2004 KIA Sales Academy

Improving Sales
Improving
Sales

To improve sales: 1. Improve Dealer Network; 2. Adopt & Adhere to a Kia Win 4 culture; 3. Review & Adapt to Market
environments & conditions
To:

Implement Consistent Sales Processes:

1.

Employee Retention & Loyalty:

Factors which impact salesperson
Satisfaction

1.

Manage Dealer Performance Expectations

Collaboratively

Improve
Dealer
Network

Reception;
2. Consultation (Research);
3. Presentation;
4. Demonstration Drive;
5. Close/ Transaction Commitment;
6. Negotiation;
7. Delivery;
8. Follow-up
Dealership environment & culture;
2. Dealership commitment to salesperson income/
future;
3. Dealership sales support;
4. Vehicle/ product;
5. Customer profile;
6. Franchise income potential
set sales targets with each dealer
Review monthly
If sales targets are not met, conduct a fact-finding
session

2004Improve
KIA Monitor
Sales
Academy
Adherence to
Sales (clean, display vehicles, promotional materials)

Improving
Sales

Dealer
Network

Kia Standards
Facilities

Service

(clean, knowledgeable staff)

inventory)

Parts (sufficient
Storage
Customer

waiting rooms (clean entertainment, refreshments)

Monitor Adherence to
Kia Standards
Image

Brand

& Logos

Provide Complete
Dealer Support
Best Practice from
Chile, UK,
Malaysia

Frequent

Provide More Frequent &

Consistent Dealer
Training
1. Content Areas to
Focus

Sales skills

2. Develop materials
to use when conducting
training session to ensure
consistency

Facilitator/

Colors
Promotional

information (brochures, web site)

visits from District/ Field manager

Emphasize the dealer principal involvement in dealership operations
Provide monthly sales/ competitive sales bulletins
Recommend & help to implement alternative sales points & strategies for dealers
Develop effective advertising
Improve comm. between Distributor & Dealer network
Supply dealers with effective promotional & sales support materials: (i.e. High Quality [colorful,
glossy well designed]; Focuses on key aspects of the vehicle and brand [warranty, value for
money]; Provide competitive information [strengths, weaknesses, opportunities & potential
threats])
(tied to the sales process)
Product training (detailed knowledge of Kia line)
Customer service (tied to CSI measures)

Instructor Guide
Participant/ Student materials
Relevant on-the-job tools

2004
KIA
Sales
Academy
Improving Improve Dealer
3. Examples of
Product Positioning: based on need and on competitive threat

Sales

Network

Adopt &
Adhere to a
Win4 Culture

Review &
Adapt to
Market
Environments
& Conditions

sales skills
from
Distributor
research

Objection

Handling: Quality Issues

Negotiation
Sales Aids: Use competitive information to illustrate strengths & review key
aspects of a vehicle with the customer using brochures & highlighting the
benefits
Recommended Best Practices: Conduct training more frequently & more
targeted; Hold quarterly sales school that include both new and current sales
personnel

Win4 culture
Def. & Why
its important?

Where

Examples of
how-to

Recognize

Margins

If

Sales
forecasting &
Planning

the customer, dealer, distributor & Kia succeed

Important because of repeat business & referrals that will grow business; it
helps support & establish the brand image
that dealers are customers too
Adopt a philosophy of lifetime customer value (remember that repeat business
is a key attribute of competitive brands)
Implement a consistent sales process
Make customers happy, but not at the expense of losing money
Implement a mechanism for quickly sharing information among dealers
margins are low, focus on volume
Focus on other sales points to boost margins
Meet with Dealer principal & Sales manager to forecast yearly sales
projections
Work collaboratively do not dictate

2004 KIA Sales Academy

Sales
Process
Evaluation
Tool

8 Step
Sales
Process

Meet

& Greet

Greeting
Professional

Statement of Welcome

Introductions
Building Rapport

Initial

Fact-finding

Determine

Vehicle

Demonstrate features

Closing

customer buying motivations

Decide Product Match

Presentation

Demonstration

Consultation with Customer

Drive

the Sale

& benefits that address the customers buying

motivations to build value
Put

those features & benefits into motion

Brief Tour of the Dealership
Asking

foe the Order

Overcoming objections

Delivery

Visit

& Introduce key dealership staff members

Demonstrate features & functions
Explain maintenance requirements
Conclude paperwork
Professional statement of thanks

Follow-up

Ensure

ownership satisfaction
Request referrals

2004 KIA
Sales
Academy
Purpose

Conducting a
Sales
Meeting
Evaluation
Tool

Essential
Elements of a
Meeting

To

communicate
To receive feedback
To build relationships
To model professional behavior
To resolve issues before they become problems, etc.
Agenda
Input
Discussion
Decisions

Types of
Meetings

Monthly

Meetings
Items to Review

Look

Weekly

Progress

Daily

Reserved

Meetings
Topics could include

Meetings

to future challenges and develop a strategy

*Make Themes*
Sales targets & Actual sales
Outstanding performance by individuals (rewards & recognition)
Ratio of prospects to purchasers
Number of visitors to the showroom
Sales Satisfaction
Progress toward annual volume, margin & profit
against sales targets
Assessment of vehicles sold
Prospect situation
Action the sales team will take to achieve or exceed budget, etc.
for Motivation, Updates & News

2004 KIA
Sales
Academy
Role of the Meeting

Conducting
a Sales
Meeting
Evaluation
Tool

Managing
Key Results
Evaluation
Tool

Leader

Identify various roles

& tasks related to the
key result areas of
the Sales Dept.

Set

the Agenda
Provide factual input
Ensure participation by all in attendance
Summarize what has been discussed
Establish sales teams & individual tasks

Sales Managers
must be able to:

List

the key performance Result Areas for a New Vehicle Sales

Department
Match performance measurement indicators to each Key Result
Area
Develop a list of Management Tasks needed to establish &
maintain productive use of all department resources on a daily
basis
Balance time between managing the department & selling

Sales Management
Tasks
What is the Sales
Manager
responsible for in
these areas?

Premises/

Facilities
Product/ Inventory
People/ Sales Consultants & Other Employees
Promotion/ Merchandising
Prices
Procedures