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A New Approach to Menu Presentations

Author: Dave Gibbs
Contributing Author:
Dave Gibbs
Training Manager
EFG Companies

It’s a common practice in most F&I offices to utilize menus of various types to present F&I products to customers. They can help to maintain compliance and ensure that every customer knows their choices when it comes to protecting their purchase. However, few subjects inspire more debate than how to effectively utilize menus to enhance the customer experience and effectively present F&I products.

While most F&I Managers still use menus to sell F&I products, there is another approach or philosophy that can be even more effective than using them as step-selling tools. I would encourage you to consider the menu as a natural conclusion to a benefits presentation and discussion, tailored to the needs of your customer that have been identified.

I do not recommend only using a menu to present and sell your F&I products. Many of your customers have most likely been through a similar presentation and are conditioned to reject any proposition you may have for them immediately. Most of us have experienced the “No thanks, I will pass” response that comes as soon as you begin to review the menu. The wall goes back up and the customer stops listening to you. Many times, all they can see is the cost of the products and they aren’t even hearing the benefits you may be trying to convey.

A better approach would be to identify the customers’ needs through conversation prior to presenting a menu. Utilizing the information that both you and the sales associate gathered from them, you can then transition to a product discussion and a review that is tailored to their individual and unique needs. This can help the customer see areas where they may have risks during their time of ownership and cultivate a value-based proposition.

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Is Generation Y Worth Hiring?

Contributing Author:
Amber Hash
Recruiting Manager
EFG Companies

Disloyal, arrogant, selfish, overindulgent, high-maintenance, frivolous, image-driven, impatient, over-confident and spoiled – Generation Y has heard it all.  And, now the generation that everyone thought would never grow up is starting to make up the bulk of the workforce. But, will they be successful in the powersports industry? Are they worth hiring?

Honestly, powersports dealerships can’t afford NOT to hire this challenging generation. The consumer purchase model is rapidly changing – driven in large part by the digital proclivity of Generation Y. Who better to engage with these new customers than people who speak their language – online and via text?

Raised in the era of digital technology, members of Generation Y can quickly prove their worth in the dealership workplace.  But, some adjustments must be made to reach an equitable compromise with this generation. Here are some recommendations for dealerships seeking to successfully employ Generation Y.

They work to live

The members of Generation Y are committed to achieving work–life balance. While their career is highly important to them, they believe that working hard does not equate to working long hours. This can be a hard pill to swallow for dealership managers who live by the “sun-up to sun-down” model.

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Documenting Processes: More than Just Compliance

Steve Roennau Vice President Compliance EFG Companies
Contributing Author:
Steve Roennau
Vice President
Compliance
EFG Companies

Over the past few years, you’ve probably heard a lot about the importance of documenting your processes. Even with the changes at the CFPB, this importance is not diminished. Remember, the CFPB does not have jurisdiction over most powersports dealerships. State Attorney Generals, the DOJ, and the FTC do. And, these government bodies haven’t undergone significant changes.

Therefore, if you haven’t already begun the process of documenting your processes, it’s time to get that project started. I’ve spoken with a lot of dealers who thought documenting processes would take an investment of thousands of dollars and a legal team. This does not have to be the case. It simply starts with taking a process that your team completes every day and writing down the steps.

Of course, with the numerous, ongoing processes in a dealership, not everyone knows where to begin. This is especially true for those processes that are simply just part of the routine. Many dealers haven’t even conceptualized how to define them beyond, “just do it”.

Just like with any big project, think about tackling this project one bite at a time. Start with the checklist on your deal jackets. Define and write down the process behind each item on the list. Each process should consist of three components:

  • What you do
  • Why you do it
  • How you do it