Job sales via the phone versus in-person
One of the questions that can be posed occasionally requires a little more explanation when breaking down the duties of a service adviser in terms of selling work. You might be wondering what that question is.
Here it is, then:
Is it better to sell a project to a customer in person or over the phone in the most effective way possible? A service department is a very ACTIVE location. There is always work to be done and something going on. The majority of the daily routines at most shops are occupied by waiters, who fill the schedule. To pass the time, there are also highly sought-after drop-off appointments. The normal day offers enough work to keep all the technicians occupied when organized properly, with jobs ranging from straightforward oil change-type procedures to a few more task-oriented or diagnostic jobs to occupy the hours. When done correctly, the advisor should drop off appointments when the technicians arrive and sell work to waiters.
While we would all prefer the ideal scenario when it comes to selling work, neither life nor ideal scenarios for doing our jobs (or selling work, for that matter) exist very often. What does this mean, then? It indicates that selling work should be done the same way, whether it is done over the phone or in person. No matter where the client is, the advisor must devise a method for presenting the tasks at hand in an orderly and effective manner. Even if the requirements for each vehicle vary, we should do everything in our power to meet the needs of our CUSTOMERS. Each counselor has a unique selling style, and the finest ones are constantly acquiring new techniques. SELL. The best way to understand what you’re working with before going in to complete the job is to check in with and update your customer. Although it’s not always possible, a superb service department keeps in touch with one another to provide information or advice to the advisor on the job based on their write-up as well.
Therefore, if at all possible, we should establish a rapport with our clients before beginning the procedure. The three C’s are everything after that. Suspicion, Reason, and Remedy. The problem or complaint should be clearly stated, followed by the reason (or, in the absence of one, our best-educated estimate) and the necessary correction and its associated cost. If done that way, the client should be aware of the issue and know how to resolve it. Gaining the client’s trust by offering to show them photos or providing them is a wonderful method to gain their business. If at all possible, always propose multiple repair solutions. We are all aware of how effective aftermarket components can be in lowering consumer expenses. However, we are also aware of when we should stick with OEM parts and when we can do that. Without offering either too little or too much information, the advisor should manage the presentation of all of those possibilities.
In the end, it comes down to providing the greatest possible customer service and making sure that our communications are clear and straightforward. We consider our job done when we have supplied the consumer with all reasonable options for repair and have done our best presentation, whether over the phone or in person. This needs to be executed with assurance and power. Nothing is worse than a hesitant and mumbling adviser. At that point, it will be up to the buyer to choose what works best for them. If the staff functions as a whole in this way, whether the customer is calling or coming in person, the shop should see growth and retention in their department and be terminating more employment than not.
There may always be circumstances that do not go in our favor, but if we are confident that we have done everything in our ability to be as helpful as possible, then our tasks are done. The prized customer will always return to work with us if we put their needs ahead of our own pockets at the moment.
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