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1/ Finding and retaining a good BDC Manager.
There is no question that this is the most important thing to get right. Unfortunately, it can be difficult to accomplish. He or she will need to possess a work ethic, people skills, a good phone presence, and leadership qualities. If we are talking working in a small to medium size dealership, they will have to be a player/coach, contributing to call and appointment volumes.
The smaller the store, the smaller the compensation.
2/ Agent turnover
Ramping up your staff's skillsets can take time.
So many of the BDC Agents out there today come from customer service professions. In another words, they have people skills but struggle being able to control the call and persuade your prospects to come to the dealership. This is more of a marketing role.
It also takes ongoing training which is rarely done consistently in dealerships. Let's face it. Making 100-150 dials in order to make 8-12 Sales appointments a day is difficult.
3/ Accountability
This has been an issue in our Industry for a long time. Getting people to do the things we ask and need them to do, as well as the way we want them to do them. This is a management issue. You can even bring in outside consultants every month or so. The problem is that there is no daily reinforcement of the processes and techniques trained and installed. As a result, continuous improvement is slow or doesn't happen!
4/ Management support
In so many cases, there is a disconnect between department managers. Dealers and GMs understand the significance of this. Lead Management is a group effort that requires collaboration.
5/ Lead Management issues
The Sales Process that the BDC describes is not what the customer experiences when they come to the dealership. This could be any of a number of things from price, vehicle availability, or experience. We need to be the dealership we are striving to be. Meet and exceed our customer's expectations!
...These are all things that can fixed.
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