Car Market Recovery on Track

VEHICLE financier WesBank said yesterday its vehicle sales confidence indicator showed that the recovery in the automotive market continued moving on a “steady path”, with the strike and new carbon tax having little effect on confidence.

According to WesBank’s latest vehicle sales confidence indicator, the strike action in the motor industry and the introduction of the new carbon tax in September meant that overall confidence levels in current sales activity on dealer floors dropped marginally to 5.7 out of 10 in October from 5.9 in July.

In line with the general growth trend, WesBank said confidence in new vehicle sales among dealers remained relatively high.

Earlier this month, the National Association of Automobile Manufacturers of South Africa said new vehicle sales rose 22.2% in October year on year.

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Inside Sales Positions

Job Description

A dynamic Automotive Sales Training provider currently has an opening for a part time telemarketer to work from home

The Inside Sales Representative position includes:

  • The sales of our services to auto, marine, motorcycle and RV dealerships
  • Must be able to effectively communicate on the phone, smile and sell
  • In addition to the base rate of pay, this position has a lot of opportunity for weekly commissions

The following are requirements for this position:

  • Cold-calling, negotiation skills, B2B, closing skills.
  • Knowledge of Act or Microsoft Outlook
  • Excellent spoken & written communication
  • Strong organizational skills and capability of managing multiple tasks
  • Strong work ethic

The above mentioned skills are required for an individual to be considered. If you are an individual with a “will do & must achieve” attitude and has the uncanny ability to generate results, please contact us today to schedule a confidential interview.

Automotive Training & Development Offers:

  • Compensation package including base hourly rate and commissions with unlimited income potential.
  • Outstanding training and career growth potential.
  • Automotive Training & Development is proud to be an Equal Opportunity Employer M/F/V/D Committed to Affirmative Action.
  • Check out our web site
  • Send resumes to
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Business Development Manager for Florida

The Florida Business Development Manager will be responsible for increasing sales revenue and transactions per management objectives and forecast.  This position contributes to the company’s success by developing and implementing sales plans to maximize sales performance in an assigned territory.  In addition, this position implements, services, and maintains dealership accounts as well as opens new accounts and plans marketing strategies to secure new business and increase revenue.

Great opportunity for the right person who loves selling to top-level decision-makers

  • ·         Do you have experience in selling to automotive dealerships?
  • ·         Do you know how to sell “intangibles” like recruitment and training services?
  • ·         Are you comfortable with “pull” versus “push marketing?”  Do you know how to listen actively and analyze customers’ needs, rather than just selling products and services?
  • ·         Do you enjoy making cold calls?  Do you have a high presentation/negotiating/closing ratio?
  • ·         Do you have a lot of contacts at the decision making level?

Automotive Training & Development is looking for a creative, highly motivated self-starter who is eager to grow this business and earn a great income.  We offer an extremely generous compensation plan, so your income is limited only by your level of commitment and hard work.

There is a HUGE need for our services! Fact: over 80% of the people coming to a dealership are there to buy, yet the national closing average is 20%!  Even worse, nine out of 10 sales people do not know or use the key steps in the sales process. Our training programs, teach the psychology of sales, how to building trusting relationships, the 11 steps in the sales process, and the importance of continuous learning and personal development

Our recruitment and training programs represent the least expensive way for dealers to increase their sales and profits by 15 to 25%. Unlike advertising and other recurring expenses, training is the gift that keeps on giving. Fully one-third of the buying decision is based on the sales person. Hiring, training, and retaining high-performing sales associates are a sure-fire way to increase customer satisfaction, ensure repeat business, and generate referrals.  .

Be part of the winning team. This is a fantastic opportunity to assist automotive dealers and their sales personnel, achieve their goals, assisting people who are in need of a career or rejuvenating their current production, while enjoying a very rewarding compensation plan. An additional benefit–you don’t have to work nights and weekends!

We are a sales training company, we understand what it takes to be great, therefore full complete training is provided. Outstanding high commission package available for a results oriented individual!  Send your resume to

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Sales Reps: The Right Mindset Makes All the Difference!

What is the right mindset for selling vehicles? Top salespeople are optimistic, empathetic, respectful, and concerned for their customers’ welfare. These qualities permeate all their interactions with customers, from the initial welcome to qualifying, closing, delivery, and follow-up.

Optimism. Great salespeople believe that every customer is a solid prospect and, if they do their job well, the customer will buy.  It’s easy to look at a young 22-year old woman shopping alone or a 40-year-old-man dressed in torn jeans and a sloppy t-shirt and think, “This person will never buy a vehicle, so I’m not going to waste much time with her or him.”  This attitude turns people off, as they sense you are not really interested in assisting them. It will cost you many sales a month. Statistics show that 82 percent of the people entering a dealership are there to buy. Don’t make assumptions, as looks can be very deceiving. Treat every person who enters the showroom as a potential customer and you’ll have a better chance to sell them. You never want to be the one who stops the sale.

Empathy. Studies show that, for most people, buying a vehicle is extremely stressful. Indeed, simply walking into a dealership can elevate blood pressure. After all, vehicles are the second biggest purchase people make after buying a home, and many have had bad experiences before. They may worry about being pressured by a “pushy” salesperson, making a bad decision they’ll have to live with for years, or not getting the best possible price. Salespeople who put themselves in their customers’ shoes try hard to put them at ease. They welcome their customers to the dealership with a warm smile and solid handshake, ask the names of everyone in the party, and let them know they’re there to assist them in purchasing the right vehicle for them. They take the time to establish a relationship, so that their customers relax. They notice things—the car they’re currently driving, a smart tie or watch, car seats, bumper stickers—and make a positive sincere compliment about them. It’s all too easy to overlook this step, but the time you spend up making friends up front will be extremely beneficial in the end.

Respect. Salespeople who respect their customers understand that they are in the best position to know what they want, need, and can afford. They demonstrate that respect by asking lots of questions and actively listening to their customers’ answers. Although qualifying the customer is a critical step in selling vehicles, market research and our own secret shoppers have found that many salespeople skip right over it. All too often, they simply begin by describing the features and benefits of the vehicle their customers happen to be eyeing on the showroom floor. Or, they describe the vehicle that they think their customer would like, based on their own preferences. They don’t spend nearly enough time trying to learn about their customers’ past experience with the dealership, including the salesperson they dealt with before; what they like or don’t like about the vehicle they are currently driving; why they are looking for a new vehicle; how they plan to use it; and the features they are looking for including power, handling, dependability, safety, affordability, and various electronic and other options.

Concern. Great salespeople care about their customers’ welfare, not just their own commission. This may sound counterintuitive, but whom would you rather buy from—a salespeople who is genuinely interested in your wants and needs or one who pushes the most expensive model or some other model that the dealer is trying to unload?  My wife once went into a dealership to purchase the same model she had driven for years and loved. She was surprised when the salesperson suggested that she test drive another model—one that was actually lower-priced. She hated the experience and never went back to that dealership again. More frequently, salespeople try to “upsell” people who enter the store, and this can also frustrate customers and drive them away. Even if they do buy, knowingly putting people into vehicles they can’t afford is not a winning strategy in the long run.  It may yield short-term profits, but these customers are not likely to come back, may badmouth the dealership, and ultimately damage your reputation.

Summary, Prior to saying hello to your next customer, instill the right mindset by saying to yourself, “This person is here to buy. I am a great sales person and my customers like and respect me. I appreciate all my customers, put them at ease, listen to them, and try and solve their problems.” By saying positive statements like these over and over again (essentially making positive affirmations), your sub- conscience mind will internalize these thoughts, you will begin to believe them, and you will act accordingly. In turn, your customers will know that you listen and care, and they will be more apt to buy.

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Ford Reports Record 1.7 Billion Q3 Profits

On October 26, 2010 Ford Motor Company reported record third-quarter profits, raised its production forecast and said it will speed up steps to pare debt.

Ford’s $1.7 billion in net income was up from $997 million a year earlier. The company said it will boost fourth-quarter vehicle output in North America by 20,000 units, an increase of 3.5 percent.

Ford overcame a loss in Europe in posting its 6th straight quarterly profit, and CFO Lewis Booth said the automaker will be “solidly profitable” in the current quarter, too.

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Ford Dealers Say Credit Access Helping Recovery in Auto Sales

New-vehicle buyers are having an easier time getting credit, signaling U.S. auto sales may continue to accelerate after last month reaching the fastest pace since the government’s “cash for clunkers” program.

Federal Reserve data shows banks began easing consumer- lending standards in July, and the Fed’s loan facility program rejuvenated the market for securitized auto debt, said  Ellen Hughes-Cromwick, Ford’s chief economist. Data from CNW Research shows improved sales for buyers with weaker credit scores.

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Maximize Your Sales Training Dollars

Are you tired of attending or offering sales training programs that produce some immediate benefits but fail to yield lasting and meaningful results?
Are you so jaded that you believe sales training is simply an expensive waste of time?

Well, if so, it’s not surprising. Most automotive sales training programs consist of one or two days of training, with little or no follow-up. Few are tailored to the needs of the participants, and even fewer involve any kind of follow-up. According to training impact studies, these programs may achieve some short-term benefits like increased knowledge, but they rarely produce long-term improvements in performance.

Given the way people actually learn, is that really startling? Would you expect your child to learn how to play soccer or master the violin after attending a two-day course? Of course not.

For training to succeed, it must be intensive, sustained, and applied. That’s because change is a process, not a one-time event. In addition, if you want to see real behavioral change receive a great return οn your investment, you need to ensure that the training uses proven adult learning and behavioral change strategies that not only boost your salespeople’s knowledge but also enhance their sales capability. This means a departure from the way most dealerships view sales training. Here are several things you can do to ensure that your sales training dollars are used wisely and achieve sustainable and real change in sales performance and productivity.

  1. Relevant content. Prior tο hiring a trainer, make sure that the training content matches your sales philosophy and is relevant to the workplace outcomes you are looking for.
  2. Active Engagement. Effective trainers inspire and actively involve their trainees. Look for trainers who understand the importance of motivation and use case examples, role-plays, secret shopper exercises, and other hands-on activities to engage their trainees.
  3. Ongoing training and support. Arrange for ongoing training that includes regularly scheduled follow-up sessions, along with conference calls, on-line discussion forums, webinars, and other mechanisms that help sustain motivation and promote continuous improvement.
  4. Coaching.For salespeople to integrate their learning into their daily interactions with customers, they need coaching and other forms of support from their managers. That’s why it’s important to demonstrate desired practices, observe your salespeople in action, and provide constructive feedback. Few people benefit from negative reinforcement.
  5. Collaboration. Since learning is a socially mediated activity, encourage your staff to work together to improve results. Creating a strong team improves morale, reinforces effective practices, and ultimately adds to the bottom line. If your dealership meets or exceeds its sales targets, both you and the sales team will receive tangible rewards.
  6. Accountability and Measurement. It’s important to track results. That means not just the number of units sold or the average profit per sale, but other measures that show where sales may be breaking down. For example, how often does the salesperson gather contact information, help the customer pick a vehicle from stock, take the customer on a test drive, begin negotiations, ask for a TO, or follow up with customers who leave the store without buying? Keeping track of these numbers allows you to fine-tune learning effort and make necessary adjustments in your training and support until complete behavioral change has been achieved.

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