automotive crm dp-lsi-fs solutions features grid

Reynolds and ReynoldsContact Management

Consulting and Training BundlesBy Business Development Area

Copyright 2002 - Reynolds and Reynolds - All Rights Reserved

Reynolds Customer Management SolutionsSolutions by Profit Leak Capabilities & Features

Dealerpoint LSI Footsteps

10 5 4 510 5 4 57 9 1 10

10 6 8 79 5 9 5

10 1 2 15 1 9 1

Process Engineering Requirement Index: 10 4 8 6Sales Staff Utilization Index: 9 7 5 8

Management Utilization Index: 8 6 7 6BDC or Specialist Utilization Index: 10 8 9 7

*Total CRM Process Support Index: 98 57 66 61

Solution CharacteristicsASP, Server-Based LAN or PC based: ASP ASP LAN or PC ASP

DMS "Push" Integration: NO

DMS "Pull" Integration: NO

Real-Time DMS Integration: NO

Receive Email Capabilities: YES

Send Email Capabilities: YES

Email Templates: YES

Telephone Scripts: NO

Timeline Process Automation: NO

Results Based Process Flow: NO

Telephone Tracking System Integration: NO

Requires Consulting Services: NO

Seminar Training Available: YES

REPORTS YES

Customer Online Activity Tracking NO NO NO YES

Contact Management

Application Features Support the Profit Leak Indicated to the degree of Optimization shown on a 1 - 10 Index, with 10 being maximum optimization and focused features

Incoming Showroom Traffic Management:

Incoming Telephone Opportunities:

Incoming Internet Lead Management:

S/T/I Unsold Follow-Up Processes:

Sold Customer Follow-Up Processes:

Service & Maintenance Follow-Up Process:

Non-Customer List Prospecting:


Consulting and Training Bundle:Inbound Showroom Opportunities


CRM Showroom Solution: RCS Delivery ComponentsAverage Monthly New/Used Sales Volume of Dealer

Up to 150 151 to 300 301 to 450 451 and Up

1 1 1 Custom Quote

1 3 5 Custom Quote

2 4 6 Custom Quote

0 0 0 Custom Quote

CRM Showroom Solution: 4 8 12 Custom Quote

CM Showroom CRM Package*

Click on any of the RCS Categories below to see a detailed Daily Agenda Outline

8.1: Customer Contact Process Assessment & Management Team Strategy Meeting:

8.2: Showroom Process Development Meetings & CM Skills Requirement Definition by Position:

8.3: CRM Integrated Process+Technology "Live" Implementation & Launch Coaching/Training:

8.4: Continuous Improvement Process with Management Metrics Review and Analysis:

Click Here to Return to the CRM Solutions Worksheet


Consulting and Training Bundles:Inbound Telephone Opportunities


CRM Telephone Solution: RCS Delivery ComponentsAverage Monthly New/Used Sales Volume of Dealer

Up to 150 151 to 300 301 to 450 451 and Up

1 1 1 Custom Quote

1 1 1 Custom Quote

1 2 3 Custom Quote

1 2 3 Custom Quote

0 0 0 Custom Quote

CRM Telephone Solution: 4 6 8 Custom Quote

CM Telephone CRM Package*



8.2: Phone Process Development Meetings & CM Skills Requirement Definition by Position:

8.5: Telephone Process Introduction Meetings & Execution Skills Development Workshops:





Consulting and Training Bundles:Inbound Internet Opportunities


CRM Internet Solution: RCS Delivery ComponentsAverage Monthly New/Used Sales Volume of Dealer

Up to 150 151 to 300 301 to 450 451 and Up

1 1 1 Custom Quote

1 1 1 Custom Quote

0 1 1 Custom Quote

1 1 2 Custom Quote

0 1 1 Custom Quote

1 1 2 Custom Quote

0 0 0 Custom Quote

CRM Internet Solution: 4 6 8 Custom Quote

CM Internet CRM Package*



8.2: Internet Process Development Meetings & CM Skills Requirement Definition by Position:

8.6: Internet Process Development: Map, Document, Templates & Scripts Customization:

8.5: Internet Process Introduction Meetings & Execution Skills Development Workshops:

8.7: CM Technology Utilization, Skills Management and Process Integration:





Consulting and Training Bundles:Outbound Unsold Opportunities


CRM Unsold Follow-Up Solution: RCS Delivery Components

Average Monthly New/Used Sales Volume of Dealer Up to 150 151 to 300 301 to 450 451 and Up

1 1 1 Custom Quote

1 1 1 Custom Quote

0 1 1 Custom Quote

0 1 2 Custom Quote

1 1 2 Custom Quote

1 1 1 Custom Quote

0 0 0 Custom Quote

CRM Unsold Follow-Up Solution: 4 6 8 Custom Quote

CM Unsold Follow-Up CRM Package*



8.2: Unsold Follow-up Process Development & CM Skills Requirement Definition by Position:

8.6: Unsold Follow-up Process Mapping, Document, Templates & Scripts Customization:

8.5: Unsold Follow-up Process Introduction & Execution Skills Development Workshops:






Consulting and Training Bundles:Outbound Sold Opportunities


CRM Sold Follow-Up Solution: RCS Delivery Components


1 1 1 Custom Quote

1 1 1 Custom Quote

0 0 1 Custom Quote

0 1 1 Custom Quote

1 1 1 Custom Quote

1 1 1 Custom Quote

0 0 0 Custom Quote

CRM Sold Follow-Up Solution: 4 5 6 Custom Quote

CM Sold Follow-Up CRM Package*



8.2: Sold Follow-up Process Development & CM Skills Requirement Definition by Position:

8.6: Sold Follow-up Process Mapping, Document, Templates & Scripts Customization:

8.5: Sold Follow-up Process Introduction & Execution Skills Development Workshops:






Consulting and Training Bundles:Outbound Service Follow-up Opportunities


CRM Service Follow-up Solution: RCS Delivery Components


1 1 1 Custom Quote

1 1 1 Custom Quote

0 0 1 Custom Quote

0 1 1 Custom Quote

1 1 1 Custom Quote

1 1 1 Custom Quote

0 0 0 Custom Quote

CRM Service Follow-up Solution: 4 5 6 Custom Quote

CM Service Follow-up CRM Package*



8.2: Service Follow-up Process Development & CM Skills Requirement Definition by Position:

8.6: Service Follow-up Process Mapping, Document, Templates & Scripts Customization:

8.5: Service Follow-up Process Execution & Execution Skills Development Workshops:






Consulting and Training Bundles:Outbound Prospecting Opportunities


CRM Prospecting Solution: RCS Delivery Components


1 1 1 Custom Quote

1 1 1 Custom Quote

0 0 1 Custom Quote

0 1 1 Custom Quote

1 1 1 Custom Quote

1 1 1 Custom Quote

0 0 0 Custom Quote

CRM Prospecting Solution: 4 5 6 Custom Quote

CM Prospecting CRM Package*



8.2: Prospecting Processes Development & CM Skills Requirement Definition by Position:

8.6: Prospecting Processes Mapping, Document, Templates & Scripts Customization:

8.5: Prospecting Processes Introduction & Execution Skills Development Workshops:





Reynolds and Reynolds

Copyright 2002 - Reynolds and Reynolds - All rights reserved

CRM Process Assessment & Strategy Day - Dealer Visit TimelineContact Management Process Assessment & Strategy Development

Each dealership must have their Pre-Visit Assessment and Data Collection forms completed prior to day of visit

Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7 Start FinishTime Time

Dealership Drive-Through "Kodak" location & site assessment 8:00AM 8:15AM

Meeting and Interview with Dealer Principal or General Manager 8:15AM 9:00 AM

Clarify essential building blocks for CRM & Outline Program Objectives

Create an understanding of the unique value proposition offered to the dealer from CRM process assessment

Re-Confirm Information collected prior to visit and note any changes

Interview Dealer/GM using CRM Process Assessment Kit format & complete "Process Owner" questionnaire

Management Team Meeting 9:00 AM 9:30 AM

Clarify understanding of value received by the Management Team from the CRM Process Assessment

Re-Confirm Interview Agenda and time slots for each Manager InterviewReview the outline and agenda for CRM Process Assessment - Key Objectives

Meeting and Interview with General Sales Manager 9:30 AM 10:15 AM

Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire

Meeting and Interview with New Vehicle Sales Manager 10:15 AM 11:00AM


Meeting and Interview with Used Vehicle Sales Manager 11:00AM 11:45 AM


Lunch 11:45 AM 12:30 PM

Meeting and Interview with Fixed Operations Manager 12:30 PM 1:15 PM


Interview with Manager who has "Ownership" of the CRM Business Development Process 1:15 PM 2:00 PM


Interview Relevant Dealer Staff that execute the CRM Business Development processes 2:00 PM 2:45 PM


Meeting and Interview with Dealership Finance & Insurance Manager 2:45 PM 3:30 PM


Management Team Meeting to Review Findings and Establish initail CRM Strategy 3:30 PM 5:00PM

Document Strategic Action Plan for CRM Process Development as agreed by Management Team

Dealer/General Manager Exit Meeting with Questions & Answers session 5:00PM 6:00 PM

Review of Day's Meetings, Interviews and CRM Strategic Action Plan Review of Data and Information gathered during visit

Obtain signature from dealer acknowledging visit and accuracy of information gathered


Facilitate development of Dealer's CRM Strategy with Management Team, by Profit Leak, and establsih sequence for Process Development and Installation



CRM Process Development - Dealer Visit TimelineCRM Process Mapping by Profit Leak using Contact Management as Supporting Technology

Dealership must have had their Process Assessment by Profit Leak and Management Strategy Meeting completed prior to day of visit

Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7 Start FinishTime Time

Meeting and Interview with Dealer Principal or General Manager 8:30 AM 9:00 AM

Clarify process directives established during Strategy Day by Profit Leak

Clarify Dealer's understanding of unique value proposition offered from CRM process development supported by CM

Confirm identity of who will "own" each Profit Leak's supporting process definition & be responsible for execution

Outline what will and will not be accomplished during Process Development within the time included in the CM contract

Meetings with Process Stakeholder(s) 9:00 AM 12:00 Noon

Create Process Maps. Using preprinted sample Flowcharts to clarify avenues of implementation for Process Stakeholder to define

Clarify understanding of value received by the Management Team from CRM Process Development

Identify training needs for owners of each specific process

Lunch 12:00 Noon 1:00 PM

Meetings with Process Stakeholder(s) 1:00 PM 4:00 PM

Create or select template and scripts to be customized.

Email Templates: Sequence, Content, Triggers

Telephone scripts: Word tracks, Determine Use

Create training document for each employee that will be fulfilled by CEP

Meeting with Dealer Principal and/or General Manager 4:00 PM 5:00 PM

Inform GM what was achieved today and where you stand for launch

Explain Process Maps form and function

Clarify CM Training Needs by Job Category - Set stage for CEP training visits

Explain ownership of CEP's time efficiency and how to use

Process Maps as a management tool

Discuss Continous Improvement Process Maintenance and "Plant Seed" for enrollmentReview of Day's Meetings and status of CRM Strategic Action Plan

Review of Data and Information gathered during visit

Obtain signature from dealer acknowledging visit and accuracy of information gathered




CRM Integrated Process+Technology LaunchContact Management Supported CRM Implementation Within Daily Business Processes

Each dealership must have received their Customer Education Professional in-dealership CM training prior to day of visit

Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7

Daily Agenda for Catalyst visit to dealership with timeline and Catalyst process steps outlinedStart FinishTime Time

Process Launch Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM

Clarify essential business processes that must be executed by dealer's staff to enable processes to work

Map out sequence of who will be coached on process execution and in what sequence based on dealer guidance

Identify unique challenges that have arisen since CM application launch tha may effect process implementation

Establish dealer exit meeting day and time to review Catalyst CIP and next steps to be taken to assure success

Process+Technology Launch Management Team Meeting: 9:30 AM 10:30 AM

Clarify Management's understanding of value received rom the CRM Process & Technology implementation

Re-Confirm training/coaching sequence & time slots for each staff/group session with CatalystReview the processes being implemented, how technology is utilized and outline Key points of execution

Group Sesson with Tier 1 Contact Management Users: 10:30 AM 12:00 Noon

Review log-in procedures, Data Entry, Client look-ups and handle questions that have arisen since the CEP visit

Transfer Knowledge: New Client creation vs. Adding new prospects to existing clients in ERA

Transfer Knowledge: Within the dealership's defined processes, when to push deals to ERA F&I and known issues

Lunch Break 12:00 Noon 1:00 PM

Individual One-On-One Sessions with Tier 2 Contact Management users: 1:00 PM 2:30 PM

Review Daily Activity Completion procedures, Determining results & questions that have arisen since the CEP visit

Transfer Knowledge: Client account maintenance strategies and how they tie in with Daily Activity Schedules

Transfer Knowledge: Sales posted in ERA and associating with correct prospects in Contact Management

Transfer Knowledge: Within the dealership's defined processes, when to push deals to ERA F&I and known issues

Work with Manager #1 who has "Ownership" of a CRM Business Development Process 2:30 PM 3:30 PM

Review all aspects of CRM Process+Technology Launch & address issues & concerns using a solutions approach

Work shoulder-to-shoulder with manager to ensure they understand relevant CM utilization within processes

Knowledge Transfer: Ensure that manager is comfortable enough with CM to supervise daily task completion

Work with Manager #2 who has "Ownership" of a CRM Business Development Process 3:30 PM 4:30 PM

Review all aspects of CRM Process+Technology Launch & address issues & concerns using a solutions approach

Work shoulder-to-shoulder with manager to ensure they understand relevant CM utilization within processes

Knowledge Transfer: Ensure that manager is comfortable enough with CM to supervise daily task completion

Dealer/General Manager Exit Meeting with CIP Report Review & Sign-off: 4:30 PM 5:30 PM

Review of Day's consulting & training results; identify most significant accomplishments

Establish progress to date assessment relative to original implementation planning & strategyReview Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when

Signatures acknowledging visit results and understanding of Continuous Improvement Process recommendations




Continuous Improvement Process for Customer Relationship ManagementContact Management Utilization Within CRM Process Execution Assessment & Improvement

This category of visit occurs after initial CRM program launch



Results Review Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:00 AM

Review reports & metrics on daily execution of essential business processes that utilize CM by dealer's staff

Establish current issues of importance to Dealer/GM and outline their priority

Identify process & technology challenges that have effected dealership's results


Management Team Meeting to Review Process+Tachnology Results: 9:00 AM 10:00 AM

Identify Management's perception of key points of failure/success for the CRM Process+Technology initiative

Establish agreement on training & coaching needs, or process adjustments that must be implemented

Re-Confirm training/coaching sequence & time slots for each staff/group session with CatalystReview processes evolution, how technology is utilized and outline improvements needed in Key areas of execution Review performance metrics and reports that outline process execution of tasks within CM

Small Group Sessons with Tier 1 Contact Management Users: 10:00 AM 12:00 Noon

Review all challenges to effective execution of Data Entry, Client look-ups and entering prospect records

Work through solutions to issues and challenges regarding process execution

Coach Users on solutions to known process execution issues… develop understanding of task requirements


Individual One-On-One Sessions with Tier 2 Contact Management users: 1:00 PM 3:00 PM

Review all challenges to effective execution of Daily Tasks in CM, identify areas that need solutions

Work Shoulder-to-Shoulder w/users on Review of historical Daily Activity Completion and results entries

Managing accounts, using Client Groups, assigning different schedules and how to enter contact exceptions

Work with users to develop customized templates for Phone, Email and Letters

Develop and refine schedules and processes to better suit dealership's operations and strategies

Work with Managers who have "Ownership" of CRM Business Development Processes 3:00 PM 5:00 PM

Review all aspects of CRM Process+Technology day-to-day execution

Address individual manager's issues & concerns using a solutions development approach

Work shoulder-to-shoulder with manager to develop improved CM utilization within CRM processes

Develop approaches and solutions to ensure that manager can better supervise daily CM utilization task completion


Review of Day's consulting & training results; identify most significant accomplishments Establish "progress to date" assessment relative to original implementation planning & strategyReview Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when





CRM Process Introduction & Skills DevelopmentOrientation for Staff on Details of New Daily Processes that Utilize Contact Management

Each dealership must have had CRM strategy defined by Profit leak & detailed process development prior to day of visit



Planning Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM

Clarify essential staff that must buy into CRM business processes that rely on CM for tactical execution

Map out sequence of who will be trained on process execution and what performance metrics will be used to assess

Have dealer identify what issues should be anticipated that may effect process execution capabilities


Dealership Management Team Meeting: 9:30 AM 10:30 AM

Clarify understanding of which Profit leaks that the Catalyst will be working with them & their people on improving

Detailed Review of process work flows that will be implemented & how technology will be utilized

Identify Key points of process execution by Profit Leak & Department processes that will be effected

Re-Confirm training/coaching sequence & time slots for each staff/group session with CatalystFacilitate discussion by managers that will produce list of key people, process adjustments & contingency plans

Group Sessons with Dealer Staff: 10:30 AM 12:00 Noon

Clarify which Profit leaks that the Staff will be responsible for implementing new processs

Detailed Review of step-by-stepprocess work flows that will be implemented & how technology will be utilized


Specific roles and responsibilities by each staff & how they will be measured in regards to job performance evaluation


Group Sessons with Dealer Staff: 1:00 PM 2:30 PM

Clarify which Profit leaks that the Staff will be responsible for implementing new procedures

Detailed Review of process work flows that will be implemented & how technology will be utilized


Specific roles and responsibilities by each staff & how they will be measured in regards to job performance evaluation

Individual One-On-One Sessions with Dealer Staff: 2:30 PM 5:00 PM

Clarify which Profit leaks that the individual has responsibilities for tactical execution of new processes

Detailed Review of process work flows that the emloyee must implement, how technology will be utilized

Establish clear understanding of when the new processes will go into effect that the employee is responsible for

Identify Key process execution steps that the employee will be responsible for using the Profit Leak reference points

Specific exact roles and responsibilities how the employee will be measured in regards to job performance evaluation








Contact Management Schedules, Process, Activity & Template CustomizationCreate Email, Letter & Telephone Word Track Documents that Support Process Maps

Each dealership must have had CRM Processes clearly defined by Profit Leak prior to day of visit



Planning Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM

Discuss and establish which processes, by Profit Leak, are to be mapped out and documented

Identify the message content that best reflects the dealer's CRM communication strategy

Have dealer identify which communication issues should be built into CM's process execution capabilities


Manager Meetings: 9:30 AM 10:30 AM

Review recommended processes by Profit Leak and map out which communication points are to be templated

Detailed Review of recommended template examples that will be implemented within process maps & input gathered

Get manager edits, notes & comments in preparation of completing the template installation in CM

Establish which users will be trained on using what templates for specific process execution

Facilitate discussion by managers that will produce list of key people, template adjustments & alternative uses

Individual One-On-One Sessions with Dealer Staff: 10:30 AM 12:00 Noon

Install/Customize templates that user is responsible for and show how they are organized, retrieved & best utilized

Detailed Review of step-by-step process execution along with use of specific customized templates

Identify points within daily processes that may require individual customized approach using modified templates

Establish clear understanding of the messages within, and the communication objective for each template



Install/Customize templates that user is responsible for and show how they are organized, retrieved & best utilized

Detailed Review of step-by-step process execution along with use of specific customized templates

Identify points within daily processes that may require individual customized approach using modified templates

Establish clear understanding of the messages within, and the communication objective for each template








Technology Utilization Management and Process IntegrationManaging the variable skill sets of staff members and process requirements

Each dealership must have had CRM Processes clearly defined by Profit Leak prior to day of visit



Dealer Principal and/or General Manager Meeting: 8:30 AM 9:30 AM

Discuss which staff have taken ownership of CRM business processes that rely on CM for tactical execution

Using performance metrics & feedback, Identify departments that need increased tactical execution skills

Have dealer comment on any known issues that may be effecting process execution skills


Manager Meetings: 9:30 AM 10:30 AM

Clarify & document process execution performance motivators that manager can provide to staff

Detailed Review of process work flows and the specific skill sets needed by category of each department employee

Identify weak points within daily business processes that are the result of inadequate execution skill sets

Re-Confirm training/coaching sequence & time slots for each staff/group session with Catalyst

Let managers discuss key people, any process adjustments needed & timelines to implementation

Individual One-On-One Sessions with Dealer Staff: 10:30 AM 12:00 Noon

Clarify tactical process execution challenges and issues for each individual

Have CM users map out process work flows and identify what process points are working well & which are not

Re-establish which process steps that the employee is responsible for & how performance is measured

Review Process Execution motivators and the impact they have, or could have, on employee satisfaction

Work with users on a shoulder-to-shoulder basis & develop greater comfort with CM utilization for process execution



Clarify tactical process execution challenges and issues for each individual

Have CM users map out process work flows and identify what process points are working well & which are not

Re-establish which process steps that the employee is responsible for & how performance is measured

Review Process Execution motivators and the impact they have, or could have, on employee satisfaction

Work with users on a shoulder-to-shoulder basis & develop greater comfort with CM utilization for process execution







Consulting and Training BundlesBy Business Development Area


Process Growth Dealer Visit Timeline - Day SixInbound Showroom

Start FinishTime Time

8:00AM 9:00AM

Meet with Process Stakeholder(s) 9:00AM 9:30AM

Discuss experiences with CEP

Clarify questions

Discuss layout of people invovled in day's facilitation-led workshops

Process Growth 9:30AM 12:00 PM

Observe how staff is utlizing technology and clarify any misconceptionsLead training by example

Technology "Live" Implementation on the Showroom

Lunch 12:00PM 1:00PM

Continue Process Growth 1:00PM 5:00PM

Integrated Process

Technology "Live" Implementation on the Showroom


Meeting with Dealer and General ManagerDiscuss Experience with CEP

Enumerate training objectives met and targets for day

Elicit discussion of future profit leak "repairs"


Consulting and Training Bundle:Inbound Showroom Opportunities


Process Growth Dealer Visit Timeline - Day SixTelephone Solution


Meeting with Dealer and General Manager 8:00AM 9:00AM

Discuss Experience with CEP





Clarify questions



Telephone Process Presentation SkillsLead training by example

Technology "Live" Implementation of Phone Process



Integrated Process

Technology "Live" Implementation of Phone Process


Process Growth Dealer Visit Timeline - Day SixInternet Solution








Clarify questions



Telephone Process Presentation skillsLead training by example

Technology "Live" Implementation of phone process



Integrated Process

Technology "Live" Implementation of phone process



Consulting and Training Bundles:Inbound Telephone Opportunities


Process Growth Dealer Visit Timeline - Day SixUnsold Follow-Up








Clarify questions



Unsold Process MeetingsSkills Development



CM Technology Management

Utilization skills

Process Execution Integration



Consulting and Training Bundles:Outbound Service Follow-up Opportunities


Process Growth Dealer Visit Timeline - Day SixSold Follow-Up








Clarify questions



Sold Process MeetingsSkills Development




Utilization skills




Consulting and Training Bundles:Inbound Internet Opportunities


Process Growth Dealer Visit Timeline - Day SixService Follow-up








Clarify questions



Fixed Operations Process MeetingsSkills Development




Utilization skills




Consulting and Training Bundles:Outbound Unsold Opportunities


Process Growth Dealer Visit Timeline - Day SixProspecting








Clarify questions



Prospecting Process MeetingsSkills Development




Utilization skills




Consulting and Training Bundles:Outbound Sold Opportunities


Process Growth Dealer Visit Timeline - Day SevenInbound Showroom


Continue Process Growth 8:00AM 12:00 PM

Integrated Process Implementation

Technology Live Implementation



Live workshops with staff on Process and TechnologyImplementation

Meeting with Dealer and General Manager 3:00PM 5:00PM

Continuous Improvement Process with Management

Metrics Review and Analysis


Process Growth Dealer Visit Timeline - Day SevenTelephone Solution




Technology Live Implementation



Live workshops with staff on Process and TechnologyImplementation






Consulting and Training Bundles:Outbound Prospecting Opportunities


Process Growth Dealer Visit Timeline - Day SevenInternet Solution




Live Lead Response Execution



Live workshops with staff on Process ImplementationLive Lead Response Execution





Process Growth Dealer Visit Timeline - Day SevenUnsold Follow-Up



Integrated CRM Process Implementation

Live Unsold Follow-Up Execution



Integrated CRM Process ImplementationLive Unsold Follow-Up Execution





Process Growth Dealer Visit Timeline - Day SevenSold Follow-Up




Live Sold Follow-Up Execution



Integrated Process ImplementationLive Sold Follow-Up Execution





Process Growth Dealer Visit Timeline - Day SevenService Follow - Up




Live Fixed Operations Process Execution



Integrated Process ImplementationLive Fixed Operations Process Execution





Process Growth Dealer Visit Timeline - Day SevenProspecting



Integrated Technology Implementation

Live Prospecting Process Execution



Integrated Technology ImplementationLive Prospecting Process Execution



