BUSINESS

Retail sales drive the automotive business as we know it. The generation of throughput consumes dealers and manufacturers alike, providing a critical mass which the business feeds off in a number of ways. The balance however is a fine one, under the guise of market share there is the need to maximize sales numbers, at the same time there is a desperate need to maximize gross (despite the fact that margins are perilously thin) and finally there is the need to service customers to the highest possible level in a bid to drive loyalty and advocacy.

All this is driven by process, people and product. The Sewells approach focuses on all three, ensuring that solid repeatable processes are in place, that front-line staff are trained and suited to the role that they perform and that product benefits are communicated in such a way so as to engage and excite all consumers.

Our competence development programs therefore take all these factors into account when developing solutions for clients; and these may vary depending on the brand position and Dealer network characteristics. Training then, is seen as the development of competence by focusing on the development of skills; of confidence and of knowledge. Sewells recommends the assessment of competencies both before and after training programs; not only to measurably show improvement - but also to allow the steady progression of an individual in a Dealership along a competency pathway specific to the industry and to their brand.

We pride ourselves in not following some of the traditional sales training paths and targeting the changing face of the automotive sales environment. Our recommended solutions are not always classis classroom approaches; for example action learning is a highly effective methodology when development management skills, and a process of workshops that combine knowledge sharing with data can be a very powerful and measurable learning environment.

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