important to make educated decisions when purchasing vehicles for your lot. Give
customers what they want, not what you think they need.

4. Offer unique customer incentives.

Free oil changes are a popular incentive for dealers to offer their buyers, but now it’s
become so customary that car buyers assume they’ll come standard with their
purchase. One of the best ways to increase car sales is to offer unique incentives to
your customers. Instead, you may want to try offering:

 A tire and wheel, paint protection, or other extended service packages.

 A gift certificate towards wear and tear items such as wipers, brakes or tires.
 Reconditioning services. The cost of even three reconditioning services is still
cheaper than a lifetime of oil changes and are appealing to customers such as
busy parents or business owners.

5. Streamline your daily routine.

When you work smarter, you can reduce the time it takes to complete a car deal. In
turn, you have added time to sell more cars, and you’re increasing customer retention.
Digital processes are the most productive way to enhance efficiency, so it’s crucial to
make the most of your dealership’s CRM tools. Be sure the software you
choose focuses mainly on auto dealers, and that it also has a mobile app. Mobility is
essential for car dealers today because the faster you respond to a client, the more
prosperous you will be.

6. Improve your team’s communication skills.

One of the best ways to increase car sales is to give customers reasons to interact with
your dealership regularly. At your next meeting, you can encourage your team to:

 Send ten emails, ten texts, and make ten phone calls each day.
 Share useful content on your dealership’s social channels. Think “how to’s” and
helpful information instead of a continuous stream of ads.
 Take a few minutes out of each sales meeting to teach your team about your
dealership’s CRM features and discuss how your team can use them to improve
efficiency and communication with customers.
 Roleplay car sales scenarios and give feedback on how certain situations can be
improved. It’s better to practice on fellow salespeople than get it wrong with a
client and end up with undesirable online reviews.
 7. Monitor accountability.
 Make time each morning to review your salespeople’s incoming appointments
and current leads by using your CRM tool or requiring them to hand in a daily
strategy report. Taking a few minutes to review daily schedules will not only help
your team plan their day, but it will help you plan yours, too. Increase customer
satisfaction by making sure appointments are always on time, and never
forgotten.
 A little effort goes a long way, and when your team focuses on efficiency and
improving communication skills, you’ll be sure to see an increase in dealership
traffic. Some of the best ways to increase car sales have nothing to do with
marketing and everything to do with being more thoughtful with your approach.

5 Strategies to Increase Sales

1. Focus on Authenticity: I always applaud sales professionals who
have found ways to create their own brands within their stores. I think
about the sales guy in Texas who goes by “Coach,” the guy in Jersey
who rhymes his name “Meador” with the word “better.” See, I
appreciate those salespeople who are unconventional and can sell cars
and make a good living because of it. Why? Because they’re authentic,
 and authentic people focus on building long-term relationships with
customers. They also are likeable and sincere, and get unsolicited
referrals on a regular basis.

2. Take Responsibility for Your Own Education: It is amazing to me

how many times I hear someone say they can’t attend a workshop or
seminar because the dealer won’t pay for it. It doesn’t matter how long
you’ve been in the business, the game changes on a regular basis.
That means you can’t stop learning if you plan to increase your
earnings. Take today’s Gen-Y buyers. How much do you really know
about this buying segment and the radical differences between their
buying habits and motivations versus the Baby Boomer generation? My
guess is not much. Do you think it might be worth a $30 book or a
$300 seminar to know who your future customer will be?
3. Employ the “ME + 3 Rule”: This rule is one of my favorite principles
to teach because it’s a real eye-opener for salespeople. The rule states
that when communicating with a prospect, realize that there are three
other dealers vying for your customer’s business. So, when you leave
your next voicemail or take your next sales call, remember that there
are three other sales professionals who are talking to your customer.
That means what you say and how you say it really matters.
4. Focus on Buying Motives: Legendary trainer and speaker Zig Ziglar
talks about the five selling challenges: no need, no money, no hurry,
no desire and no trust. At the base of any customer objection is a
failure to overcome or address one of those five challenges to the
customer’s satisfaction. If you focus on identifying and then speaking
to a customer’s motive for making the purchase, then you should be
able to dramatically reduce buyer hesitation and increase your close
ratios. When you’re able to identify the motive and satisfy the
challenges, you can elicit positive emotion from the customer.
Remember, practicality causes a person to delay; emotion causes a
person to take action.
 5. Set and Define Your Goals: Most of us don’t get in a car and start
driving with no destination in mind. Why not take a step back from the
daily tasks of selling to determine and write down the outcome you are
seeking beyond just selling cars and making money. What are your
goals? What are you about? What do you hope to achieve? What value
do you want to bring to your customers? Define your service to others,
what you want to accomplish, how you will get it done, and state the
outcome as though it has already taken place.

We are in the business of selling cars and that requires change. A military
general once said, “Those who hate change will hate irrelevance a lot more.” I
think that says it all.

QUESTION 2

1) Passion. This is also one of the top qualities of a master closer and the only one that
can’t be taught. Without a passion for the home building industry, it’s impossible to lead
and inspire a team, Tarullo says.
2) Integrity. Combined with passion, these are the two most important qualities for a
sales manager. “They need that core,” Tarullo says. “If they don’t have those, they
shouldn’t be in sales management.”
3) Positive attitude. It’s up to a builder’s leadership to put smiles on the faces of the
sales team and set the tone for the company.
4) Coaching. Seventy percent of a sales manager’s time should be spent coaching,
either in groups or one on one, Tarullo says. Any sales manager who says the workload
doesn’t allow that kind of time with the staff needs to examine how the day is being
spent and ditch or delegate any activity that doesn’t affect lead generation or conversion.
5) Leadership by example. “The sales manager should be out on the sales floor with
his people,” says Jim Capaldi, director of sales for the Ventura division of Standard
Pacific Homes and author of The Ultimate New Home Sales Success Manual. “That’s
where you’re most productive. Lead by example, make them accountable, push them,
and get them out of their comfort zone.”
6) Loyalty. Sales managers need to go to bat for their sales team members, says Debbie
Dompke, sales manager for Chicago-based Lexington Homes. “Let them know you’re on
their side,” she says. “When they know you’re sincere, it’s amazing the work ethic you’ll
get in return.”
7) Availability. Dallas-based sales trainer Bob Hafer says paperwork has to be done,
but it can’t be used as an excuse “to not do the tough stuff.” It’s easier than dealing with
people, to be sure, he says, adding, “Administrative tasks never talk back to you.” When
he was a sales manager, he got to work at 7 a.m. and spent two hours on paperwork
before the phone started ringing. Then, when the sales centers opened, he was available
to work with his sales teams in the field.
8) Motivation. This includes encouragement and recognition. Dompke says she does
this in “so many ways—contests, games, dancing, singing, dressing up. You laugh
together and play together.”
9) Continuous learning. Doctors, accountants, attorneys, and other professionals
keep learning their whole lives in order to keep their skills up to date. Sales managers
need to do likewise. “When you don’t grow,” Capaldi says, “you leave the door open for
someone else.”
10) Listening and communication. This is an underpinning for most of the other
qualities. You can’t be a good coach or motivator if you’re not a good communicator; and
you can’t continuously learn, lead by example, or demonstrate loyalty without being a
good listener.

“Years ago, the sales manager’s job was about paper management, organization, and
managing the interest lists,” Capaldi says. “Now, it’s about keeping the sales team
 accountable, motivated, and focused on the basics of selling. I always preach to people
that real estate sales is the hardest job to be good at and the easiest job to fail at.”

And Tarullo feels that the sales manager’s job is the key to that success. “I think it’s the
toughest job in the business because you have to wear so many different hats,” she says.
“You need to be a disciplinarian but also a coach and a motivator.”

 Maintaining and increasing sales of your company's products

 Reaching the targets and goals set for your area
 Establishing, maintaining and expanding your customer base
 Servicing the needs of your existing customers
 Increasing business opportunities through various routes to market
 Setting sales targets for individual reps and your team as a whole
 Recruiting and training sales staff
 Allocating areas to sales representatives
 Developing sales strategies and setting targets
 Monitoring your team's performance and motivating them to reach targets
 Compiling and analysing sales figures
 Possibly dealing with some major customer accounts yourself
 Collecting customer feedback and market research
 Reporting to senior managers
 Keeping up to date with products and competitors

Automotive Sales Manager Duties and Responsibilities

 Recruit, hire, train, and oversee a team of automotive salespeople
 Coach salespeople on best practices for closing more vehicle deals and provide
advice and guidance to improve sales performance
 Oversee all activities occurring in the vehicle showroom
  Set sales goals, track progress, and lead team to achieve and exceed those quotas
 Forecast sales for upcoming months and quarters and compile the necessary
reports for dealership management to review
 Step in to answer customer questions and issues when required
 Coordinate and lead all regular sales meetings with the sales staff
 Develop and manage a CRM platform to retain customers and seek out new
prospective sales
 Maintain a strong focus on satisfaction of all customers

Automotive Sales Manager Requirement and

Qualifications
 2+ years of experience in a sales role at a dealership
 Solid sales competencies with knowledge of strategies and best practices
 Track record of exceeding previous sales quotas and goals
 Excellent leadership skills with a passion for developing employees
 Keen attention to detail with a commitment to solving complex problems
 Strong written and verbal communication skills
 Outgoing and service-oriented attitude
 Knowledge of inventory control and management
 Goal-oriented self-starter with the ability to thrive in a fast-paced and sometimes
high-pressure work environment
 Willingness to work independently and as part of a team

Question 4

Many businesses often fail with their sales target plans. A common strategy is

to simply look at the previous year’s revenue and add what appears to be a

reasonable rate of growth. However, this approach does not take into account
any changing variables, such as market volatility, a new product line, or

expanding into a new geography. As a result, it can lead to unreasonable,

unattainable figures.

Setting unrealistic or inaccurate sales targets can have a major impact on

business outcomes. Not only can it affect cash flow management, but it can

also erode management’s credibility and sales motivation, either because

targets are consistently underachieved or too easily overachieved.

To accurately set sales targets, organizations need a platform that takes into

account past performance, account value, rep performance, and foresights

based on business goals. A platform that connects plans and data across the

business can empower organizations to achieve an accurate forecast and

more attainable sales goals.

How to set Realistic Sales Targets
With Anaplan, a platform that can accommodate past, current, and most

importantly forward-looking data, your sales team is better armed to meet and

exceed their goals. Now consider the following five factors to set more realistic

sales targets:

Business situation. Every business is different, and that’s why it’s important

to start by considering which factors affect your revenue quarter-by-quarter. Is

your business seasonal? Do you have a strong recurring revenue stream? Is

your business contract-driven? Does your business have high cogs or high
margins? To create a more accurate sales forecast that’s tailored to your

business, consider all of these factors, along with the life cycle of your product

or service portfolio.

Economic factors. What is happening in your industry and within the wider

economy that could have an impact on revenue? Do you operate in volatile

markets? Are you in a highly competitive industry? Be as thorough as possible

in your evaluation of the variables that may affect either your revenue or the

performance of your sales reps.

Revenue per rep. Take a look at what each rep generated in the previous

year and years prior. Collect customer share of wallet for their accounts,

which may be indicative of future potential. This is where a thorough account

segmentation and scoring process is extremely valuable, as it can greatly

impact the targets and sales incentives you should set for your team.

Solicit feedback. It is important that you solicit feedback—before and during

the sales forecastingand target-setting process. As your frontline employees,

sales reps may provide objections or highlight variables that you have not

considered. They can at times tell you more than the numbers can—for

example, industries that may be very hard to break into or regions where your

product’s value proposition is not working. This type of crucial field insight can

change the breakdown of the sales forecast and targets into something more

attainable and realistic.

Implement a rolling forecast. Despite the well-documented advantages of a

rolling forecast, most companies still conduct traditional forecasting based on

a preset annual or quarterly schedule. This approach turns the forecasting

process into one of performance evaluation, as opposed to elevating the

opportunities and risks ahead—leading to a loss in forward visibility. To

overcome this disadvantage, consider implementing rolling forecasts with

consistent periods within each forecast window. No economy, market, or

customer organization is static, so your sales forecast shouldn’t be either.

If your revenue expectations are not in tandem with what you can reasonably

expect from your sales force, you will see a ripple effect on business revenue,

employee engagement, and turnover. Don’t risk this—see how the Anaplan

platform can transform your business and improve your sales performance

management by enabling better-informed decisions.

Avoid these traps when setting sales quotas.

The rear-view mirror trap

If you set your quota looking in the rear view instead of toward the future, you’re not
considering the true market potential.
A recent SalesGlobe survey determined that the top sales quota challenge was that
quotas are typically based on historical data, rather than market value and real
opportunity. This means you need to do your research and set quotas based on what’s
out there so that reps aren’t demoralized by going after a number that’s not reflective
of current market conditions.

The “punishing your best reps” trap

If your top sales rep consistently hits their quota, you’d be wrong to raise it without
first considering the consequences.

Continuously raising quotas makes many top-performing reps feel cheated. They feel
punished for being good at their jobs, and consequently, they may leave.

There are also logistical problems when raising quotas for top-performing reps.

Let’s say your best rep has closed most of the business in their assigned territory. You
increase their sales quota, but keep them assigned to that same territory—how will
they hit a higher quota in a region with less opportunity?

The “demoralizing your team” trap

A sales quota that’s too high won’t be a secret to your team. Your reps will know
when the quota you’ve set is unrealistic and they’ll be discouraged from the get-go.

Another problem with setting a quota that’s too high is that sales leaders often lose the
respect of their team.

If a leader doesn’t know how—or worse, is unwilling—to set a realistic quota, it’s
harder for their team to trust them.
 Pro-tip: Use CRM data and reports to set sales quotas.

The best way to set an attainable, yet ambitious goal is to crunch the numbers your
team puts up currently.

Analyzing your CRM data will tell you what’s realistic, what’s in the pipeline, and
which reps are over- (or under-)performing.

Set revenue quotas for management.

Revenue quotas are based on sales won: revenue coming in. With revenue quotas,
salespeople aim to hit a dollar amount, and it’s typically a quarterly or yearly goal.

Since we know that measuring small actions is more effective than encouraging reps
to hit big numbers (remember tactics vs. strategies), revenue quotas are often set as a
team goal, or for team managers.

To set a revenue goal with Copper insights, head over to your Reports tab and check
out the Sales Forecast and Sales Performance Reports.

With Sales Forecasts, you’ll see what’s coming down the pipe and you can use these
numbers to set goals for the amount you’d like to close in a specific period of time.

Question 4:

Territory Manager Responsibilities include:

 Maintaining customer relationships

 Setting and meeting sales targets to increase revenue
 Finding ways to ensure efficiency of sales operations
 Job brief
We are looking for a Territory Manager to help us increase our sales revenues
and maintain customer relationships within an assigned geographical area.

In this role, we seek outstanding organizational and sales skills. We expect

you to be an excellent communicator who understands customer needs. If you
are also goal-driven and analytical, we’d like to meet you.

Ultimately, you will ensure our clients are happy and search for ways to grow
our sales.

Responsibilities
 Devise effective territory sales and marketing strategies
 Analyze data to find the most efficient sales methods
 Meet with customers to address concerns and provide solutions
 Discover sales opportunities through consumer research
 Present products and services to prospective customers
 Participate in industry or promotional events (e.g. trade shows) to cultivate
customer relationships
 Conduct training in sales techniques and company product attributes
 Assess sales performance according to KPIs
 Monitor competition within assigned region
 Prepare and submit reports to the Sales Director

Requirements
 Proven experience as a Territory Manager
 Proven track record of increasing sales and revenue; field sales experience
is preferred
 Ability to develop sales strategies and use performance KPIs
 Proficient in MS Office; familiarity with Salesforce is a plus
 Excellent communication skills
 Organizational and leadership ability
 Problem-solving aptitude
 BSc/BA in Business, Marketing or a related field